Cultural Differences Between Australia and Mongolia

Cultural Differences between Australia and mongolia The culture of Australia and Mongolia is different and cannot be ignored whilst doing business. The sets of values, beliefs and rules help by Mongolians is essentially different from Australians therefore it is important to understand what are the cultural norms and values that are prevalent in Mongolian society in order to avoid miscommunication and enable a prosperous business future between Australian and Mongolia business firms. Mongolians are proud, self-confident, and independent in disposition therefore it is important to avoid ethnocentricity in dealing with their local culture and people when doing business projects. The condescending attitude or belief that ones ethnic†¦show more content†¦The Mongolian business culture is dominated by men as is in most developing countries, although the number of women holding high executive positions is increasing at a steady rate, particularly in foreign companies. The same is almost similar in Australia which has a high working population of women albeit in lower paying jobs although it is not uncommon to see women holding high managerial positions compared to other industrialised nations (Gray et al. 2003). This would bode well for women looking to work in Mongolia knowing that progress regarding gender equality is being made. Australians and Mongolians share a similar culture towards their business dress sense whereby a formal tie and jacket is required whereas women wear business suits with a skirt or trousers. It is viewed in good light if foreigners over-dress as opposed to being under-dressed as the first impression counts if the company wishes to be taken seriously by Mongolian businessmen and women (Dashnyam 2003). The most obvious cultural difference between Australia and Mongolia is the language barrier. Australias primary spoken and written language is English whereas 90% of Mongolians converse in Khalkha Mongolian and write in the CyrillicShow MoreRelatedBusiness Rio Tinto Group Uk And Human Resource Practices1115 Words   |  5 PagesHow do various country cultures impact the business Rio Tinto Group UK and human resource practice of the MNE for RIO Tinto Group UK? Cultural Considerations Some of the most important objectives of HRM policy is to attract and keep the best talent and to provide strategies to motivate and improve staff performance. HR Managers are faced with many different cultures and not all cultures have the same intrinsic motivations. RIO Tinto has responded by seeking to embrace workplace diversity inRead MoreThe Significance of the Sino-Soviet Confrontation1850 Words   |  7 Pagesand confrontation will administer a greater understanding of the various alliances that formed around the Asia-Pacific region. 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The European Union and Latin America†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..23 12. Conclusions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦23 13. Bibliography†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..24 2 1. The Common Commercial Policy The relationship between trade and development is a complex one. 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Effects Of Binge Drinking On College Students Essay

Henry Wechsler in Getting Serious about Eradicating Binge Drinking, stresses how modern college students think that binge drinking is a norm in college life. I agree with Wechsler that the modern college student thinks binge drinking is normal. In High School, people would binge drink on a regular basis, and that eventually carried over into collegiate life. After being in college for about a month now, I realized that every night students binge drink either at bars, fraternity houses, or tailgates. Being a freshman and only attending the University of Alabama for a month, I was very excited for Ole Miss to come to Tuscaloosa to play football. I purchased my ticket off Facebook and got my game day date. I have had many first hand experiences with binge drinking on college campuses before, but game day in Tuscaloosa is one day that I experienced the uttermost binge drinking out of every party I had been too. The drinking started that Friday afternoon with a giant backyard party to blo w up pools and unlimited beer. As the day was turning into night the party carried over to the band party inside the house. The band was playing as people were flooding into the house, including alumni. Every guest was dancing and drinking. The party was a blast and almost every guest was binge drinking. The bands stopped playing and the party came to an end. By this time it is 3am and technically Saturday morning, which is â€Å"game day†. As game day began everyone started to take a nap in theirShow MoreRelatedThe Effects Of Binge Drinking On College Students1290 Words   |  6 Pagescommunicating the evidence that comes from alcoholic abuse in college students. 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On a typical Friday or Saturday night you can find the average college student out drinking and having fun. Normally partying with friends at a party, bar, or club; most of these college students are underage consuming excessive amounts of alcohol, or as its better known, â€Å"binge drinking.†The term binge drinking is defined as the consumption of five or more drinks in a row by men and fourRead MoreAccording To â€Å"College Drinking,† Almost Two Out Of Three1388 Words   |  6 PagesAccording to â€Å"College Drinking,† almost two out of three college students engage in binge drinking. Binge drinking is a pattern of drinking that brings blood alcohol concentration (BAC) levels to 0.08 g/dL or higher (â€Å"College Drinking†). Many parents, guardians, and psychologists believe that college students binge drink because they think drinking is an integral part of their higher education. Similar to peer pressure, college students drink because the rest of the student body drinks. Furthermore

Standalone Corporate Social Responsibility Reports

Question: Discuss about the Standalone Corporate Social Responsibility Reports. Answer: Introduction Mahoney et al. (2013) depict that in recent times, consumers become more alert, and they do not accept unethical business practices or supports organization, which are liable for unethical business moves. Thus, in order to attain customer retention, employee engagement and high competitive advantage, organization nowadays takes initiatives for CSR activities. However, some critics of CSR claim it is little more than greenwashing. Thus, in this essay that this claim is true that company appear to be more environmentally friendly than it really is. CSR activities not only associated with the initiatives for the betterment of the environment but it also relies on the advancement of the employees and the society. Barone et al. (2013) highlighted that, the Cadbury PLC is considered as one of the most ethical organizations of their times, and they initiated much regulation that provides a better life and happy work environment to their employee. Cadbury had taken over Green Blacks, which is a chocolate manufacturing company that is known for its organic and fair trade labeled product.The arguments rely on in this case, is that this CSR attracts many consumers towards their concern of ethical business approach. However, this approach is taken by them to restore its damaged reputation by using cocoa from slave farms located in West Africa. Additionally, Kruschwitz (2012) states that, it is very important that maintaining a good CSR, results in providing good interpersonal relationships with their employees and offer them better offers and opportunities so that they can serve their best by associating with the organization. It is evident that after getting successful acquisitions over a British leading brand Cadbury, Kraft withdraws from their commitments. Tsagas (2012) highlights that prior to taking over the company, Kraft had committed to keeping the Cadbury Somerdale factory open; however, after completed takeover, they close the respective factory that results in a loss of 400 jobs. This leads to distrust towards the Krafts and poor relationship with Cadburys employees. Moreover, experts also found that not only the closure of the Cadburys Somerdale factory was the reason for their inability, but they also faced problems for not maintaining the high standards of care and accuracy that Cadbury has followed for commu nicating with their customers. Tsagas (2012) highlights that this breaches the Rule 19.1 of the Takeover Code, where an organization has to comply with the business plan of the acquisition company for enjoying complete acquisition. Moreover, Moeller (2012) highlights that Cadbury prior of getting acquisition, supports taking over companies that are highly ethical and can help in securing economic, social and economic sustainability. In addition to that, Cadbury's this believes can be seen from their initiatives for launching a GBP 44 million Cocoa Partnership (Barone et al. 2013). In this partnership, Cadbury had economic supported million cocoa farmers and their communities in the developing countries like Indonesia, India, Caribbean and Ghana. This makes the company a top selling as they are fully committed to CSR activities that make people aware of their approach towards an ethical business approach (Moeller 2012). However, Kraft after acquisition Cadbury did not show the support for the Cocoa Partnership that the latter company was following. Tsagas (2012) argued that initially, Kraft had said that they would follow all the CSR activities followed by Cadbury and align their CSR activitiesin order to satisf y the media, trade unions, and the House of Commons. However, in reality, months after the successful acquisition, Kraft seems to breaches their own commitment to following the ethical approach for doing business on behalf of Cadbury. Tsagas (2012) furthermore depicted that, if an organization is not satisfied with the business approach of their takeovers, they can propose their business approach that is completely functional and controlled by the acquisition group. Green Blacks also presented a proposal, where they were awaiting a management buyout to recover its CSR-friendly business as the concerned organization being a part of Kraft; they were struggling to maintain its fundamental CSR (Justmeans.com 2016). Kraft rejected the proposal and continued to impose their CSR approach on keeping Green Blacks as a part of its group. Cadburys workers also faced the same problem when they did not found any similarity in the offers that Kraft was providing to them and Cadbury had provided. Kruschwitz (2012) emphasize that Cadbury had built a fairyland factory as it offers their employee to enjoy their work and working atmosphere. Leading companies like Quaker also have taken such steps so that they can satisfy their emp loyees first and then about acquiring wealth. They had a space for cricket, a beautiful rose garden, and swings for the ladies and also had created utopian model towns so that employee can enjoy a luxurious life. Besides, Tsagas (2012) also stated that additional benefits also attract many employees for being associated with an organization and keep doing things that ensure the advancement of their company. Quakers approaches like raising the wages of their workforce, initiatives of pensions and Saturdays off along with the unemployment benefits and sickness benefits helped the concerned organization with high employee retention rate (Justmeans.com 2016). They have also provided the benefits of free dentists sittings, free doctors visits and vitamin pills for their staff so that their good health can be maintained. This makes them the worlds largest food company; however, Deborah Cadbury argued that in recent times, this vision of Quaker has disappeared and they no longer provide such fairy tale benefits to their employees (Justmeans.com 2016). The same scenario can be seen on the acquisitions of the Kraft, where they imposed their business rule on the employee rather than valuing their inter est. Thus, Krafts procedure can be considered as greenwashing. Conclusion Thus, from the entire study, it can be found that Kraft is using the concept of greenwashing when it comes to their maintenance of CSR. Thus, it is an agreed argument as Kraft for their global expansion has acquisition leading company like Cadbury but did not follow their high standard of employee and community relations that is one of the most crucial factors for an effective CSR of an organization. Reference List Barone, E., Ranamagar, N. and Solomon, J.F., 2013, September. A Habermasian model of stakeholder (non) engagement and corporate (ir) responsibility reporting. InAccounting Forum(Vol. 37, No. 3, pp. 163-181). Elsevier. Justmeans.com., 2016.Bittersweet: How Kraft's Acquisition of Cadbury Ended the Dynasty of a CSR Luminary | Justmeans. [online] Available at: https://www.justmeans.com/blogs/bittersweet-how-krafts-acquisition-of-cadbury-ended-the-dynasty-of-a-csr-luminary [Accessed 26 Dec. 2016]. Kruschwitz, N., 2012. Why Kraft Foods cares about fair trade chocolate.MIT Sloan Management Review,54(1), p.1. Mahoney, L.S., Thorne, L., Cecil, L. and LaGore, W., 2013. A research note on standalone corporate social responsibility reports: Signaling or greenwashing?.Critical Perspectives on Accounting,24(4), pp.350-359. Moeller, S., 2012. Case study: Kraft's takeover of Cadbury.Financial Times, Jan,10(2012), pp.23-24. Tsagas, G., 2012. Reflecting on the value of socially responsible practices post takeover of Cadburys PLC by Kraft foods inc: implications for the revision of the EU takeover directive.European Company Law, Kluwer Law International, Special Issue on CSR and SRI,9(2), pp.70-80. Spiteri-Cornish, L., 2014. Case Study 10: A Sweet Deal: Cadbury Leads Kraft into Emerging Markets. In Marketing Cases from Emerging Markets (pp. 93-98). Springer Berlin Heidelberg. Tsagas, G., 2014. A Long-Term Vision for UK Firms? Revisiting the Target Director's Advisory Role Since the Takeover of Cadbury'S PLC.Journal of Corporate Law Studies,14(1), pp.241-275.

Havaianas. A Brazilian Brand Goes Global Essay Example For Students

Havaianas. A Brazilian Brand Goes Global Essay emerging brands A perspective from Havaianas Afonso Sugiyama The president of Alpargatas USA, the parent company of flip-flop brand Havaianas, Afonso Sugiyama talks to Pip Brooking about the challenges of exporting Brazils best loved brand to a global audience The Havaianas brand has something most brands could only dream of 100% awareness in its home market. However, that also places limitations on further growth. The brand has been growing organically outside Brazil, driven by affinity with its Brazilian spirit; now it is time for it to build n that, believes Afonso Sugiyama, president of Havaianas parent company Alpargatas USA. usinesses. In Europe we need to find more occasions to wear, so its about developing brand extensions such as closed-toe shoes. We were concerned that Brazilians would be offended The business is so large in Brazil that theres an emotional connection with the brand. The fact its all about flip-flops is much stronger in Brazil. Elsewhere the connection is m ore to do with the fun aspect of the brand. How does the proposition change outside Brazil then? Does your experience offer learnings Outside Brazil, Havaianas goes from market leader to a challenger brand. We need to be more daring and have more of a story to tell. Its also less about the category and more about the brand. In the Northern Hemisphere the biggest challenge is the seasonality of flipflops. We have to make it more relevant in peoples minds, and to stockists Storytelling is very specific to the brand, but understanding who youre telling it to and how to connect them is something that applies to anyone. Latin America is generally very shy about taking business globally, but like t or not, the world is global. Building resonance internationally can reinforce your position in your home market. k www. mandmglobal. com MM Q4 p57_Emerging brands. indd 57 At number 85, Corona is the only Latin American brand to make it into Interbrands Top 100 Global Brands Index. It is not only the biggest selling beer in Mexico, but the fourth best selling beer in the world. According to its parent company, Grupo Modelo, Corona Extra is the number one imported premium beer in the US. It is still expanding into new markets such as Australia and New Zealand. Many of the most familiar Brazilian brands come from the financial sector, but Banco Itau is the biggest. The bank was crowned the most valuable Brazilian brand for 2010 ahead of other financial brands Bradesco and Banco do Brasil. With an estimated brand value of $12bn according success of the group in multiple areas of banking services is beginning to gain international attention outside its domestic market. Telcel Mexico The Mexican telecommunications company is familiar throughout Latin America and with a 60% marketshare it is the most valuable brand in the egion, according to Millward Brown. It has created high brand awareness through aggressive marketing and sports sponsorship, including NASCAR, world tennis tournaments and football events. But does that upset your loyal fans in Brazil? We were concerned that Brazilians would be offended that theres a product somewhere else that they couldnt buy. Its why the closed-toe model is available in our concept store and we will be rolling it out across the market. Luckily though, the reaction in Brazil has been very positive. Brazilians are proud of seeing Havaianas going global. How does brand perception change from home market to a global market? Corona Banco Itau Brazil How do you take a brand like Havaianas, global? We have a strong asset that has developed organically over 50 years its something no investment in marketing you must always stay loyal to the brand. We always start with the Brazilian heritage, but as communications have evolved it has become less about Brazil and more about the Brazilian spirit and its values. Our values are fun, energy, design and style, which are all things associated with Brazil. .ue9c9e74f549aeca830892a2f0c2066fc , .ue9c9e74f549aeca830892a2f0c2066fc .postImageUrl , .ue9c9e74f549aeca830892a2f0c2066fc .centered-text-area { min-height: 80px; position: relative; } .ue9c9e74f549aeca830892a2f0c2066fc , .ue9c9e74f549aeca830892a2f0c2066fc:hover , .ue9c9e74f549aeca830892a2f0c2066fc:visited , .ue9c9e74f549aeca830892a2f0c2066fc:active { border:0!important; } .ue9c9e74f549aeca830892a2f0c2066fc .clearfix:after { content: ""; display: table; clear: both; } .ue9c9e74f549aeca830892a2f0c2066fc { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ue9c9e74f549aeca830892a2f0c2066fc:active , .ue9c9e74f549aeca830892a2f0c2066fc:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ue9c9e74f549aeca830892a2f0c2066fc .centered-text-area { width: 100%; position: relative ; } .ue9c9e74f549aeca830892a2f0c2066fc .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ue9c9e74f549aeca830892a2f0c2066fc .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ue9c9e74f549aeca830892a2f0c2066fc .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ue9c9e74f549aeca830892a2f0c2066fc:hover .ctaButton { background-color: #34495E!important; } .ue9c9e74f549aeca830892a2f0c2066fc .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ue9c9e74f549aeca830892a2f0c2066fc .ue9c9e74f549aeca830892a2f0c2066fc-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ue9c9e74f549aeca830892a2f0c2066fc:after { content: ""; display: block; clear: both; } READ: Nature Vs. Nurture : A Debate Within PsychologyThat comes hrough in our communications, but our selection of media is very local. Other global challengers Petrobras For more industry perspectives go to mandmglobal. com The semi-public oil company is Latin Americas largest company, and the sixth biggest company in the world by market value. Marketing includes TV and press campaigns to further brand recognition, as well as targeting industry in key markets such as Argentina and Colombia. Recent sponsorship of BMW Williams Formula One team was aimed at increasing international recognition. Q4 2010 57 25/1 1/2010 18:03

Learn More about 4 Major Types of Academic Essays

Essay writing is the most frequent high school and college assignment that allows evaluating student’s skills, knowledge of the particular subject, and valuable life experiences. This task is an integral part of any course, and failing it means reducing your overall GPA. The fact that several different types of academic essays exist makes it more complicated and confusing to complete this assignment. We recommend reading this short post about the basic types of papers to understand the nature and purposes of each. 4 Different Types of Essays to Focus On There are four main kinds of essays, and the rest of them are subcategories. You should select the proper format to respond to the prompt properly. For instance, if you have to prove something to your audience, an informative essay won’t work. A persuasive one is the type of paper written to convince the readers. Thus, take a look at the major essay types explaining what each of them serves for. Narrative essay This type of academic writing refers to telling a story. It is the most widespread type of writing as world-known authors choose it to share their stories. The main idea is to retell an episode from real life in an engaging, exciting manner. Students should write about themselves. The main goal is to make your story vivid. It is the only essay except for the application paper that should be written in the first person. You can make it a reflective paper. Descriptive essay This type of paper should offer as many details as possible, so such parts of speech as adjectives and adverbs are the main tools of a writer. You should be able to paint a specific picture in words. Use words instead of colors and other visual elements. It is up to you whether to describe a person, event, object, etc. Through the detailed description, it is possible to communicate a deeper message to the audience. A simple thing like a table can become something more if you explain what role it played when you were a little child. Expository essay A balanced analysis of the chosen topic is the heart of any expository essay. The purpose is to provide useful information on some issue that might be unknown to the reader. You should not involve only general knowledge – use credible sources of information to offer something more. A writer must operate with facts, statistics, and examples to make the topic as clear as possible. You may choose to write a compare and contrast essay where you find differences and similarities between some objects, people, or events. Another option is a cause and effect essay created to provide reasons for something to happen and possible or real consequences. You may also list preventive measures in such type of essay. Finally, you can pick one of the analytical papers like process analysis. It should look like a â€Å"how-to guide† so that the readers will be able to repeat an experiment and get the desired outcomes by following your instructions. Persuasive essay A persuasive paper is something more than an argumentative one. You should first state your position regarding the specific problem like you do in argumentative writing, but the primary objective is to convince the audience in the truth of your idea. You should prove that your point of view is the only correct in a particular situation. However, you should still offer the opposing points of view to make your writing sound objective and persuasive. How about Other Types of Essay Formats? We have not recalled some other subcategories of academic writing. Some of the youngest students may face writing a definition essay. This one should interpret the specific term using the official definitions from the dictionaries as well as writer’s best guess and examples from real life. In a synthesis paper, a student should pick a piece of text and provide an in-depth analysis of it based on personal impression and additional materials. There is also a problem-solution essay. In such type of writing, a student should offer the specific issue that requires immediate solutions. By the end of the text, he or she should offer the ways out as well as some forecasts for the future. An extended essay is an integral part of the IB diploma. Students who wish to pass IB tests successfully should learn how to write lengthy papers with detailed research and explanation of the problem. Many other types of academic essays exist. They can be based on the subject that you study (for example, nursing or psychology essay) or specific topic (e.g., â€Å"Animal Farm† essay). You should keep in mind one thing: these tasks are all equally important for your development, so try to catch up with all of them! If it seems impossible or overwhelming, you can always count on the professional writing help from our experts, and buy original essays online without any efforts. We have already assisted hundreds of other students and surely can help you out!

Captain Swing essays

Captain Swing essays Captain Swing is an enjoyable collaboration between E. J. Hobsbawm and George Rude that depicts the social history of the English agricultural wage-laborers uprising of 1830. According to Hobsbawm and Rude, historiography of the laborers rising of 1830 is negligible. Most of what is known by the general public comes from J. L. And Barbara Hammonds The Village Laborer published in 1911. They consider this an exceedingly valuable work, but state that the Hammonds oversimplified events in order to dramatize them. They placed too much emphasis on enclosure, oversimplified both the nature and prevalence of the Speenhamland System of poor relief, and neglected the range and scope of the uprising. Hobsbawm and Rude do not claim to present any new data, and believe that the Hammonds will still be read for enjoyment, but believe that by asking different questions, they can shed new light on the social history of the movement. Therefore, this book tries to describe and analyze the most i mpressive episode in the English farm-labourers long and doomed struggle against poverty and degradation. In the nineteenth century, England had no peasantry to speak of in the sense that other nations did. Where families who owned or occupied their own small plot of land and cultivated it themselves, apart from work on their lords farms, farmed most of Europe, Englands peasants were agricultural wage-laborers. As such, both tithes and taxes hit them hard. Lords and farmers were also against tithes and taxes and tolerated or even welcomed some outcry against them. Most county leaders in 1830 agreed with the laborers, but the government in London did not. Further, enclosure eliminated the common lands whose use had helped the very poor to live. As a result, the relationship between farmers and laborers changed to a purely market relationship between employer and proleta...

Micro and macroeconomics Essay Example | Topics and Well Written Essays - 750 words

Micro and macroeconomics - Essay Example There are numerous concepts, that specifically comes under the ambit of economics and the name of cost efficiency is one of them, in fact quite important as well. There are number of concepts that define about cost efficiency in total and putting the first thing on the first step is one of the most integral ones. There are certain environmental laws that prohibits the EPA to not to put the same against the cost, but there are number of companies which are doing the same. Organizations always strive and thrive hard for economic prosperity and there are number of things on which the entire productivity of an entity depends upon (WIERENGA). Theoretically, an organization is places which have been arose and surrounds with number of different departments in total. Considering the cost to develop and initiate through a specific period is prohibited in different law making functions. This thing could in regular touch with the cost of the company as a whole. This is basically a sort of waste for the companies to put things first as compared to other things. It is basically a waste of resources and it should be prohibited. Self Test Exercise Ans-1) Current Level of Enforcement Activity is $ 7.50 Marginal Cost per Gallon is $ 5.50 The current level of enforcement activity is marginally higher than that of the cost of per Gallon, representing an increase of $ 2. If the number s are correct, then the Coast Guard should be increased in order to meet with the current level of Enforcement Activity (EA), otherwise the resources would get wasted. Cost per gallon in this particular scenario should be increased accordingly in order to do the things all along. The main reason to analyze is to make the cost according to the current EA in total. Ans-2) Risk Reducing Program = $ 100,000 to $72 billion a) Risk is the name of uncertainty and it is extremely important for the companies to reduce the level of risk from their production. Statistics is one of the most important fields whic h has its importance and recognition in number of things. The field of statistics has been found among number of things in total and it is found in forecasting as well. Organizations have to consider number of things in order to bring economic propensity to the consumption. If the values have been considered as correct, then the programs should be continue for a long span of time, because it relates to the economic efficiency of the organization as a whole. b) Government could play a vital role to stabilize the economy or to stabilize a certain method or path of a country or an organization as a whole. Government could play an important role to equalize the marginal cost life saved across all the live saving programs. In this section it is analyzed that Government could also play an important role in this analysis as well and cost per save life will certainly enhance with the same activity. Risk could also be minimized accordingly with the help of this section. 3.a) Risk reduction i s an important activity which should be there for a organization as a whole. Premature risk reduction should be decrease accordingly. = 1/100,000 = 10/1000, 000 If the population is 4 million then the statistics could be like this, = 40/4,000,000 = 0.001% The proportion of the same is quite low as it relates to the risk reduction activity. The cost associated with the same is = 50* 4,000,000 = 2, 000, 000, 00 3.b) 6/100,000 To 2/100,000 The maximum that could be found from the same is 8/1000,000 Chapter-5 Discussion Question-1 The term environmental sustainability comprise of decision power and the implementation of such measures that plays an

Successes and failures of Mussolini Essay Example | Topics and Well Written Essays - 750 words

Successes and failures of Mussolini - Essay Example Mussolini was among the leaders who laid the foundation for fascism in Italy. Fascism for these people included terms like nationalism, expansion, corporativism, anti-communism, social progress, propoganda, etc.. In the years that followed Mussolini tried to incorporate all these fascist ideolgoes into his policies and to a great extent was able to influence his people and gain the admiration of other political figures of that time. Some of the domestic policies he introduced from 1924-1939 were quite successful, the taming of the Pontine Marshes and the Lateran Treaty between the Kingdom of Italy and the Holy See being some of his successful achievements. Some of his policies resulted in improvement of job opportunities, and public transport. He was also able to achieve economic success in Italy's colonies and commercial dependencies. The policies Mussolini introduced can be divided into economic policies, political policies and social policies. As mentioned earlier, some were successful and some were failures. A perusal of these policies will enable us to evaluate Mussolini's successes and failures as a leader of a single party state. The idea of a corporate state was first introduced by Mussolini. ... Each syndicate came under the representatives of the Fascist party thereby ensuring that the state could intervene whenever the need arose. According to Mussolini "Fascism should more properly be called corporatism because it is the merger of state and corporate power." Mussolini (1932) on another occasion said "The Fascist conception of life stresses the importance of the State and accepts the individual only in so far as his interests coincide with the State. It is opposed to classical liberalism [which] denied the State in the name of the individual; Fascism reasserts the rights of the State as expressing the real essence of the individual." The Battle for Grain was a campaign that encouraged workers to produce more grain to make Italy self- sufficient. The State took over direct control of many banks and heavy industry. In production the focus was mainly on military production. Although some of Mussolini's economic policies failed, not all of his economic policies were failures. His overall economic policy worked well for Italy and there was some economic growth in Italy despite the world wide depression. His regime was the most productive in Europe, in terms of raw materials, especially in pig iron. The Battle for grain campaign resulted in a 50% increase in production between 1922 and 1930. However it also resulted in deficiency in the diet of the poor. Mussolini's political policies were all directed towards consolidating his power. Mussolini, being a a prime minister of a coalition government that had only35 fascists, could not exercise full control. So he kept all important posts like home affairs for himself. In his first speech, he asked for cooperation from members of parliament and

Lehman brothers Literature review Example | Topics and Well Written Essays - 2000 words

Lehman brothers - Literature review Example The trick works perfectly, and manages to lure unsuspecting investors into trusting the company’s financial reports. Banks however use Repo 105 for purposes of short term borrowing, while in the case of Lehman, it was used to reflect a healthier balance sheet than it actually was. Jeffers (2011, p. 2) observes that the Lehman brothers used the â€Å"Repo 105† in its accounting severally to report impressive financial statements and win the trust of potential investors, by showing healthy securities. The company was an investment bank which had gone global. Lehman’s’ auditors on three occasions used the Repo 105 creative accounting trick to boost investor confidence. The trick used by Lehman helped them temporarily remove from its balance sheet roughly $ 50 billion, making the balance sheet look better the actual status of the company’s financial statements. However, at the time of filing its bankruptcy case, the company has a total of $ 639 billion in assets and $ 619 billion in debts. This formed the biggest bankruptcy case that affected over $ 10 trillion in investments. The company’s scheme involved the use of collateral firms such as Alpha Ville, with counter parties from banks such as Barclays Bank of Britain, USB of Switzerland, Mizuho Bank and Mitsubishi UFJ Financial Group. To be exact, the company involved in Repo 105, the transactions’ worth was estimated at over 105 per cent of the actual cash it received. This meant that the company was experiencing a shortage through these transactions. When they repaid the cash it received from the counterparties, interest was included, which made it a very expensive technique, thus losing money. Repo 105 is a tricky phenomenon for any company which opts to use it as a model of reporting its financial status. According to accounting standards, it is wrong and unethical for a firm to alter its books of accounts (Nguyen & Gong, 2012, p. 31). It is an issue that is qui te sensitive, deciding to report a misleading state of a company’s financial status. Whether such a situation finds its way to legal courts or not, it makes no difference, involved parties ought to hold responsibility for any eventuality through their actions. Not unless a company is planning on a strategy to defraud and steal from potential investors, it would never go to such lengths like Lehman did, with clear knowledge of the implications that are likely to come (Law, 2011, p 511). Some examiners hold that â€Å"Repo 105† actually is a â€Å"gross negligence† and does not amount to crime. However, the fact that Lehman altered its accounts with the intention of deceiving investors, rating agencies and perhaps the industry regulators is proof enough that this was criminal and that the presenters of the company acted in malice. The scheme led to the largest corporate bankruptcy case in the United States financial history (Sharp, 2010, n.p). Investors lost money , in the process. No matter how much conservatives refer to this as a form of negligence, it is still a crime. According to the accounting theories, Lehman accountants and managers contravened the theories of accounting and broke the oath of conduct of accountants. Although some scholars like Jennings (2011, p. 38) felt that the internal misleading of the company itself by the altered

Models In The Fashion Industry Cultural Studies Essay

Models In The Fashion Industry Cultural Studies Essay In the contemporary world, fashion has become a powerful force. For most of the people in our daily life, fashion is something they read about or buy in stores. In a broad sense, fashion means all things and a global business which covers a diverse range of commercial activities, ranging from the unglamorous worlds of mass garment production to celebrity- patronized fashion shows and the associated reportage in the fashion press (JacksonShaw, 2009). In the fashion world, modeling industry plays a central role in its developments. Thousands of people, especially those little girls, are dreaming to be involved in the fashion industry. In their impression, models work in photographers studios or runways or on the cover of magazines, they are in a fun; models are creative because they create their own look (Parmentier Fischer, 2011). They are the representation of artistic creativity and self- expression who always change their performance to project an appropriate image for different si tuations and specific clients and designs. In this sense, despite whether those youngsters have ever sought or gained entry into the field of fashion, in nowadays, they are encouraged to regard the life of the fashion model as an ideal myth. It is no exaggeration to suggest that many young girls treat being a fashion model as among the most glamorous and desirable of possible futures (Wolf, 1991). This article focuses on the real status of models in the fashion industry. Viewing models self-commodification as forms of aesthetic, entrepreneurial, and immaterial labor, I turn my attention on the polarized work of fashion models. Basing on the critical theory, this article uses three approaches (The culture industry, Governmentality, creativity) to explore how certain actors in a dynamic, constantly contested, cultural field may experience constraints on their individual identity quests. First, I argue that how the life of models looks like to the masses, and look for some reasons that why people would like to pursue the life of being a model. Then I focus more discussions on the unsustainable modeling identity projects in the fashion industry. Act as the aesthetic labor, models are faced with many restrictions and risks not only come from the groups that they cooperate with like agency, designer, editor, but also their competitors. Besides of that, some models also suffer from t he discrimination and inequality because of the divisions of the fashion modeling industry. So in this sector, I will take the plus- sized model for example in order to advance our understanding the institutional contexts in fashion industry and our insight into the limitations of those not general models face in pursuing their careers. Searching method For the sake of a deep and comprehensive understanding of fashion modeling, the best way to do the research is using participant observations and interviews. According to many scholars, they adopt this method interviewing models in different levels, gender, age and so on. Basing on the questions and contents, they do data selection to integrate the valuable information and report the results. Because of some limitations, however, I cannot do such interview, so I take full advantage of other resources. This thesis mainly adopts two methods of study. One is documentary research method, which is collecting a large number of materials about the modeling fashion industry in order to understand this field and occupation more comprehensively. First, I select some books and journals which ranging from the history of fashion industry such as marketing todays fashion (Paola Mueller, 1980), to the development of this field like Angela McRobbies British fashion design: Rag trade or image industr y? (1998). Basing on the predecessors research achievements I document an intensive aesthetic labor process. I also search information on the internet to see the characters of fashion models and some debates on the fashion modeling industry. Besides, I pay close attention to a reality show American Britains Next Top Model. By observing and analyzing the process of the competition and track the future development of participants I realize the ruthlessness of fashion modeling industry. The other searching method is comparative analysis approach. In order to highlight the contradictory work in this aesthetic labor market, I compare the different treatment between the high fashion models and commercial models, and the discrimination of those plus-sized models. Literature review Since it is considered to have originated in the mid- nineteen century in Paris, models has appeared in the view of the public. With confidence and enthusiasm, significant numbers of young women launched their own labels from the mid-1980s onwards. Back to the history, there are some critical factors to the success of start of fashion industry which include the support from the government and local authority by subsidy; the cooperation between designers with the producers, agencies and labors; recognition of the distinctiveness of fashion work as an independent cultural and artistic practice, not a conventional business activity. The recent researches have focused attention on different aspects of embodiment in contemporary labor practices, such as detailing the ways in which bodies are managed and surveyed at work (Freeman, 2000; Entwistle, 2004), how bodily performances at work are gendered (Taylor and Tyler, 2000; Gottfried, 2003) and the role of dress in marking out identities at work (Entwistle, 2001). Then a classic account of emotional labor as important in terms of opening up questions about the ways in which contemporary work practices harness the many embodied capabilities of workers. Within this broad research agenda, analysis has been directed towards aesthetic labor as one dimension of current trends in work practices (Pettinger, 2004; Speiss and Waring, 2005). In this article, I argue that previous scholarship on modeling fashion industry seldom explore the tensions between fashion as art form and the demand of a ruthlessly commercial industry. Building on previous research that has examined the staged performance of fashion models, I look for the backstage aesthetic labor process. Combining culture industry, governmentality and creativity, I focus on the unsustainable identity projects in the modeling fashion industry. The contradictory work in the modeling fashion industry From the catwalk to the high-style boutique, the common perception of the modeling fashion industry is glamour and indulgence. Indeed, to many people especially in nowadays, fashion modeling is much more than an occupation, but a dream of every little girl. Just as the feminist scholar Naomi Wolf suggests that it is a fantasy that probably the most widespread contemporary dream shared by young women from all backgrounds (Wolf, 1991). People aspires the ideal model life, which means to become a member of an elite and small group. Their bodies and personalities are intensely sought after for their aesthetic singularity and in return they can get some rewards such as money, fame, luxurious goods as well as celebrity status. Undoubtedly, those models careers not just limited in the field of fashion but extend to other culturally celebrated professions like singer or film actor. The models work as the aesthetic labor, which combines the affective, emotional and physical labor, they play to an advancing self production to extend beyond the confines of modeling work into daily life experience. As aesthetic laborers, they are demanded the effort of body in the production of an appropriately attractive appearance for work. However, in practice, models are always subject to fashions gaze, and endure many restrictions or discriminations coming from both outside and themselves, such as they have to engage in a range of bodily disciplines that relied on thin aesthetics, and do on beyond work hours, etc. We will talk about the restriction from the following aspects. 3.1 Personality In contemporary society, models are regarded as walking mannequins or passive hangers for clothes. The modeling industry moves in shorter cycles than ever before, comparing with other sectors, it is a personality based and subjective industry. In modeling much emphasis is placed on the projection of personality (Entwistle Wissinger, 2006), which forms an integral aspect of the aesthetic labor of freelancing models. Thus models see their bodies as objects of aesthetic contemplation through all manner of bodily work. It just adapt to the governmentality theory that Banks (2007) comes up in his book. It demonstrates that instead of using force and coercion, how the cultural worker has come to be governed only by subjectivizing discourses of enterprise. So models who want to succeed talk of having to become self-managing and astute about their product-their entire embodied self, must do self-control to ensure their current status. To produce a fashionable look, models need to wear the mo st fashionable clothes and go to the most fashionable parties. This situation will not be changed until they are successful. In the case of supermodels, they may no longer have to obey others instruction; they will be given the designer clothes, can cooperate with distinguished photographers and even can expand the career into other sectors. Take Tyra Banks for instance, as an excellent multi-dwelling star, she began her career as model, simultaneously she steps into other professions being the host of reality show, the actress, singer and dancer. Each of this field she has achieved remarkable achievement. These practices involve both aesthetic labor, in which workers invest in styling their bodies and personalities to get and keep work (Entwistle Wissinger, 2006), and entrepreneurial labor, in which workers invest time, energy and funds to foster professional relationships, and build their productive capacity in return for uncertain rewards. These two labors demand workers be enterprising, which they work to create an image that will sell. Models valorize their image, an image that is constructed on a whole day basis, making it difficult for models to distinguish between when they are on or off the job. This work to produce an image may be understood as aesthetic labor (Entwistle Wissinger, 2006). 3.2 Marginalization within the field The fashion system places a quite different valorization on different types of work within the field. There are quite lot of discriminations and unequal treatments between commercial models and editorial models. Commercial work is done for catalogues, website, and department stores; the aim is promoting products ranging from food to drink. While the contracts are regarded as relatively low status compared with the high-status brands promoted by editorial models. While one of the essential features of editorial models is being featured on the cover of or within the fashion pages of high fashion magazines like Vogue, Harpers Bazaar and Elle. Be the supermodel also means to modeling for couturiers and designers fashion shows and to be hired as the face for an international luxury brand of a fashion product such as shoes, clothing, or cosmetics(McRobbie, 2002). In contrast to commercial models, whose look are more conventionally beautiful or handsome, fashion models are referred to as ha ving an editorial look, their extreme appearance are often be described with such adjectives as quirky or edgy. A professional model is someone who consents in writing to or performs modeling for the transfer of the exclusive right to the use of his or her name, portrait, picture or image, for advertising or trade purpose. Models engage in identity construction within a field comprised of an international net work of relationships between various mutually dependent, but unequally powerful. But most models will do some of the less prestigious types of commercial work over the course of their careers, only a small set engages in editorial work, as it is much more restricted and competitive. When watching the American Next Top Model, the competitors are required have some personalities to be outstanding but as the same time observe the rules of the industry. They must match up what the photographers and judges demands and satisfied their clients. To those competitors they scarcely make their own decision, and the emotions and attitudes cannot express in the process of work. The payment between commercial models and editorial models also has a big disparity. The structure of the work means that models are usually hired by the hour, day or project, which means they have no guarantees of continued employment. Rewards for top models are disproportionately high but most models incomes are modest at best. Like other artistic careers, fashion modeling consists mainly of short-term contractual ties, in which employment is on a per-project basis, and teams are assembled around specific jobs which are then dispersed after the project is finished. In this sense, it is hard for many commercial models to find a permanently clients to afford their basic life.

The Mask of Hamlet Essay -- Essays on Shakespeare Hamlet

The Mask of Hamlet  Ã‚  Ã‚     Ã‚   When people put on a mask or costume it is usually because they are trying to hide themselves or portray a certain feeling to onlookers. In Shakespeare's Hamlet, Hamlet puts on a "antic disposition" as a strategy to get closer to Claudius. Hamlet tells his friends this by saying (I,iv,170-173) "how strange or odd some'er I bear myself (As I perchance hereafter shall think meet to put an antic disposition on), That you, at such times seeing me, never shall, with arms encumb'red thus, or this head-shake, or by pronouncing of some doubtful phrase," Hamlet's strategy is successful at the beginning in that he is able to fool Ophilia, Gertrude, Polonius and Claudius but as the play proceeds Polonius and Claudius began to see that there is logic behind his madness and actions. Toward the end Hamlets strategy becomes a tragic error when he begins to act solely on emotion instead of logic. In doing so he makes the mistake of killing Polonius instead of Claudius. Claudius then realize s that it would have been him dead instead of Polonius if he had been there. This scares Claudius in to trying to get rid of Hamlet any way he can. This explains the old saying "You can fool some of the people some of the time, but you can't fool all of the people all of the time."      Ã‚  Ã‚   Hamlet's reason for putting on his antic disposition is that he wants to fool Claudius into believing that he is fanatical and is no threat to him physically or to his anarchy. The reason for doing this is that Claudius secretly killed Old Hamlet, who was king to gain the thrown for himself. Hamlet after conversing with the ghost of his dead father learns that Claudius killed his father and swears revenge on Claudius. By Hamlet putting o... ...we mourn for" Claudius was not fooled for very long but at first he was sorry for, and was trying to help his past nephew now son get rid of his madness.      Ã‚  Ã‚   In conclusion Hamlet's plan did exactly what it was supposed to allow him to do. Hamlet shows really well the natural reaction to stressful situations by which he acts through emotion not logic. Hamlet would have been a exeptional king because of his logical thinking, but a short lived king because of his inability to act upon it.    Works Cited and Consulted: Bloom, Harold. Modern Critical Interpretations Of Hamlet. New York, NY: Chelsea House Publishers, 1986. Charney, Maurice. All of Shakespeare. New York, NY. Columbia University Press. 1993. Shakespeare, William. Hamlet, Prince of Denmark. The Riverside Shakespeare. ED. G. Blakemore Evans. Boston: Haughton Mifflin Company, 1974.

Red Cross Report

2011 Trustees’ report and accounts Patron Her Majesty The Queen President His Royal Highness The Prince of Wales KG KT GCB OM Deputy presidents Her Royal Highness Princess Alexandra The Hon Lady Ogilvy LG GCVO The Countess Mountbatten of Burma CBE CD JP DL Honorary vice-presidents Lord Barnard TD The Rt Hon Baroness Chalker of Wallasey Sylvia, Countess of Limerick CBE Professor John McClure OBE Mrs Elspeth Thomas CBE DL Vice-presidents Mr Anthony Andrews Ms Angela Rippon OBE Mrs Maria Shammas MBE Board of trustees Chairman Mr James M. T.Cochrane Vice-chairmen Mrs Victoria Peterkin Mr David Fall CMG Mrs Stella Cummings (from January 2012) Treasurer Mr Russell Walls (until September 2011) Mr David Howell (from September 2011) Other trustees Mrs Sue Brown Mr Stanley Fitches MBE Ms Amy Foan Mr Christopher Hedges (until December 2011) Mr Michael Herriot MBE Mr Steve John Mr Afzal Khan CBE (until October 2011) Lady Lamport Dr Lise Llewellyn Mr Gordon Low Dr J. Kay Richmond (until De cember 2011) Mr Graham Stegmann CBE Mr Paul Taylor (from January 2012) Mr Keith Shipman (from January 2012)Senior management team Chief executive Sir Nicholas Young Managing director of operations Michael Adamson Director of international David Peppiatt Director of UK service development Margaret Lally UK director, Scotland, Northern Ireland and the Isle of Man Territory Norman McKinley UK director, Northern Territory Jean Henderson UK director, Wales and Western Territory Annie Bibbings UK director, South Eastern Territory Liz Page Director of communications Philip Talbot Director of fundraising Mark Astarita Director of people and learning Roger Smith FCIPD Chef de cabinet Caroline Leighton Director of finance and business development Rohan Hewavisenti Sub-committees Finance and audit committee Mr David Howell, chairman (from September 2011) Mr Russell Walls, chairman (until September 2011) Mr James M. T. Cochrane Mr Stanley Fitches MBE Mr Gordon Low Mrs Liz Hazell Mr Anthony Pott s Mr Peter Bluck Remuneration committee Mr James M. T. Cochrane, chairman Mr Russell Walls until September 2011) Mr David Howell (from September 2011) Mrs Victoria Peterkin Mr David Fall CMG Ethical review panel Mrs Stella Cummings Mr Steve John Mr Graham Stegmann CBE External auditors BDO LLP Emerald House East Street Epsom Surrey KT17 1HS Bankers National Westminster Bank plc City of London Office PO Box 12258 1 Princes Street London EC2R 8PA Investment managers Lazard Asset Management Ltd 50 Berkeley Street London W1J 8HA Legal & General Investment Management One Coleman Street London EC2R BlackRock 33 King William Street London EC4R 9AS External legal advisers Withers 15 Old Bailey London EC4M 7EG Young mother Pearl, 21, became a volunteer after she and her extended family received support from the Red Cross in South Africa 1 ContentsChairman and chief executive’s statement Our aims Emergency response Health and social care Building resilience: first aid and humanitarian education Plans for 2012 Review of finances Structure and governance Independent auditors’ report to the trustees of the British Red Cross Society 4 5 6 8 10 12 14 16 19 22 44 I don’t think I could have managed. To know I could always pick up the phone and talk with Sue made the world of difference Volunteer Sue Whalley helped Ellis Sheldon and his wife cope with illness in their remote country home Accounts for the year ended 31 December 2011 Thank you 2 British Red Cross Trustees’ report and accounts 2011 3 Chairman and chief executive’s statement This year has shown us how easy it is for a movement of people to change the world, for good or ill.Summer riots in the UK, financial protests around the world and the fall of governments in the Middle East and Africa – they all relied on an instantly connected network of people acting as one, quickly and powerfully. Part of the Red Cross’ mission is to mobilise the power of humanity. If chaos an d violence are unfolding more quickly, then so must our ability to harness that power for good, saving and changing lives in the UK and overseas. As always, our volunteers and staff were at the sharp end of crisis around the world last year, from drought and famine in east Africa to severe weather in Scotland. We remain realistic about the external pressures and challenges facing us.A key focus for us has been the way the coalition government’s reforms and reviews are affecting our work – most notably the NHS reforms, cuts in the public sector and the Department for International Development (DFID) aid reviews. We have continued to develop our health and social care offer to be more consistent, integrated and focussed on what NHS commissioners’ needs are likely to be in the future. This is just one way we are making sure that our services are available for people adversely affected by changes or cuts. We also obtained unconditional registration for our ambulance work from the Care Quality Commission, which ensures we can continue to deliver a variety of ambulance services independently across England.In November we transferred our skin camouflage service to a new home at Changing Faces, a charity specialising in disfigurement. Over the last 36 years, this award-winning service has helped tens of thousands of people cope with disfiguring conditions and blemishes and Changing Faces is well placed to develop the service further, ensuring it continues to have a great impact on people’s lives. We offer our thanks to the dedicated and skilled volunteers and staff involved. The DFID aid reviews, and the work of the devolved administrations, have shown an increasing focus on preparing for emergencies in the UK and overseas, which represents a significant opportunity for us.Our ‘Ready for Winter’ campaign to ensure that people are prepared for severe weather, launched in partnership with the Scottish government, is a good exampl e of how we are meeting it. In these financially challenging times, we must make sure we maximise our fundraising potential to ensure our financial sustainability. Our compact with our supporters is that, as ever, we will keep our costs under control and make efficient and effective use of all our resources. We, and the more than a million people we help each year, rely on their generosity and trust. Thank you to all of our supporters, partners, volunteers and staff members for their vital contributions in 2011 – working together, we saved and changed people’s lives around the world. Our aims Our vision is of a world where everyone gets the help they need in a crisis.Our mission is to mobilise the power of humanity so that individuals and communities can prepare for, deal with and recover from a crisis. As the UK’s leading emergency response charity, 3,500 staff and 32,500 volunteers pursue these goals both here and overseas. Our work includes emergency response , health and social care, and building resilience (including first aid and humanitarian education). We operate both in our own right, and as part of the International Red Cross and Red Crescent Movement, the world’s largest humanitarian network, which has around 13 million volunteers across 188 countries. Our corporate strategy, Saving Lives, Changing Lives, sets the framework for our core activities between 2010-15. redcross. org. uk/movement redcross. org. uk/strategyOur plans for 2011 included: > strengthening our ability to respond to large emergencies across the whole of the UK > strengthening the quality of our services for refugees and asylum seekers > increasing the reach and quality of the International Federation of Red Cross and Red Crescent Societies’ disaster response > establishing our care in the home activity as the main focus of our UK health and social care work, integrating existing services with it where appropriate > building resilience, helping pe ople and communities prepare for and withstand disasters. James M. T. Cochrane Chairman of the board of trustees I feel I’m not only helping individual people, but helping the Red Cross and society in general After being made redundant, Ed Owen found a new lease of life as a care in the home volunteer Sir Nicholas Young Chief executive 4British Red Cross Trustees’ report and accounts 2011 5 Emergency response When an emergency strikes, we respond We launched seven emergency appeals in 2011, raising ? 21. 6 million to help people in east Africa, Japan, New Zealand, Pakistan, Turkey, the Libya region and the Ivory Coast region recover from famine, conflict, flooding and earthquakes. As tens of thousands of people displaced by civil war in Libya fled across the border to Tunisia in March, we sent experts in logistics and mass sanitation to support the International Red Cross and Red Crescent Movement’s response there. This helped prevent the outbreak of disease and sickness in the displacement camps.We also sent logistics delegates to support the Movement’s operations during violent clashes in Egypt and the food crisis in Kenya to make sure vital aid got to the people who new cases opened to help separated families get back in touch 610 30,000 people in the UK given first aid at 9,000 public events needed it, even in the most challenging environments. Following January 2010’s devastating earthquake in Haiti, we are halfway through a four-year recovery programme. Over the last year, we have helped 75,000 people recover their livelihoods through cash distribution, provided water and sanitation where there was none, and given 22,000 families safe and improved shelter. We started to build permanent housing to replace transitional shelters. In he midst of the recovery process, we also responded to a major cholera outbreak, treating 9,000 patients and operating five clinics and oral hydration units. Staff and volunteers responded to 4 ,200 (440 in Scotland) emergency response call-outs in the UK in 2011, in support of the emergency services. These ranged from fires and power cuts to an improvised explosive device in Omagh. The Red Cross volunteers provide an invaluable service to people at a time of great emotional need and stress. When they are looking after the families, it means the firefighters have one less factor to consider Mike Burroughs, Devon and Somerset Fire and Rescue Service ?3 million released from our Disaster Fund to help people affected by conflict or disasters in the UK and overseas 6British Red Cross Trustees’ report and accounts 2011 When severe weather in Scotland in December cut off many vulnerable people in remote locations, volunteers worked around the clock to distribute relief and support the Scottish Ambulance Service. We completed various reviews to ensure we can draw in the right numbers of volunteers and equipment from across the UK to respond in the event of a large emergenc y. Around a third of our services for refugees and asylum seekers, which helped 35,000 people (570 in Scotland), 22,300 of them destitute, are now accredited by the Office of the Immigration Services Commissioner, giving external assurance of their quality.We plan for the majority to be accredited by the end of 2012. redcross. org. uk/emergencyresponse redcross. org. uk/recovery I like the Red Cross because they give us biscuits and are teaching us how to improve our health James Losiru, ten, one of the children for whom our school feeding programme in Kenya is making a difference 27,000 people in the UK helped by us in an emergency 7 Health and social care We help vulnerable people recover from health or social crises, and live with dignity and independence in their homes We helped 397,000 people in the UK (28,000 in Scotland) this year when they could not cope at home alone, many of them after a stay in hospital or facing the risk of being admitted.This helped them retain their in dependence, and reduced admissions to hospitals and residential or nursing care. For example, our medical equipment loan service in southeast Wales made it possible for 280 patients to be discharged from hospital, averaging a saving of at least three bed days per patient. Ninety-one per cent of our health and social care service users reported that their experience was either good or excellent. We also began working towards the ambitious target of reaching 40 per cent more people in the UK with our health and social care services by 2014. As part of this work, we agreed 26 new health and social care developments in 2011. 75,000As the government progresses its social care reform agenda, we submitted written evidence to the health select committee, and developed proposals which will form the basis of an advocacy programme in 2012 to embed the voluntary sector’s role in tackling the UK’s care crisis. We work in partnership with other members of the International Red Cross and Red Crescent Movement across 16 countries to help communities tackle health and social crises – from people living with HIV in South Africa to young people rebuilding their lives after conflict in Sierra Leone. For example, we support a Kyrgyzstan Red Crescent programme to help vulnerable women build their livelihoods and be aware of their rights. This work includes an advocacy element, which contributed to a change in the law this year, whereby marriage registration is now compulsory.Previously, traditional unregistered marriages had left women who had been left by their husbands with no legal rights or standing. wheelchairs loaned to people to help them stay independent I’m very happy for the Red Cross’ help as they taught me how to take care of the kids, demonstrating how to give the pills when they first started taking their treatment. They supported me until I knew what to do Patricia lives in South Africa and cares for her four grandchildren, aged bet ween one and four, all of whom have either HIV or TB 7,700 volunteers in the UK delivering health and social care 8 British Red Cross Trustees’ report and accounts 2011 redcross. org. uk/healthandsocialcare redcross. org. uk/uksocialcare ulnerable people in the UK used our transport service to reach medical appointments or get other help with daily life 34,000 Now I feel more confident about getting out – and it’s so nice not to be stuck in the house all the time Sight-impaired Brenda Hall, from Llanelli, was visited for several weeks by a volunteer to help build her confidence and remain independent 9 Building resilience: first aid and humanitarian education We make communities more resilient by teaching people how to save lives and encouraging them to take action to help others of our volunteers are aged 18-26 (6,600 volunteers in total) 20% people learned about humanitarian issues and international humanitarian law through our education programmes 183,300 370 ,000 eople in the UK took one of our first aid courses in 2011, 61,000 of whom were from vulnerable groups A survey we ran this year showed that just 3 per cent of the UK population would be willing to invest a couple of hours in learning first aid, and 64 per cent fear the responsibility of having first aid skills. So in September 2011 we launched Everyday First Aid, a free online resource providing the simplest way possible to learn basic life-saving skills. Featuring videos, animation and reallife scenarios, the resource has been viewed by 199,000 people since its launch and supplements our range of face-to-face training courses. Ninety per cent of people who have taken one of our first aid courses felt more confident in using first aidThank goodness I had completed the first aid course, as the knowledge was still fresh in my mind. I just stopped panicking and started to slap her back. In less than a minute she was okay again Sayma put her training from our first aid course for m inority ethnic groups in Edinburgh into practice when her threeyear-old daughter began to choke as a result; and 76 per cent were more willing to use those skills in an emergency. We followed this up with the launch of our first mobile app, so that Android, BlackBerry and iPhone users have access to the same life-saving information on the move. The app was downloaded 127,300 times in 2011 and 185,000 by March 2012.Over the summer, we continued our Life. Live It. campaign, aimed at equipping 11 to 16-year-olds with first aid skills. Through a cinema trailer shown before the final Harry Potter film, we showed 2. 6 million people how to save an unconscious person’s life by pushing them on their side and tilting their head back so their airway is clear. We also took the same message to youth festivals around the country, with a series of ‘silent disco’ events, reaching around 5,000 young people. redcross. org. uk/firstaid redcross. org. uk/everydayfirstaid redcross. org. uk/app 6. 4 million people learned about first aid from us through public or media campaignsI realised I’d basically have to save someone’s life, which was a bit of a shock early on a Wednesday morning While on her way to a GCSE English exam, Hannah Niesser used her first aid training to give chest compressions to a collapsed man 11 10 British Red Cross Trustees’ report and accounts 2011 Plans for 2012 In 2012 we have committed that: 1. We will ensure we are fully prepared to meet the potential emergency response challenges presented by a year of major activity in the UK, including the Olympics, Paralympics and Queen’s Diamond Jubilee. 2. We will grow investment in international disaster response and increase the reach and impact of resilience programming with International Red Cross and Red Crescent Movement partners, particularly in Africa and South Asia. 3.We will teach first aid to 354,000 young people and adults, so they are more able, confident and willing to help someone in a crisis. 4. We will further strengthen the quality of our services for refugees and asylum seekers by achieving OISC accreditation for the majority of our services and seek institutional funding to meet some of the needs arising from the significant budget cuts of partners in the refugee sector. 5. We will continue to develop our health and social care services so we are on course to reach 40 per cent more beneficiaries by the end of 2014 with a choice of services that increase their ability to live independently for longer. 6.We will further strengthen our ability to measure the outcomes and impact of our work in the UK and internationally. Everything happened so quickly – it was really scary – so it was really good to have those friendly faces around Volunteers were on hand to provide mother-of-two Holly Gunning with emotional support and practical advice after her home was struck by lightning 12 British Red Cross Trustees’ rep ort and accounts 2011 13 Review of finances The organisation continued to grow, with total expenditure in 2011 increasing 16 per cent from ? 199. 2 million to ? 230. 9 million. This was supported by a 4 per cent increase in our total income to ? 213. 8 million. from regular giving increasing 21 per cent to ? 41. 9 million.Charitable expenditure Our charitable expenditure increased by 20 per cent to ? 159. 2 million in 2011 with the increase mostly in our emergency response activities. Continued support for the Haitian earthquake programmes, along with cash transfers made to support the Japanese earthquake response, resulted in our international emergency response expenditure increasing 74 per cent to ? 45. 4 million. We also invested further in our UK emergency response activities, increasing expenditure by 18 per cent to ? 24. 5 million. Expenditure on resilience programmes has increased 7 per cent to ? 39 million with the principal increase being in our work with National Societie s in other parts of the world.Our health and social care work is primarily UK-based and our expenditure on this activity decreased slightly to ? 41. 3 million. Expenditure on medical equipment services decreased by ? 3. 5 million to ? 12. 7 million due to the loss of a major contract for the provision of community equipment. This was offset by a ? 3. 4 million increase in our care and support programmes. Fundraising Voluntary income, which includes income from emergency appeals, fundraising, regular giving, cash donations and legacies, increased 10 per cent from ? 119. 9 million to ? 131. 5 million. Our individual supporters donated more than ever before, throughout challenging economic times, with incomeCharitable income Around 25 per cent of total income comes directly from charitable activities including first aid training fees, health and social care contracts and grants to support our international work. Our charitable income decreased 8 per cent to ? 52. 9 million, due to the loss of a major community equipment contract as well as a drop in grants to support our international work. Reserves Our reserves policy is set to ensure that there is no disruption of British Red Cross services in the event of an unforeseen reduction in income or increase in expenditure. The policy sets our minimum free reserves level at ? 15 million. As at 31 December, our free available reserves amounted to ? 41. 4 million (2010: ? 54. 7 million).We have changed many of our investments from equity to bonds to reduce the effects of market volatility on us. Together with tighter financial forecasting and reporting, this will enable us to plan for a lower level of reserves, allowing us to spend more helping people in need. This is consistent with our strategy, Saving Lives, Changing Lives, which outlines plans to draw down on our free available reserves by 2015. We plan to draw down ? 14. 8 million of reserves in 2012 and a further ? 6. 2 million in 2013. Pensions The British Red Cr oss operates two defined benefit pension schemes, which are both closed to new members. The net pension surplus reported in our accounts is ? 0. 7 million as at 31 December 2011 (2010 surplus: ? 1. million) and We prepare vulnerable groups, including women and children, for cyclones in Char Padma, Bangladesh the actuarial loss during the year was ? 1. 6 million (2010: ? 2 million gain). However, our latest actuarial valuations for funding purposes showed a net deficit of ? 4. 4 million. We also have contingent liabilities in relation to the membership of the Pension Trust’s Growth Plan. The British Red Cross has sole liability for ? 6. 5 million and joint liability with the Order of St John for estimated ? 3 million pension liabilities of the Joint Committee of the Order of St John of Jerusalem and British Red Cross Society. Investments As at 31 December 2011, we held fixed asset investments of ? 49. 1 million (2010: ? 58 million).Our investments reported net losses of ? 0. 6 million in 2011. An investment sub-committee of the finance and audit committee regularly reviews our investment portfolio and performs an annual review of our investment policy. Our investment objective is to seek yield subject to a requirement of capital preservation. The investment sub-committee has reviewed, and is satisfied with, the overall performance of the investment portfolio against its benchmarks. The British Red Cross will not directly invest in shares in, or commercial paper issued by, companies with a significant interest in the trading of arms or in the manufacture of tobacco products.However, it is recognised that the ethical investment policy cannot be applied when investing in pooled money market or investment funds. 14 British Red Cross Trustees’ report and accounts 2011 15 Structure and governance Legal status The British Red Cross was founded in 1870 and incorporated by Royal Charter in 1908. A Supplemental Royal Charter took effect on 1 January 1998 an d this was revised by HM the Queen in Council on 17 July 2003. The governing instruments under which the British Red Cross operates comprise this revised charter, the standing orders and other policies agreed from time to time by its governing body, the board of trustees.The legal objects of the British Red Cross, as laid out in its revised Royal Charter, are to provide assistance to victims of armed conflicts and to work for the improvement of health, the prevention of disease and the prevention and alleviation of human suffering in the UK and throughout the world. Organisation The board of trustees comprises nine elected members and up to eight members co-opted by the board itself. Newly elected and appointed trustees join the board at the start of the calendar year in most instances. Their terms of office last for three years, and they can serve two consecutive threeyear terms, after which they must stand down from the board for at least one year. A nominations group oversees rec ruitment of co-opted trustees. The recruitment of elected trustees is conducted via a national electoral college of eight volunteer council chairs. The board of trustees ratifies the result.The finance and audit committee oversees the organisation’s financial transactions. This committee has been given specific responsibilities and makes relevant recommendations to the board. While the approval of policy is a matter for the board, that body works closely with the chief executive and his colleagues on the senior management team, which is charged with the implementation of policy. A wholly-owned trading subsidiary, Britcross Limited, supports the fundraising activities of the British Red Cross. The assets, liabilities and trading results of this company, which is incorporated in the UK, are consolidated into the financial statements.The British Red Cross has eight Overseas Branches in British Overseas Territories and these have also been included in the financial statements. Th e British Red Cross is a member of the International Red Cross and Red Crescent Movement, with volunteers and staff contributing to a number of initiatives in both the International Federation of Red Cross and Red Crescent Societies (Federation) and the International Committee of the Red Cross (ICRC). Volunteers carry out a wide range of activities, including responding to emergencies, first aid, delivering health and social care and humanitarian education programmes, supporting refugees and asylum seekers, and fundraising.Without them, we could not carry out this life-saving and lifechanging work. The British Red Cross has more than 320 charity shops across the UK documented management systems, processes and procedures. The system of internal control and risk management is designed to: > The finance and audit committee reviews risk and internal controls and receives regular reports from senior management. > The committee approves the annual risk-based internal audit plan, which cov ers major risks as identified by management and trustees. It receives internal audit reports, regular progress reports and risk updates. Internal audit reports identify areas for improvement in the internal control, risk and governance environment. gt; Senior management reviews key strategic and operational risks on a regular basis. They consider progress on mitigating actions, new and emerging risks, and opportunities. > Management identifies, evaluates and manages risks within their areas from planning to delivery of service. Progress is reported quarterly via Risk management Achievement of the charity’s aims and objectives entails taking risks. The system of internal control is designed to manage risk to a reasonable degree rather than to eliminate all risk of failure relating to achieving aims and objectives. The trustees are responsible for ensuring the charity has effective risk management and internal control systems in place.The board reviews significant risks and ens ures reasonable measures have been taken to manage risks. Senior management has responsibility for managing resources, monitoring performance, and establishing and maintaining effective internal control systems. This is supported by clearly > identify and prioritise the strategic and operational risks to the achievement of the charity’s aims and objectives; > evaluate the likelihood of those risks being realised and their potential impact; and > manage these risks efficiently, effectively and economically. The trustees are satisfied that appropriate internal control systems and risk management processes are in place.They consider that the following framework provides the charity with adequate measures to reduce the impact of identified risks: 16 British Red Cross Trustees’ report and accounts 2011 17 Independent auditors’ report to the trustees of British Red Cross divisional and departmental updates. This is analysed and reported to senior management on a regul ar basis. > Board sub-committees and management groups help identify, evaluate and manage risks relating to fundraising, investments, business continuity, health and safety, remuneration, major infrastructure and IT projects, and operational needs including health and social care, emergency response and the Olympics.Work in this area is continuing with an improvement plan to further enhance the effectiveness of risk management activities and ensure consistency in its application across the charity. The most significant risks to the charity include the impact of government policy including the spending review, fundraising, reputation, security and safety of staff and volunteers, safety of beneficiaries, workforce capacity and capability, management information, IT infrastructure and the challenges of operating major relief programmes. > prepared the accounts on a going concern basis. Financial statements are published on the organisation’s website (redcross. org. k) in accorda nce with legislation in the United Kingdom governing the preparation and dissemination of financial statements, which may vary from legislation in other jurisdictions. The trustees’ responsibilities also extend to the ongoing integrity of the financial statements contained therein. Trustees participated in a range of development activities during the year. From visits to British Red Cross areas, services and events, to external conferences, the British Red Cross ensures its board members are kept abreast of developments in the sector, as well as given the opportunity to broaden their skills and experiences to assist them in discharging their duties effectively.Trustees’ responsibilities The trustees prepare consolidated financial statements for each financial year. These give a true and fair view of the state of the British Red Cross and of the annual results. In preparing the financial statements, the trustees have: > selected suitable accounting policies and applied them consistently; > made judgements and estimates that are reasonable and prudent; > followed applicable accounting standards without any material departures; Public benefit The board of trustees has given regard to the legislative and regulatory requirements for disclosing how its charitable objectives (as set out in our Royal Charter) have provided benefit to the public.The board of trustees has complied with the duty set out in Section 4 of the Charities Act 2011, and that set out by the Office of the Scottish Charity Regulator in the Charities and Trustee Investment (Scotland) Act 2005. This report outlines how our achievements during 2011 have benefited the public, either directly or indirectly. On behalf of the trustees We have audited the financial statements of the British Red Cross Society for the year ended 31 December 2011 which comprise the Consolidated Statement of Financial Activities, the Consolidated Balance Sheets, the Consolidated Cash Flow Statement and the relat ed notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).This report is made solely to the charity’s trustees, as a body, in accordance with the Charities Act 2011 and the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed. Those standards require us to comply with the Auditing Practices Board’s (APB’s) Ethical Standards for Auditors.Scope of the audit of the financial statements A description of the scope of an audit of financial statements is provided on the APB’s website at www. frc. org. uk/apb/ scope/private. cfm. Opinion on financial statements In our opinion the financial statements: > give a true and fair view of the state of the group’s and the parent charity’s affairs as at 31 December 2011 and of the group’s incoming resources and application of resources for the year then ended; > have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and > have been prepared in accordance with the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).Matters on which we are required to report by exception We have nothing to report in respect of the following matters where the Charities Act 2011 and the Charities Accounts (Scotland) Regulations 2006 (as amended) requires us to report to you if, in our opinion: > the information given in the Trustees’ Annual Report is inconsistent in any material respect with the financial statements; or James M. T. Cochrane Chairman of the board of trustees 28 March 2012 Respective responsibilities of trustees and auditor As explained more fully in the Trustees’ Responsibilities Statement (set out on page 18), the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view.We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under section 144 of the Charities Act 2011 and report in accordance with regulations made under those Acts. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). 18 British Red Cross Trustees’ report and accounts 2011 19 > proper and sufficien t accounting records have not been kept; or > the parent charitable company’s financial statements are not in agreement with the accounting records or returns; or > we have not received all the information and explanations we require for our audit.BDO LLP Statutory Auditor Epsom United Kingdom Date: 28 March 2012 BDO LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006. BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127). Guei, 24, was one of thousands of refugees from conflict in the Ivory Coast who the Red Cross helped with water and other essentials when they reached Liberia 20 British Red Cross Trustees’ report and accounts 2011 21 Accounts for the year ended 31 December 2011 Summary of income and expenditure for the year ended 31 December 2011 Consolidated statement of financial activities for the year ended 31 December 2011 2011 Total ? m 2010 Total ? m Unrestricted Notes ? Incoming resources Incoming resources from generated funds Voluntary income Trading activities Investment income Total incoming resources from generated funds Incoming resources from charitable activities Emergency response and recovery Resilience Health and social care Supporting the Movement Total incoming resources from charitable activities Other incoming resources Miscellaneous income Net gains on disposal of tangible fixed assets Total incoming resources Resources expended Costs of generating funds Voluntary income Trading activities Total resources expended on generating funds Restricted ? m 2 Income ? 213. 8m ca re in co m e E an me d rg re en co c ve y r ? 1 ry es 5. po 5m ns e R es ili en ce ac tiv iti es so ci al 94. 4 26. 5 0. 3 121. 2 37. 1 37. 1 131. 5 26. 5 0. 3 158. 3 119. 9 24. 8 0. 6 145. 3 S M up ov po ? em rt . 9 en ing m t th O e in th ve er st an m d en t Tr ad in g H ea lth 3 3. 3 14. 7 21. 0 0. 4 39. 4 3. 7 0. 8 0. 6 8. 4 13. 5 7. 0 15. 5 21. 6 8. 8 52. 9 9 . 3 15. 3 25. 1 7. 9 57. 6 .5 m Vo lu nt ar y 5m 6m an d 1. ?2 ? 8 . 8 31 ?1 ?2 ?7 m 6. m 0. 6 2. 0 163. 2 50. 6 0. 6 2. 0 213. 8 1. 1 1. 7 205. 7 44. 6 23. 6 68. 2 28. 2 31. 6 39. 7 2. 0 101. 5 2. 6 4 172. 3 (9. 1) (9. 1) 9 14 (0. 3) (0. 9) (1. 6) (11. 9) 7 7 110. 4 98. 5 0. 9 0. 9 41. 7 7. 4 1. 6 7. 0 57. 7 58. 6 (8. 0) (8. 0) 0. 3 (7. 7) 45. 4 37. 7 45. 5 23. 6 69. 1 69. 9 39. 0 41. 3 9. 0 159. 2 2. 6 230. 9 (17. 1) (17. 1) (0. 3) (0. 6) (1. 6) (19. 6) 155. 8 136. 2 40. 3 23. 5 63. 8 46. 36. 3 41. 4 8. 3 132. 8 2. 6 199. 2 6. 5 6. 5 (0. 2) 1. 7 2. 0 10. 0 145. 8 155. 8 Expenditure ? 230. 9m Su ca pp re ? 2 or . 6 tin m g th G e ov M er ov na em nc en e co t st s E an me d rg re en co c ve y r ry es po ns e C in os co t o m fv e o lu nt ar y ac tiv iti es so ci al Costs of charitable activities Emergency response and recovery Resilience Health and social care Supporting the Movement Total resources expended on charitable activities Governance costs Total resources expended Net (ou tgoing) / incoming resources before transfers Transfers between funds Net (outgoing) / incoming resources before recognised gains and losses Losses on urrent asset investments (Losses) / gains on fixed asset investments Actuarial (losses) / gains on defined benefit pension schemes Net movement in funds Total funds – 1 January Total funds – 31 December All the activities relate to continuing operations. R es ili en ce Tr ad in g 5m 6m 9m 9m 3m H ea lth ? 4 1. ?9 an d ?4 ?2 ?6 ?3 m 5. 3. 9. 7 22 British Red Cross Trustees’ report and accounts 2011 23 Consolidated balance sheet as at 31 December 2011 2011 ? m 64. 4 49. 1 113. 5 Current assets Stocks Debtors Investments Cash at bank and in hand 4. 2 30. 9 6. 6 4. 0 45. 7 Current liabilities Creditors: amounts falling due within one year Net current assets Total assets less current liabilities Creditors: amounts falling due in more than one year Provision for liabilities and charges Net assets before pension scheme s urplus Defined benefit pension scheme surplus Net assets 14 7 (20. ) 25. 7 139. 2 (0. 3) (3. 4) 135. 5 0. 7 136. 2 2010 ? m 63. 8 58. 0 121. 8 Consolidated cash flow statement for the year ended 31 December 2011 Notes Net cash (outflow) / inflow from operating activities (see below) Capital expenditure and financial investment 16 2011 ? m (13. 7) 3. 0 (10. 7) Decrease in current asset investments Decrease in cash 17 4. 3 (6. 4) 2010 ? m 8. 4 (19. 4) (11. 0) 9. 7 (1. 3) Notes Fixed assets Tangible fixed assets Investments 8 9 10 9 3. 3 29. 0 11. 2 10. 4 53. 9 Reconciliation of net incoming resources to net cash outflow from operating activities Net (outgoing) / incoming resources Depreciation charge Net gains n disposal of tangible fixed assets Increase in stocks Increase in debtors Increase in creditors Increase / (decrease) in provisions for liabilities and charges Net charges for defined benefit pension scheme Net cash (outflow) / inflow from operating activities Reconciliation of net funds to movement in short-term funds less borrowing Decrease in cash Decrease in current asset investments (6. 4) (4. 3) (10. 7) Losses on current asset investments (0. 3) (11. 0) Net short-term funds less borrowing at 1 January Net short-term funds less borrowing at 31 December 17 21. 3 10. 3 (1. 3) (9. 7) (11. 0) (0. 2) (11. 2) 32. 5 21. 3 (17. 1) 6. 7 (2. 0) (0. 9) (1. 9) 2. 6 0. 1 (1. 2) (13. 7) 6. 5 6. 5 (1. 7) (0. 4) (1. 5) 2. 0 (2. 2) (0. 8) 8. 4 11 (17. 4) 36. 5 158. 3 (0. 3) (3. 3) 154. 7 1. 1 155. 8 12 Funds: Restricted funds Unrestricted funds tangible fixed assets Defined benefit pension scheme fund Free available reserves Unrestricted funds Total funds 7 7 37. 7 56. 0. 7 41. 4 98. 5 136. 2 45. 4 54. 6 1. 1 54. 7 110. 4 155. 8 The accompanying notes form an integral part of these consolidated financial statements. The British Red Cross has not prepared a separate balance sheet for the charity as this is not considered to be materially different to the consolidated balance sheet. For and on behalf of the British Red Cross, James Cochrane Chairman, board of trustees 28 March 2012 David Howell Chairman, finance and audit committee 28 March 2012 24 British Red Cross Trustees’ report and accounts 2011 25 Notes to the consolidated financial statements for the year ended 31 December 2011 1. Accounting policies a) Scope and basis of the financial statements The consolidated financial statements have been prepared under the historical cost convention, as modified by the revaluation of investments at market value, and are in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (Revised 2005) (‘the SORP’), applicable accounting standards in the United Kingdom and the reporting requirements of the Charities Act 2011. The results and balance sheet of the British Red Cross’ subsidiary, Britcross Limited, have been consolidated on a line by line basis. Britcross Limited makes up accounts to 31 D ecember. Separate statements of financial activities and balance sheet have not been presented for the charity alone as these are not considered to be materially different from the consolidated statement of financial activities and consolidated balance sheet.The financial statements incorporate the results of all material activities overseas where the British Red Cross has operational responsibility. The results and net assets of Red Cross operations in eight British Overseas Branches have been included in the financial statements. (b) Fund accounting General unrestricted funds are available for use at the discretion of the trustees in furtherance of the general charitable objectives. A pension reserve is included within unrestricted funds to reflect the pension surplus. Restricted funds are donated for either a particular area or purpose, the use of which is restricted to that area or purpose. Such donations are principally for international purposes. c) Incoming resources All inco me is accounted for when the British Red Cross has entitlement to the funds, the amount can be quantified and there is certainty of receipt. Where income is received in advance of providing goods and/or services, it is deferred until the British Red Cross becomes entitled to that income. Unless there is evidence of uncertainty of receipt, residuary legacies are recognised from the date of probate where a reliable estimate of income can be made. Income from will or reversionary trusts is not recognised until the life interest has passed away. Income from pecuniary legacies is recognised upon notification. Disasters Emergency Committee (DEC) appeal income is recognised to the extent that resources have been committed on programmes funded through the DEC appeals.Gifts donated for resale are included as income when they are sold. Donated assets and services are included at the value to the British Red Cross where this can be reliably quantified. Donated services from our volunteers are not included within the financial statements. (d) Resources expended and basis of allocation of cost All expenditure is accounted for on an accruals basis. Direct costs are those specifically related to producing the output of an activity, for example the costs incurred in direct contact with beneficiaries. Support costs are those which provide indirect support to front-line output provision – examples are central finance, human resources and management information services.Support costs not attributable to a single activity have been allocated on a basis consistent with identified cost drivers for that cost category such as staff head count, floor space and expenditure. Governance costs relate to the direct running of the charity, allowing the charity to operate and generate the information required for public accountability. They include the costs of subscriptions related to membership of the International Red Cross and Red Crescent Movement, as well as the costs of trustee meetings and internal and external audits. (e) Tangible fixed assets and depreciation All tangible fixed assets costing more than ? 1,000 are capitalised and included at cost, including any incidental expenses of acquisition and irrecoverable VAT.Depreciation is provided on a straight-line basis over their useful economic lives as follows: Freehold properties Leasehold properties > Shop premises > Other premises Freehold premises improvements Leasehold premises improvements Ambulances Other vehicles Equipment and furniture Computer equipment and software Freehold land Assets in course of construction 50 years the shorter of the term of the lease and five years the shorter of the term of the lease and 50 years ten years the shorter of the term of the lease and ten years seven years five years five years between one and three years nil nil (f) Pensions The defined benefit pension scheme current service costs, together with the scheme interest cost less the expected return on the sche me assets for the year, are charged to the relevant expenditure heading within the consolidated statement of financial activities in line with the salary costs of the related employees. The defined benefit scheme assets are measured at fair value at the balance sheet date.Scheme liabilities are measured on an actuarial basis at the balance sheet date using the projected unit method and discounted at a rate equivalent to the current rate of return on a high-quality corporate bond of equivalent term to the scheme liabilities. The change in value of assets and liabilities arising from asset valuation, changes in benefits, actuarial assumptions, or change in the level of deficit attributable to members is recognised in the consolidated statement of financial activities within actuarial gains/losses on defined benefit pension schemes. The resulting defined benefit asset or liability is presented separately on the face of the balance sheet.The British Red Cross recognises assets for its d efined benefit pension schemes to the extent that they are considered recoverable with reference to expected future current service costs for active scheme members. Pension costs in respect of defined contribution schemes are charged to the consolidated statement of financial activities for the period in which they are payable. (g) Investments Investments are stated at market value at the balance sheet date and the consolidated statement of financial activities shows net investment gains and losses arising from revaluation of the investment portfolio and disposals during the year. (h) Stocks Stocks are stated at the lower of cost and net realisable value. Provision is made for obsolete, slow-moving or defective stock where appropriate.Items donated for resale and distribution are not included in the financial statements until they are sold or distributed. Emergency stocks held for disaster response are transferred from stock to resources expended when issued from the warehouse. (i) Value added tax Irrecoverable value added tax is allocated to the category of expenditure to which it relates. (j) Provisions Provisions are recognised when the British Red Cross has a legal or constructive financial obligation, that can be reliably estimated and for which there is an expectation that payment will be made. (k) Operating leases Rentals under operating leases are charged on a straightline basis over the lease terms, even if the payments are not made on such a basis.Benefits received and receivable as an incentive to sign an operating lease are, similarly, spread on a straight-line basis over the lease term, except where the period to the review date on which the rent is first expected to be adjusted to the prevailing market rate is shorter than the full lease term, in which case the shorter period is used. (l) Foreign currencies The British Red Cross uses forward exchange contracts to hedge some of its known foreign exchange exposure. Transactions in foreign currencie s are recorded at the rate of exchange prevailing at the date of the transaction, except where a forward contract is in place, in which case the rate specified in the contract is used.Monetary assets and liabilities are translated into sterling at the exchange rate ruling on the balance sheet date, except where a forward contract is in place, in which case the relevant asset/liability is translated at the rate contained in the contract. Foreign exchange gains are recognised as other income and foreign exchange losses are recognised in the consolidated statement of financial activities within the relevant charitable activity expenditure for the period in which they are incurred. 26 British Red Cross Trustees’ report and accounts 2011 27 Notes to the consolidated financial statements for the year ended 31 December 2011 2. Voluntary income Unrestricted ? Regular giving Public donations, appeals and fundraising Service donations Gift aid Legacies Disasters Emergency Committee app eals Grants Total 41. 9 19. 0 2. 4 12. 3 18. 8 94. 4 Restricted ? m 26. 0 0. 1 1. 8 0. 9 8. 3 37. 1 2011 Unrestricted Total ? m 41. 9 45. 0 2. 5 14. 1 19. 7 8. 3 131. 5 34. 6 17. 6 2. 4 10. 5 21. 5 86. 6 Restricted ? m 20. 7 0. 1 1. 8 0. 6 8. 4 1. 7 33. 3 2010 Total 34. 6 38. 3 2. 5 12. 3 22. 1 8. 4 1. 7 119. 9 Costs of generating funds Voluntary income Trading activities 44. 3 22. 9 67. 2 Charitable activities Emergency response and recovery UK International 23. 1 44. 6 67. 7 Resilience UK International 25. 8 10. 8 36. 6 2011 Total ? m 3. 9 3. 1 7. 0 14. 9 0. 6 15. 5 6. 9 14. 7 21. 6 8. 8 52. 9 2010 Total ? m 3. 0 6. 3 9. 3 Governance costs 0. 2 0. 0. 8 Health and social care Medical equipment services Care and support programmes 0. 3 3. 5 3. 8 Supporting the Movement Total 7. 2 15. 7 14. 7 14. 7 6. 6 11. 2 17. 8 1. 6 37. 2 0. 6 0. 5 1. 1 0. 3 3. 3 3. 6 6. 2 17. 2 14. 0 0. 2 14. 2 10. 7 10. 8 21. 5 1. 7 40. 4 14. 6 0. 7 15. 3 11. 0 14. 1 25. 1 7. 9 57. 6 Total 220. 6 10. 3 230. 9 1 99. 2 Subscriptions to Federation Staff Fees to auditors for audit of financial statements Fees to auditors for other services Other 1. 9 0. 3 0. 1 0. 2 2. 5 0. 1 0. 1 1. 9 0. 3 0. 1 0. 3 2. 6 1. 6 0. 6 0. 1 0. 3 2. 6 Health and social care Medical equipment services Care and support programmes 11. 8 25. 9 37. Supporting the Movement 8. 9 150. 9 0. 9 2. 7 3. 6 0. 1 8. 3 12. 7 28. 6 41. 3 9. 0 159. 2 16. 2 25. 2 41. 4 8. 3 132. 8 2. 1 0. 3 2. 4 27. 9 11. 1 39. 0 25. 2 11. 1 36. 3 1. 4 0. 8 2. 2 24. 5 45. 4 69. 9 20. 7 26. 1 46. 8 1. 2 0. 7 1. 9 45. 5 23. 6 69. 1 40. 3 23. 5 63. 8 4. Resources expended Direct costs ? m Support costs ? m 2011 Total ? m 2010 Total ? m Legacy income is not recognised until the British Red Cross has entitlement to the funds, the amount can be quantified and there is certainty of receipt. The estimated value of legacies, which have been notified but not recognised at 31 December 2011, was ? 7. 4 million (2010: ? 9. 2 million) of which ? . 4 million (2010: ? 6. 6 million) are assets bequeathed to the British Red Cross, but subject to life tenancy. Disasters Emergency Committee (DEC) appeal income is recognised to the extent that resources have been committed on programmes funded through the DEC appeals. Subject to our agreed allocation, the value of DEC appeal income not drawn down or accrued for at 31 December 2011 was ? 2. 6 million (2010: ? 5. 5million). 3. Incoming resources from charitable activities Grants ? m Emergency response and recovery UK International 0. 8 3. 1 3. 9 Resilience UK International Other ? m 3. 1 3. 1 Grants ? m 0. 2 6. 1 6. 3 Other ? m 2. 8 0. 2 3. 0 Supporting the Movement’ grant income is mainly from the Department for International Development (DFID). ?1. 2 million (2010: ? 1. 1 million) was received as part of our Partnership Programme Agreement (replacing the Strategic Framework Agreement), which provides core funding for our international work to strengthen further the effectiveness of the Intern ational Red Cross and Red Crescent Movement as a key pillar of the international humanitarian system. ?6. 0 million (2010: ? 5. 1 million) was received as part of our Institutional Strategy agreement with the International Federation of Red Cross and Red Crescent Societies (IFRC), which provides funding for their programmes and operations.The charity v has supported our youth volunteering, Future Jobs Fund and National Citizen Service activities. The income for 2011 is ? 187,000 (2010: ? 90,000). The basis of allocation of support costs is described in note 1(d) and further analysis is provided in note 5. Our total resources expended includes irrecoverable VAT of ? 2. 9m (2010: ? 2. 1m). Included under 2011 direct costs are grants to the International Federation of Red Cross and Red Crescent Societies (IFRC) and International Committee of the Red Cross (ICRC) of ? 20. 1 million (2010: ? 19. 5 million) and grants to other National Societies of ? 22. 2 million (2010: ? 6. 6 million). 28 British Red Cross Trustees’ report and accounts 2011 29Notes to the consolidated financial statements for the year ended 31 December 2011 5. Support costs by activity Cost of generating funds Emergency response Supporting and Health and the recovery Resilience social care Movement Governance 2011 Total 2010 Total 7. Funds Balance 1 January 2011 Net investment gain / Expenditure (losses) Actuarial losses on defined benefit pension Balance 31 December Transfers 2011 ?m ?m ?m ?m ?m ?m ?m 2. 6 3. 7 3. 6 0. 4 ?m 2. 4 3. 6 Total UK restricted funds Total unrestricted funds ?m Income ?m ?m ?m ?m ?m ?m Finance Human resources and central facilities Management information services Central management Total 0. 8 0. 6 0. 4 0. 1 1. 9 0. 9 0. 6 0. 6 0. 1 2. 0. 5 0. 9 0. 9 0. 1 2. 4 0. 4 1. 6 1. 5 0. 1 3. 6 0. 1 0. 1 0. 1 0. 1 110. 4 163. 2 (172. 3) (1. 2) (1. 6) – 98. 5 17. 1 9. 0 13. 3 22. 3 6. 0 45. 4 155. 8 3. 8 4. 9 14. 4 26. 9 46. 2 0. 6 50. 6 213. 8 (6. 8) (7. 2) (14. 2) (2 7. 4) (48. 8) (3. 0) (58. 6) (230. 9) 0. 1 0. 2 0. 2 0. 3 (0. 9) (1. 6) (0. 5) (0. 5) 0. 5 – 14. 2 6. 7 0. 2 12. 5 19. 4 4. 1 37. 7 136. 2 3. 4 0. 4 9. 8 Haiti earthquake Japan Other international restricted funds Total international restricted funds Disaster Fund Total restricted funds Total funds 10. 3 Support costs have been allocated on the basis of the accounting policy set out in note 1 (d). 6. Trading subsidiaryBritcross Limited, the British Red Cross’ wholly owned trading subsidiary incorporated in the United Kingdom, engages in the sale of cards and gifts as well as corporate sponsorship in aid of the British Red Cross. The turnover and expenditure included within trading activities are: 2011 ? m Turnover Expenditure Net income donated to British Red Cross The assets and liabilities of Britcross Limited consolidated within the balance sheet are: Current assets Current liabilities Net assets 1. 4 (0. 9) 0. 5 2011 ? m 0. 8 (0. 8) 2010 ? m 1. 4 (0. 9) 0. 5 2010 ? m 0. 7 (0. 7) – Restricted funds Expenditure plans have been agreed for all material restricted funds. Funds are held in appropriate asset categories in accordance with planned usage. UK restricted funds UK restricted funds include: > ? million of properties and other tangible fixed assets held for restricted purposes > a variety of local, national and European funding sources to deliver projects over the next 2-3 years > legacies with a geographical and/or service restriction. The balance of UK restricted funds is held for the provision of locally agreed services. International restricted funds Significant programmes of work are planned for the disbursement of international restricted fund balances as at 31 December 2011. Other international restricted funds include: > ? 2. 4 million of stock for international programmes > ? 1. 5 million represented by net assets of the Overseas Branches. Disaster Fund The Disaster Fund allows us to prepare for and respond to humanitarian d isasters abroad and in the UK.We fundraise specifically for the Disaster Fund and, as stated on emergency appeal materials, it can also contain funds donated to emergency appeals where we raise more than can be reasonably and efficiently spent on that specific response. 30 British Red Cross Trustees’ report and accounts 2011 31 Notes to the consolidated financial statements for the year ended 31 December 2011 8. Tangible fixed assets Freehold property ? m 45. 9 0. 1 2. 5 (0. 5) 48. 0 Vehicles, Assets in the Leasehold equipment course of property and furniture construction ? m ? m ? m 34. 2 0. 1 (0. 5) 33. 8 41. 2 0. 3 3. 5 (1. 1) 43. 9 0. 6 (0. 5) 2. 0 2. 1 Total ? m 121. 9 8. 0 (2. 1) 127. 8 9. InvestmentsFixed assets investments Market value – 1 January 2011 Additions at cost Disposals at market value Net investment losses in the year Market value – 31 December 2011 Cost – 31 December 2011 Total ? m 58. 0 3. 0 (11. 3) (0. 6) 49. 1 47. 1 Cost At 1 Januar y 2011 Completions Additions Disposals At 31 December 2011 Accumulated depreciation At 1 January 2011 Charge Disposals At 31 December 2011 Net book value At 31 December 2011 At 31 December 2010 13. 1 1. 8 (0. 2) 14. 7 11. 6 1. 1 (0. 2) 12. 5 33. 4 3. 8 (1. 0) 36. 2 – 58. 1 6. 7 (1. 4) 63. 4 The portfolio consists of the following: UK equities Overseas equities UK fixed income Market value 2011 ? m 7. 8 5. 9 35. 4 49. 1 Per cent of Market value 2011 2010 portfolio ? m 16% 12% 72% 86. 0 6. 3 43. 1 58. 0 Per cent of 2010 portfolio 15% 11% 74% 33. 3 32. 8 21. 3 22. 6 7. 7 7. 8 . 1 0. 6 64. 4 63. 8 The following investments represented more than 5 per cent of the value of the portfolio at 31 December 2011 Lazard Thematic Global Institutional Share Class Legal & General CAF UK Equitrack Black Rock Ultra Short Bond Fund Number of units 67,350 12,988,700 287,196 Market value ? m 5. 9 7. 5 35. 4 Per cent of portfolio 12% 15% 72% Current asset investments Royal Bank of Scotland Global Treasury Funds plc BlackRock – Institutional Sterling Liquidity Fund 2011 ? m 6. 2 6. 2 2010 ? m 4. 1 1. 0 5. 1 5. 4 0. 7 11. 2 Deposits Investment property in the UK Total 0. 4 6. 6 32 British Red Cross Trustees’ report and accounts 2011 33Notes to the consolidated financial statements for the year ended 31 December 2011 10. Debtors 2011 ? m Trade debtors Accrued income Other debtors Prepayments Tax recoverable Legacies receivable Total 4. 6 6. 9 1. 0 3. 5 4. 4 10. 5 30. 9 2010 ? m 6. 5 4. 7 0. 4 3. 3 4. 0 10. 1 29. 0 At 31 December 2011 Amounts expected to be incurred: – within one year – beyond one year 1. 1 1. 1 1. 3 1. 0 2. 3 2. 4 1. 0 3. 4 1. 1 2. 3 3. 4 At 1 January 2011 Payments during the year Increase in provision 12. Provisions for liabilities and charges Rehabilitation Leasehold commitments dilapidations ? m ? m 1. 2 (1. 2) 1. 1 2. 1 (1. 5) 1. 7 Total ? m 3. 3 (2. 7) 2. 8 All amounts shown under debtors fall due for payment within one year. 11 .Creditors: amounts falling due within one year 2011 ? m Trade creditors Accruals Other creditors Deferred income Taxes and social security costs Total 3. 3 12. 0 1. 2 1. 9 1. 6 20. 0 2010 ? m 2. 1 10. 9 1. 1 2. 0 1. 3 17. 4 The provision for rehabilitation commitments as at 31 December 2011 includes amounts committed in Haiti for livelihood grants. Leasehold dilapidations relate to properties where the British Red Cross has a legal responsibility as tenant for such costs. 13. Staff emoluments and trustee expenses Total staff emoluments (including casual staff) for the year were as follows: Salary costs National insurance costs Pensions costs 2011 ? m 68. 7 5. 1. 0 75. 6 2010 ? m 63. 0 5. 4 1. 2 69. 6 Movements in deferred income during the year were as follows: At 1 January Income recognised during the year Income deferred during the year At 31 December 2011 ? m 2. 0 (2. 0) 1. 9 1. 9 2010 ? m 2. 6 (2. 6) 2. 0 2. 0 The number of employees whose emoluments, as defined for taxation pu rposes (basic pay, vehicle and medical insurance benefits), amounted to over ? 60,000 in the year were as follows: ? 60,001 – ? 70,000 ? 70,001 – ? 80,000 ? 80,001 – ? 90,000 ? 90,001 – ? 100,000 ? 100,001 – ? 110,000 ? 110,001 – ? 120,000 ? 170,001 – ? 180,000 ? 180,001 – ? 190,000 2011 6 6 3 5 1 2 1 2010 8 6 5 2 1 1 1 –Five (2010: five) of the above employees have retirement benefits accruing to them under defined benefit pension schemes. The total cost of the contributions to these defined benefit schemes made by the British Red Cross for these employees was ? 106,000 (2010: ? 94,000). Thirteen (2010: fourteen) of the above employees are members of a defined contribution scheme. The total cost of the contributions to this scheme made by the British Red Cross for these employees was ? 81,000 (2010: ? 61,000). 34 British Red Cross Trustees’ report and accounts 2011 35 Notes to the consolidated financial statement s for the year ended 31 December 2011 13. Staff emoluments and trustee expenses (continued)The average number of full-time equivalent staff employed by the British Red Cross during the year was as follows: In the UK Fundraising Retail UK services First aid services International services Other Overseas International services Total employed by FTE Total employed by headcount The average number of volunteers working for the British Red Cross during the year was as follows: In the UK Fundraising Retail UK services First aid services International services Total Trustees’ expenses: Expenses incurred by trustees and reimbursed by the British Red Cross Expenses incurred by the British Red Cross on behalf of trustees Trustees’ indemnity insurance cover cost 2011 171 547 1,475 405 72 280 65 3,015 3,547 2010 147 544 1,417 379 66 249 54 2,856 3,364 14. PensionsNew British Red Cross staff are entitled to join either the Pensions Trust’s Unitised Ethical Plan or the Pension s Trust’s Flexible Retirement Plan. Staff had previously been entitled to join the British Red Cross Pension Fund (â€Å"UK Office scheme†), Scottish Branch British Red Cross Society Retirement Benefits Scheme (â€Å"Scottish scheme†) or the Pensions Trust’s Growth Plan. These three schemes are all closed to new entrants. UK Office and Scottish defined benefit pension schemes The assets of these pension schemes are held in separate trustee-administered funds. The schemes are subject to triennial valuations with the last full valuation being carried out as at 31 December 2010 for the UK Office scheme and 1 January 2009 for the Scottish scheme.These valuations were updated at 31 December 2010 and 2011 by independent actuaries on a Financial Reporting Standard 17 – Retirement Benefits (FRS 17) b