Suchergebnisse

This book aims to explain in clear, accessible language the approach taken by government to corporate offending resulting in a fatality in both the United Kingdom and the United States. The key provisions of the statutory offence of corporate manslaughter, introduced into the United Kingdom in 2008, are examined, and set in context through a consideration of their relationship with prosecution for fatalities at work via the Health and Safety at Work etc Act 1974. Further contextualization is made through comparison with the current position in the United States, highlighting both similarities and differences in approach to occupational fatalities. The range of potential penalties is discussed with particular focus on the sentencing guidelines that apply after February 2016. Concluded corporate homicide cases are reviewed in order to assess the current regime in terms of financial penalties and to shine light on the evolving approach of the prosecuting authorities and the courts to these offenses.

Purpose
The word "sustainability" is discussed in several ways since MDGs and SDGs have gained business attention. Sustainability is not just about something's durability; it also looks at how to advance development projects without endangering the development of others nearby, both now and in the future (Fink, 2000). It is a drive that weaves together the different facets, including the social, economic, and environmental. World Economic Forum's has emphasised the need for responsive and responsible leadership. It is in this context, the paper focuses on studying the transformational shift in the role and responsibility of leaders in demonstrating responsible leadership and discusses the 'Locust and Honeybee Leadership styles'.

Design/methodology/approach
Literature portrays that responsible leaders are recognized by their qualities, competency and skills. One such model is "Locust and Honeybee Leadership," where the two leadership styles are contrasted. The paper attempts to discuss the varied contexts of these leadership styles and attempts to draw a matrix on the commonalities of both set in an Indian context. A leader should always have openness of thought and integrity.

Findings
Value systems are important for a leader. The major challenge is developing globally responsible leaders and managers who can perform effectively under these conditions of enormous challenge, as they are chronically pushed beyond their capabilities into unexpected roles and unfamiliar domains. Situations compel leaders to make decisions, yet the styles determine the way the decisions are taken. The paper is unique as it discusses the commonalities and contrasting perspectives of the "Locust and Honeybee Leadership."

Research limitations/implications
The paper is limited to a small number of respondents and is set in Indian context.

Originality/value
To the best of the authors' knowledge, the paper is an original piece of work and expresses thoughts of the authors on establishing a sustainable leadership model.

While critics have claimed that the Responsibility to Protect (R2P) is a North-South polarizing issue and is therefore controversial, this is a deliberate misrepresentation on a rhetorical war led by a small minority of UN member states. This chapter in a first section briefly reviews the evolution of this emerging norm from its inception in the 2001 report by the International Commission on State Sovereignty and Intervention (ICISS), to its endorsement in 2005 by more than 150 heads of state in the 2005 World Summit Outcome Document, to its more recent configuration in a three-pillar structure. The next part seeks to identify the main criticisms that have been leveled at R2P. The third and concluding section critically assesses the implication of a normative strategy that has put a premium on unanimity and unqualified census. Adapted from the source document.

As debates rage about the responsibilities of business and government in global extractives industries, there remains a significant lack of empirical research and theoretical analysis focused on the dynamics of resource extraction, governance and corporate social responsibility. This collection takes a broad, 'governance ecosystem' view to exploring the complex and cross-cutting relationships between key actors involved in and affected by mining governance in Latin America. Case studies include the Kimberley process over conflict diamonds, the PERCAN Initiative in Peru, the Caraj̀s iron ore complex in the Brazilian Amazon, Apex and Empresa Huanuni in Bolivia, and the gold producers Newmont and Goldcorp.

AbstractThis discussion focuses on the content of the responsibility to protect the norm. It specifically addresses the historical roots and development of the norm by describing its fundamental differences from the doctrine of humanitarian intervention. The legal heart of the responsibility to protect concept and questions of when and how the norm is engaged are also examined. Finally, the discussion explores the role that the UN institutions can play in interpreting and applying the norm, as well as the mechanisms of cooperation in protection available to the international community.

Doing business in India 2009 is the first country specific subnational report of the doing business series that measures business regulations and their enforcement across India. Doing business in India 2009 covers 10 out of the 12 previously measured cities, and documents their progress. It adds 7 new locations, expanding the study to 17 locations. Comparisons with the rest of the world are based on the indicators in doing business 2009. The indicators in doing business in India 2009 are also comparable with the data in other subnational and regional doing business reports. The indicators are used to analyze economic outcomes and identify what reforms have worked, where, and why. Other areas that significantly affect business, such as a country's proximity to markets, the quality of infrastructure services (other than services related to the trading across borders indicator), the security of property from theft and looting, the transparency of government procurement, macroeconomic conditions, or the underlying strength of institutions, are not directly studied by doing business.

The purpose of the paper is to revisit the origin of the principle of responsibility to protect (R2P) focusing on few cases andreflecting on the troubled journey that it has made maneuvering its structural constraints posed by hegemonic powers and geopolitical manipulations, by employing historical methods in tracking its evolution. The inter-state aggression during the Cold War, largely gave way to war and violence within, after the end of it, rather than between, states. There were two opposing views at the United Nations (UN): those who supported right of humanitarian intervention and those who viewed such a doctrine as an infringement upon national sovereignty. In this regard, R2P remains a developing principle and, the absence of definitive state practice in this area means that states wanting to intervene to protect foreign populations from atrocities are left without clear legal justification for such action. In the absence of UN Security Council authorisation, use of force under the banner of R2P remains contentious. Lastly, the paper discusses the prospects the principle will have in future as constraints and manipulations are still present.