Accueil ALPAGE (diachronic analysis of the Paris urban area: a geomatic approach) is a research program coordinated by Hélène Noizet (LAMOP), which is supported by the ANR. Based on the association of 4 laboratories, and collaboration of many partners, it brings together some twenty researchers or academics in humanities, social sciences and communication studies. These historians, geomaticians and computer scientists are building a geographic information system (GIS) about the pre-industrial Parisian area. The concluding symposium, held on 7 and 8 june 2010, ended the first phase of this program (scheduled for release in January 2013). Beyond 2011, the work is going on thanks to masters degree students and to the support of CNRS, with the TGE ADONIS. Preparing for bigger, bolder shareholder activists Activist investors are getting ever more adventurous. Last year, according to our analysis, the US-listed companies that activists targeted had an average market capitalization of $10 billion—up from $8 billion just a year earlier and less than $2 billion at the end of the last decade. They’ve also been busier, launching an average of 240 campaigns in each of the past three years—more than double the number a decade ago. And even though activists are a relatively small group, with only $75 billion in combined assets under management compared with the $2.5 trillion hedge-fund industry overall, they’ve enjoyed a higher rate of asset growth than hedge funds and attracted new partnerships with traditional investors.
ICA: International Co-operative Alliance The Global300 Report was last published in 2011 and brings together information about the 300 largest co-operative organisations around the world, in order to demonstrate the movement’s scale, breadth and reach. In 2012 the ICA lauched the World Co-operative Monitor in collaboration with EURICSE. Find out more about the World Co-operative Monitor. That report states that the world's largest co-operative enterprises, have collective revenues of USD 1.6 trillion, which are comparable to the GDP of the world’s ninth largest economy - Spain. This report analyses co-operatives in seven distinct sectors - Agriculture/Forestry, Banking/Credit Unions, Consumer/Retail, Insurance, Workers/Industrial, Health, Utilities, and Other – and details how the global financial crisis affected each industry. While co-operatives were not immune to financial hardship, their flexibility in responding to the shifting markets and the trust of their members enabled these businesses to survive and thrive.
uk.businessinsider Sometimes all it takes is a little perspective to see how our actions are affecting the planet. And what better perspective than from space? Climate change due to human activity is causing visible shifts on our planet, and NASA is uniquely positioned to observe these effects. "If we continue on our current course, it's going to be hard to feed this planet because it's so hot," Ellen Stofan, NASA's chief scientist, told Business Insider. F1 Accountant in Business The syllabus for Paper F1/FAB, Accountant in Business, requires candidates to understand the meaning of corporate governance and the role of the board of directors in establishing and maintaining good standards of governance. Specifically, the Study Guide refers to the separation of ownership and control, the role of non-executive directors and two of the standing committees commonly established by public companies. This article provides an introduction to corporate governance and some of the basic concepts that underpin it, and explains the roles of the board, the different types of company director and standing committees.
How we are all contributing to the destruction of coral reefs: Sunscreen A marine protected area in Papua New Guinea. (ARC COE for Coral Reef Studies/Marine Photobank/Reuters) The sunscreen that snorkelers, beachgoers and children romping in the waves lather on for protection is killing coral and reefs around the globe.
ACCA Qualification The syllabus for Paper F1, Accountant in Business includes the theory of organisations and related topics. Candidates must be familiar with the different organisational structures that can be adopted, as well as related concepts such as departmentalisation, divisionalisation, centralisation and decentralisation, span of control, scalar chain and tall and flat organisations. In addition to these topics, candidates should also study some of the more contemporary organisational models. These include ‘boundaryless’ organisations and shared services organisations, both of which are examinable for the first time in 2014. This article provides an overview of some of these concepts. An organisation is a group of people with a common purpose.
takepart A city that loves politics nearly as much as it loves food, Paris is a place where a bistro dinner might feature both debate and an excellent steak frites. At the end of this year, however, what’s on the plate at one Parisian dinner will be central to the politicking and negotiation going on at the United Nation’s climate change summit. Some 25,000 delegates are meeting in Paris to hammer out the final details on a climate change treaty, and as Civil Eats reports, former White House chef Sam Kass is hoping to show them how food is tied up with greenhouse gas emissions—and how it can help reduce them. Kass will serve a sequel to the lunch he and chef Dan Barber prepared at the U.N. General Assembly in New York City in September to highlight the issue of food waste. As he oversaw the preparation of dishes made from vegetable scraps, pickle butts, and spent brewer’s grain, Kass asked, according to The New Yorker, “Has there ever been a lunch with more riding on it?”
Creating a cultural web Organisational culture was described by Handy as ‘the way we do things round here’. Most of us are very sensitive to organisational culture and tread warily when joining a new school, college or employer: we want to see ‘how they do things round there’. With regard to organisational culture, the work of three academics is mentioned: How to fit in/corporate culture Corporate culture – ‘the way we do things around here’ – gives each organisation its unique identity. We explain why both employers and employees must find the right ‘fit’ Company culture – the shared values, beliefs and behaviours of everyone involved in the business – tends to be shaped by the senior leaders' vision and behaviour, by the industry, the business environment and the national culture. All companies want to have a culture where their employees are engaged, committed and loyal, and one way of doing this is to provide an environment where people actually want to be at work. Take Google, for example. Its employees (they call themselves Googlers) get free food and haircuts, on-site gyms, ping-pong tables and rooms full of Lego to get their creative juices going.