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Allan Fels has never been one to shy away from a fight, especially when the big end of town is exploiting small businesses or consumers. During his twelve years as head of Australia's competition watchdog, he took on banks, airlines, supermarkets and big telcos to make sure Australians were getting a fair deal. Since leaving the Australian Competition and Consumer Commission in 2003, he's continued to champion the underdog. From fighting for the rights of those with a mental health disability, to overseeing the payment of millions of dollars in wages to illegally underpaid 7-Eleven workers, Fels has used his wily political skills and media savvy to get the job done. Along the way, he's also helped radically transform Victoria's taxi industry and investigated grossly overpaid corporate executives. In this fascinating account of his post-ACCC life, Fels opens up about how his family has coped with daughter Isabella's schizophrenia, what it was like to be controversially sacked by 7-Eleven and what he's learned over his fifty years of dedicated public service

Allan Fels has never been one to shy away from a fight, especially when the big end of town is exploiting small businesses or consumers. During his twelve years as head of Australia's competition watchdog, he took on banks, airlines, supermarkets and big telcos to make sure Australians were getting a fair deal. Since leaving the Australian Competition and Consumer Commission in 2003, he's continued to champion the underdog. From fighting for the rights of those with a mental health disability, to overseeing the payment of millions of dollars in wages to illegally underpaid 7-Eleven workers, Fels has used his wily political skills and media savvy to get the job done. Along the way, he's also helped radically transform Victoria's taxi industry and investigated grossly overpaid corporate executives. In this fascinating account of his post-ACCC life, Fels opens up about how his family has coped with daughter Isabella's schizophrenia, what it was like to be controversially sacked by 7-Eleven and what he's learned over his fifty years of dedicated public service.

This article discusses the interrelationship between the role of the Australian Competition and Consumer Commission (ACCC) in regulating business behaviour and the role of the ACCC in dealing with the political environment. To do this I use a strategy framework of analysis.

The gradual replacement of government sponsorship for arts & community groups with corporate philanthropy in present-day Australia is explored. Several factors responsible for this trend are identified; eg, Prime Minister John Howard has strongly encouraged corporations to sponsor arts & community programs & increased investor concern with a corporation's non-financial performance. Left & Right commentators' criticisms of increased corporate giving are then addressed; in addition, it is stated that corporate sponsorship programs are not necessarily proficient in determining the needs of arts & community programs. Consequently, two paradigms for enhancing corporate giving -- one based on Michael Porter's notion of strategic philanthropy, the other informed by workplace giving programs -- are scrutinized to determine the feasibility of these alternatives. It is concluded that both models offer viable approaches to improving corporate giving since they augment corporate transparency & render sponsors more accountable for their philanthropic contributions. J. W. Parker

The Australian Competition and Consumer Commission (ACCC) is the national regulator in the new competition regime. It acts as the public guardian against anti‐competitive or unfair business activities. The ACCC's task is to promote competition where it is limited; to preserve competition where it is effective; and to safeguard the position of consumers in their dealings with business. Its efforts are directed primarily at fostering business compliance with the national competition and consumer law, the Trade Practices Act 1974. The commission tries to persuade, coax or cajole businesses into pursuing their interests within the legally defined boundaries of fair competition. Where that proves insufficient, the commission becomes the enforcer. The ACCC can coerce businesses — through court orders and penalties — into rectifying their behaviour where they operate outside the boundaries of the law. It also has the capacity to hold businesses publicly accountable for the prices they set. Underlying these ACCC functions is an ulterior objective: to enhance the material welfare of Australians by promoting, wherever practical, a more competitive and efficient economy.