Community Supervision Programs - an Alternative to Incarceration - Free Essay Example

Sample details Pages: 4 Words: 1105 Downloads: 4 Date added: 2017/09/17 Category Management Essay Type Argumentative essay Did you like this example? Community Supervision Programs – An Alternative to Incarceration CJS 230 Erin Wingfield University of Phoenix October 11, 2009 In the mid-1800’s, a local Bostonian civic activist John Augustus, began to identify criminal defendants who, in his mind, was ripe for rehabilitation. He sought to help some defendants out of their lives of crime by helping them obtain jobs and address the social problems leading to their criminal acts. Thus, the early roots of probation were born. In its inception, probation was seen as an opportunity for a potential probationer to complete a series of tasks that would eventually lead to a constructive and crime free life in the community. Augustus, along with volunteers, would supervise the offenders within the community, helping them find jobs, housing and act as mentors to the offender in the hopes his crimes would not be repeated. This â€Å"case management† style of supervision and monitoring outside of confinement becam e the seed of modern probation – a system of supervision within the community that allows an offender an alternative to removal from the community. Although there are now several modes of structured community supervision in place, they all follow the original idea of allowing an offender the opportunity to be held accountable for his crimes while working towards the goal of being a constructive society member. Simply put, probation is a type of sentence where the offender is placed under supervision in the community as opposed to incarceration. While under the supervision of a probation officer, a probationer is required to comply with various requirements and restrictions. Such requirements are generally offense specific, but fall into three broad categories: standard conditions, such as reporting to the probation officer, avoiding negative contact with law enforcement and being employed; punitive conditions, such as paying fines and supervision fees, restitution and d rug tests; and treatment conditions, such as substance abuse treatment and anger management therapy. If a probationer successfully completes all requirements of their probation, the Judge will issue an order releasing the offender from probation, thus the offender has served their sentence, all while remaining in the community. Probation has become the one word used to describe a variety of community supervision programs. Both misdemeanants and felons can, at some point, be under some form of probation or parole (probation upon release from prison). Despite the reality of being a punitive â€Å"hard on crime† society, probation, in varying forms, is actually more common to incarceration. Although probation rates have slowed down since the 1980’s, there still remains an annual increase in community supervision rates of just over 3% annually. Even some felony offenders are placed on probation as opposed to imprisonment. Also, a court can issue a split sentence, whe re the offender serves a shorter period of time and is then placed on probation. Most misdemeanants, upon conviction, are placed on some form of probationary supervision. Whether because of the inhibitive costs of incarceration or an attempt to identify and respond to the causes of crime, probation is, in most cases, a preferred sentencing option. In 2007, nearly 7. 3 million persons in the United States were under some form of correctional supervision. As opposed to 2. 3 million in custody, as of December 31, 2007, nearly 5. 1 million people were under some form of probation or parole. Many of those under correctional supervision are white, women and have nonviolent or drug offenses. Some violent offenses are not eligible for probation, parole or any other community supervision program. The roles of probation officers differ among states and localities. In some states, probation officers supervise specialized case loads of offenders, such as parolees or drug offenders. Probation officers may also have a diverse caseload. In addition to monitoring behavior, probation officers may also complete presentence reports, drug tests probationers and conduct probation and parole revocations. Community supervision programs have many opponents, arguing that probation is â€Å"soft on crime† and not a deterrent to future crime. Considering the ongoing debates of whether incarceration is an effective deterrent, it is little surprise that â€Å"hard on crime† proponents (namely politicians and those industries profiting from prisons) would jump on any data indicating a high recidivism rate for probationers. According to BJS statistics, a high number of state prison inmates, 45%, were arrested and convicted while serving a period of supervision. This suggests that 45% of probationers are unable o successfully complete their probation. However, statistics are subjective and, when put under a microscope, may tell a different story. Nor do these numbers r eflect the ongoing issues with adequate probation programs, well-trained officers and funding for programs addressing the underlying problems leading to arrest. It is a general requirement of probation that probationers have no negative contact with police and have no contact with other probationers or parolees. For a poor person who is unemployed or underemployed (possible due to a criminal history), depending on family or friends for shelter or transportation and living in an area with few economic or educational programs, complying with the simplest of requirements can be nearly impossible. Probation and parole does not address the core issues leading to crime, namely poverty and a lack of economic and educational opportunities. Therefore, statistics do not reflect recidivism resulting from these core issues. Additionally, a large minority of probationers are drug offenders (27% in 2007) On the other side, proponents argue that probation programs are effective if probatione rs are properly supervised and programs are well-funded. Unfortunately, probation officers in many areas are encumbered with heavy case loads, often unable to adequately supervise probationers or ensure compliance with terms of probation. Often, by the time a probation officer is aware of noncompliance, the probationer has been rearrested and awaiting a revocation hearing – to determine if probation will be revoked for jail time. Effective probation programs, such as those in Arizona, have low, specialized caseloads, allowing officers to closely and effectively monitor probationers and, often, prevent subsequent offenses. In copying such programs, states should also attend to ensuring adequate substance abuse programs and opportunities for meaningful and gainful employment. Even with these and other social programs, probation and other community programs are still significantly less costly than long periods of incarceration – which does not prepare an inmate to reen ter the community in a positive way. Bibliography 1. Beck, Allen J. Ph. D. State and Federal Prisoners Returning To the Community: Findings from Bureau of Justice Statistics. (April 2000). https://www. ojp. usdoj. gov/bjs/. (Accessed October 9, 2009) 2. Cohen, Robyn L. Survey of State Prison Inmates 1991. Bureau of Justice. (August 1995). https://www. ojp. usdoj. gov/bjs/. (Accessed October 9, 2009) 3. Foster, Burke. Corrections: The Fundamentals. (2006). Prentice Hall. 4. Glaze, Lauren and Thomas Bonczar. Adults on Probation in the united States:1997-2007. (2008). Bureau of Justice. https://www. ojp. usdoj. gov/bjs/. (Accessed October 10,2009) Don’t waste time! Our writers will create an original "Community Supervision Programs an Alternative to Incarceration" essay for you Create order

Cancer Is A Disease That Affects A Child s Educational...

Cancer is a disease that affects the lives of millions of people worldwide everyday, including students in the education system. This disease is covered under IDEA, and falls under the category of Other Health Impairments, which is defined as a medical condition that results in limited strength, vitality, or alertness due to chronic or acute health problems that affect a child’s educational performance or ability. There are many examples of Other Health Impairments, such as Diabetes, Tourette syndrome, asthma and heart conditions, but childhood Cancer is a common disease that affect many children in the world (Special Education Guide, 2016). Cancer begins when normal cells change, and begin to grow abnormally and uncontrollably. These cells divide rapidly and destroy surrounding body tissue. In many cases, the cells join together, forming a solid mass called a tumor. Tumors can grow, invade nearby tissue, or break apart, allowing cancerous cells to travel to different parts of the body. Childhood cancer begins with the same process, but can behave differently than adult cancers, even if they begin in the same part of the body. Cancer in children can occur anywhere in the body, including the blood and lymph node system, the brain and other parts of the central nervous system, and the kidneys. The most common form of childhood cancer is Leukemia, which is the cancer of the bone marrow and blood (Cancer.net, 2014). Cancer is caused by changes in the genes that control theShow MoreRelatedAfrican American Parents With The Sickle Cell Trait1524 Words   |  7 Pagesparents with the Sickle Cell Trait have the greatest risk of passing Sickle Cell Anemia to their offspring. In this article, sickle cell anemia is defined as a hereditary disease that destroys red blood cells by causing them take on an elongated and rigid sickle shape. 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Ethical Dilemmas Facing Non-Profit Hospital Ceo Compensation Free Essays

string(104) " would review the compensation of CEO’s at more than twenty nonprofit hospitals throughout the state\." Ethical Dilemmas Facing Non-Profit Hospital CEO Compensation Ethical Dilemmas Facing Non-Profit Hospital CEO Compensation Executive Summary This essay deals with the unethical prevalence of excessive compensation packages granted to nonprofit hospital executives. Nonprofits are highly complex organizations and are vital to the community’s in which they serves. Therefore, it is essential for these organizations to appoint highly motivated individuals knowledgeable of the healthcare industry and capable of managing and leading a hospital during a national recession while health reform is changing the culture of the US healthcare system. We will write a custom essay sample on Ethical Dilemmas Facing Non-Profit Hospital Ceo Compensation or any similar topic only for you Order Now However, many nonprofit organization’s tax-exempt statuses should be rescinded for allocating leftover resources to hospital executives in the form of exorbitant salaries, benefits, and other incentives. It is these hefty salaries and benefits that are restricting hospitals from carrying out their priority mission as public charities. These CEO’s exorbitant compensation packages are further straining the hospital’s ability to provide a social benefit, suggestion that these tax-exempt organizations are acting unethically, in that financial gain is taking precedents over social responsibilities. Ethical Dilemmas Facing Non-Profit Hospital CEO Compensation Communities across the nation have seen the coarse effects of the delicate financial status of our country and the effects it has on healthcare organization within their community. In a time difficult for nonprofit healthcare organizations to operate at a profit, many organizations are left with no choice but to cut essential departments, programs, and employees, leaving many patients that have relied on these organizations, out in the cold. Recently, because of these financial issues, the ethical principles of nonprofits regarding CEO compensation have been under heavy scrutiny by both the public, and the Internal Revenue Service for excessive salaries and benefits. Nonprofit hospitals are organization that are exempt from paying income, sales, and property taxes, and receive charitable donations and massive government subsidies with the understanding that these subsidies are issued in order for these hospitals to fulfill their duty as a community service and benefit. Excessively high compensation for hospital executives is an unethical epidemic facing many organizations, particularly large and urban hospitals, that is restricting hospitals from carrying out its duties because of additional financial constraint. Salaries for nonprofit hospital executives should be capped as they limit and often restrict hospitals to better fulfill their charitable, social missions. Healthcare is beginning to mirror corporate businesses with many hospital CEO salaries competitively rivaling those of corporate executives. However, organizational goals and missions are nearly completely diametrical. Healthcare organizations are unlike other corporations in that corporations are in existence with the ultimate goal of financial gain. Nonprofit hospitals carry missions such as to provide high-quality, cost-effective healthcare services to all patients regardless of ability to pay,  to offer training, to conduct clinical research, to serve the community as a public health advocate, and to provide support and services which respond to the area’s health care needs through health education, health promotion, and access to care. Hospitals have the ethical responsibility to pursue a social mission, including providing uncompensated care and community outreach, but when their executives boast salaries with staggering seven figure salaries, the charitable work of the organization becomes obnubilated by an unmistakable pursuit of financial gain. The IRS reported that the average hospital CEO received $490,000 in total compensation in 2006, and top executives at twenty of the larger hospitals in the nation raked in an average of $1. 4 million a year, whereas uncompensated and free care expenditures as a percentage of hospital revenues averaged about 7 percent (Terry, K. 009). There is a large margin in executive compensation that is dependent on features such as geographical location and size. According to the â€Å"Charity Navigator,† in 2008, the median CEO salary in the Northeast was $351,000 for large hospitals, and $120,000 for small hospitals. In the Mountain West region of the US, the median salarie s for a large hospital was $194,374, and only $80,790 for small hospitals (Charity Navigator 2010) Seven figure salaries are not a normal occurrence among hospital and health system executives. However, according to the Chronicle of Philanthropy, which does an annual national survey of nonprofit salaries, found that the five top-paid nonprofit chief executives in 2003 all worked for hospitals. On top of these exaggerated salaries are the attractive benefits such as bonuses, deferred income, retirement plans, country club memberships, and countless other perks that are attracting the wrong kind of leaders to these organizations. Hospitals must provide their social responsibility to the community before spending outrageous salaries for chief executives. It is an unethical practice to pay executive teams more than the total spending on the necessitous care of the community. For example, the survey identified 17 hospitals in California where the total compensation to CEO’s alone exceeded the total cost of charity care of their respective organizations. These excessive salaries could have easily paid hospital bills for uninsured individuals, or could have been used to fund educational programs for the community, provide free immunizations to the public, and or many other beneficial alternatives that could have had a big impact on the community’s health (Mahar, M. 011). It is unjustified for executives to be compensated in amounts greater than $1 million. By capping executive salary at this figure, funds can be reprioritized into community programs such as parenting support programs, screening programs, women, children and infant development clinics, which can be implemented to provide nutrition and educational information for new mothers, and social work programs that could assist individuals and families that face medical related problems, and those who need emotional support. Instead, greed has played a big factor in CEO initiatives. It has not been of rare occurrence for Chief executives to siphon off millions of tax dollars that should be going towards access and quality care. It is unethical for executives at nonprofit organizations to exploit their federally granted nontaxable status to enrich themselves (Swiatek, J. , 2005) Attorney General Michael A. Delaney of New Hampshire announced in May of 2010 that he would review the compensation of CEO’s at more than twenty nonprofit hospitals throughout the state. You read "Ethical Dilemmas Facing Non-Profit Hospital Ceo Compensation" in category "Essay examples" In a report that reviewed the proposed merger of two health systems, Mr. Delaney expressed his concern about the pay for Alyson Pitman Giles, President ; CEO of Catholic Medical Center, who earned $1. 4 million in 2009. He stated, â€Å"Nonprofit leaders must be aware that they are the stewards of the charitable assets they oversee, and those assets are held in trust for charitable purposes, not individual gain,† (Gose, B. , 2010) Non-profit hospitals must provide a minimum of charity care in order to receive its tax-free title and its federal grants. However, many hospitals, although they meet the minimum, make no effort to go above and beyond this threshold, instead rewarding these left over funds to be dispersed to the organization’s high-end executives in the form of company cars and country club memberships (Mahar, M. , 2011). These lavish executive benefits in no way benefit the organization. They are unethical and borderline unlawful. Federal law states that non-profit, tax-exempt organizations cannot operate to the financial benefit of any individual. In the mid-1990s, Congress passed intermediate sanctions laws that have given the IRS authority to require individuals who make excessive compensation from a non-profit to pay the money back, plus a 25% fin. (Appleby, J. , 2004). It is a common suggestion to compensate executives to match their performance at the organization in which they lead. However there are different ways to measure hospital performance. There is a measure of how well a CEO does in leading his or her hospital in providing beneficial programs to the community; for example, uncompensated care for the poor. Another way to measure or his or her success is by how well CEO’s implement new programs and services that will in hopes attract private pay customers like specialized surgery centers, imaging centers, and cardiac centers. Many healthcare organizations across the nation are expanding and adding unique services that are attracting private pay customers, giving hospitals the opportunity to increase profits. This practice has its benefits in both providing a wider range of care for those who can pay, and offering the hospital more means of financial gain, however, in many organizations, this has established precedence over the social missions of nonprofit organizations. In a study conducted by Jeffrey Kramer, PHD, and Rexford E. Santerre, PhD, 30 hospitals in Connecticut were examined on how various measures of performance affect the compensation of CEO’s, which throughout the state, range from a modest $136,000 to an exorbitant $2 million plus salary. The study shows that CEO compensation is directly related to organizational size, stating, â€Å"A 10 percent increase in the number of beds results in an 8 percent increase in CEO pay. † Another 8% increase in pay is attributed to the CEO if the occupancy rate rises by 10%. â€Å"In contrast, providing more uncompensated care and admitting an additional public-pay patient lowers the compensation of hospital CEOs. The results of the study reveal that hospital CEO’s (certainly in the state of Connecticut) have financial incentive to increase the occupancy of privately insured patients rather than uncompensated care and public paid insurance patients, also suggesting that economic performance takes priority over charitable performance (Kramer, J. , ; Santerre, R. E). Notwithstanding, A non-distribution constraint on nonprofit organizations means that excessive profits cannot be distributed among those who make decisions within the organization; this includes employees, m anagers, and board members. Hence, the nonprofit distinction ought to mean hospital executives are paid based upon their attainment at fulfilling the charitable and social mission of the organization. Nonprofit hospitals have ethical responsibilities and obligations to serve the community, even in times of financial struggle. It is important for these organizations to recruit professionals that demonstrate the same ideals and values of the organization. Healthcare leaders whose goal is to produce a healthier population through increased public programs and access to care is the type of leader that hospitals and health systems should strive to obtain. Accomplished leaders can be found and appointed as a nonprofit CEO for a more reasonable (6 figure) salary if he or she is in the healthcare industry not for riches, but for offering a greater good. The American Red Cross for example, took in $3. 3 billion in revenue in 2009, however Red Cross CEO Gail McGovern took in only $456,000, according to the organization’s IRS filing (Hancock, J. , 2011). McGovern is an example of a leader who recognizes the ethical financial dilemmas of her organization, and will willingly take a more appropriate salary in order to accomplish the organization’s goals. There is no mention of executive compensation in the Patient Protection Affordable Care Act besides the suggestion that compensation should be â€Å"reasonable†. Hospital executives should be paid based on their production within the organization and their contribution to their community. As a nonprofit organization, pursuing the charitable mission should take greatest importance in determining final executive compensation. This aspect of an organization’s mission should never be overshadowed by hospital expansion, financial well-being, or increased services and technology. Although these elements are incredibly important for the organization, the insured population, and the advancement of medicine, it is unethical for charitable organizations to use government subsidies for anything other than charity care and social benefit. Budget cuts, along with a feeble economy has resulted in hospitals engaging in mass layoffs to conserve resources. According to the US Bureau of Labor Statistics, the month of August (2011) consisted of thirteen mass layoffs in hospitals, totaling in over 1,000 jobs lost. The month before consisted of ten mass layoffs with over 600 lost jobs. This puts hospitals on pace for nearly 130 mass layoffs and over 8,000 jobs lost in 2011. To make matters seem worse, in an article posted by FierceHealthcare, a leading source of healthcare management news for healthcare industry executives, AMA data claims that a 2 percent cut in the Medicare program would lead to the loss of 195,000 jobs by 2021 (Caramenico, A. , 2011). These layoffs would be decreased immensely if hospital executives received more appropriate salaries. Excessive salaries are not only draining resources from the hospital, but are also threatening the jobs of nurses, administrators, and other hospital employees. These staff members, who are on an opposite spectrum in terms of salary, face the possibility of layoffs at any time of financial vulnerability. The decision to cut jobs in non-profit hospitals while executives are still receiving Wall Street salaries is unethical of the board of trustees. In financially difficult times, executives have the ethical responsibility to take pay cuts in order to maintain the organization’s social reputation. Hospitals are extremely complex organizations that more often than not are the single largest employers in communities across the country. Hospital executives are responsible for making important decisions that will ultimately affect thousands of people. Many CEO’s and members of boards of trustees argue that executive roles are far too important to not have competitive compensation packages. It is argued that million dollar salaries, added bonuses, hefty retirement plans, and other attractive perks are the only way to attract highly effective leaders capable of running a hospital in a time of economic struggle and health reform. Many hospitals have net revenues exceeding the billion-dollar mark, making it easier of Board members to justify seven-figure salaries for CEO’s. President and CEO of New York-Presbyterian Hospital, Dr. Herbert Pardes inherited a $9. 8 million package in 2008 that included $6. 8 million of previously awarded retirement benefits, which he’ll receive when he retires at the end of 2011. If Dr. Pardes worked at a public company of about the same size, his salary would be outrageously low. In 2009, Nasdaq CEO Robert Griefeld’s total compensation exceeded $13 million while his company’s revenues were only $3. 4 billion. New York-Presbyterian has 2,353 beds and pulled in $3 billion in revenue in 2008, up 3% from 2007. A The Greater New York Hospital Association spokesman defended Dr. Pardes’ salary, stating, â€Å"Dr. Pardes’ pay reflects his extraordinary success leading this large and complex organization, and exceeding objectives to enhance patient care, strengthen financial stability and promote community health in a very challenging environment. † (Benson, B. , 2010) The Greater New York Hospital Association stated that â€Å"CEO salaries reflect not only a national demand for their services, but also the skills and leadership necessary to operate large, extremely complex medical centers that are open 24/7, generate millions and sometimes billions in revenue, and are often the largest employer in the community. (Benson 2010) Leading one of these charities requires an individual that possesses an understanding of the issues that are unique to the charity’s mission as well as a high level of fundraising and management expertise. Attracting and retaining that type of talent requires a competitive level of compensation as dictated by the marketplace. It is important for donors to understand that since the average charity CEO earns roughly $150,000, a six-figure salary is not necessarily a sign of excessive pay for a mid to large sized charity. Charity Navigator 2010) Today, executives are being paid to keep their organizations afloat amid closings of many hospitals nationwide due to persistently poor financial performances. CEO’s face constant pressure to hire more staff, increase nurses’ salaries, implement more community programs, and invest in expensive technologies, while at the same time they are aware that insurers want to pay as little as possible. The CEO undoubtedly faces many challenges, and the responsibilities are incredibly complex. Even with a nonprofit status, many oppose executive compensation cuts, arguing that these organizational leaders deserve salaries competitive to corporate pay. Trustees pay executives based on total revenues, as well as how effective they are in providing patient safety, clinical quality, attentive service, and cost effectiveness. Hospital executive compensation should be based on a number of elements, such as total revenue, the size of the organization, as well as the amount and effectiveness of community benefit. Instead of offering company cars and extravagant country club memberships, executives should be entitled to financial incentives to implement more community benefit programs. Peter Baristone, President CEO of Mission Hospital located in Laguna Beach, CA referred to his own compensation strategy stating: Collaborating with the community to identify, understand, and respond to community needs that have an impact on health and quality of life is a major goal for all CEO’s. We establish specific quantifiable targets for each goal. One-seventh of my bonus depends on reaching the targets for community health and benefit. (Bogue, R, 1999). I recommend that all nonprofit Boards assemble an independent compensation committee, responsible for reviewing the CEO’s performance and ensuring that the CEO’s pay is appropriate. At its highest, CEO compensation should be capped at $1 million, thus allowing these large, urban hospitals to recycle resources back into the hospital and community programs, while at the same time offering executives a market competitive salary, fit for a CEO. At a time where nearly 20% of adults are uninsured and community residents are in need of help in the form of various programs, it is more important than ever for nonprofit hospitals to perform its duty of being a â€Å"non-profit† organization and be of greater service to the community in which it serves. Nonprofits not only have the legal responsibility to implement such benefits, but also have the moral and ethical duty to carry out their social missions to the best of their ability, and as far as their recourses let them. By capping executive compensation, these resources can be better allocated to provide more charity care, to implement more community programs and benefits to produce a healthier community, and ensure fairness among staff salaries. â€Å"Hospitals are unquestionably complex institutions that require skilled managers, but there’s no place for Wall Street-level salaries if we want an affordable health care system. † –Mark Scherzer (Benson, B. , 2010) Works Cited: Terry, K. (2009, February 13). IRS Report Puts Tax-Exempt Hospitals Under Microscope – CBS News. Breaking News Headlines: Business, Entertainment World News – CBS News. Retrieved December 5, 2011, from http://www. cbsnews. com/8301-505123_162- 43840159/irs-report-puts-tax-exempt-hospitals-under-microscope/? tag=bnetdoma in Charity Navigator. (n. d. ). 2010 Compensation Study. Retrieved October 15, 2011, from www. charitynavigator. org/__asset__/st Mahar, M. (2011, March 24). Health Beat: High CEO Salaries at Nonprofit Hospitals Under Scrutiny†¦Once Again. Health Beat. Retrieved November 5, 2011, from http://www. healthbeatblog. om/2011/03/high-ceo-salaries-at- Swiatek, J. (2005, February 6). Pay is healthy for hospitals’ executives Corporate-like salaries seen at nonprofits’ top jobs. The Indianapolis Star. Retrieved September 29, 2011, from www2. indystar. com/articles/6/220029-4276-P. html Gose, B. (2010). Nonprofit CEO Pay Under Scrutiny. Chronicle Of Philanthropy, 22(16), 8. Appleby, J. , TODAY, U. (2004, September 30). USATODAY. com – IRS looking closely at what non-profits pay. News, Travel, Weather, Entertainment, Sports, Technology, U. S. World – USATODAY. com. Retrieved November 5, 2011, from http://www. usatoday. com/money/companies/management/2004-09-30-salary- Kramer, J. , Santerre, R. E. (2010). Not-for-Profit Hospital CEO Performance and Pay: Some Evidence from Connecticut. Inquiry, 47(3), 242-251 Hancock, J. (2011, August 28). For hospitals, ‘nonprofit’ stops with CEO’s paycheck – Baltimore Sun. Featured Articles From The Baltimore Sun. Retrieved November 4, 2011, from http://articles. baltimoresun. com/2010-08-29/health/bs-bz-hancock-hospital-pay-20100829_1_hospitals-executive-compensation-ceos Caramenico, A. 2011, October 4). More mass layoffs as hospitals face payment cuts – FierceHealthcare. Healthcare News, Hospital News, Healthcare Companies — Fierce Healthcare. Retrieved October 26, 2011, from http://www. fiercehealthcare. com/story/more-mass-layoffs- hospitals-face-payment-cuts/2011-10-04 Benson, B. (2010). Hospital execs enjoy healthy paydays. (cover story). Crain’s New York B usiness, 26(12), 1-15. Bogue, R. (1999). An incentive for community health. Linking CEO compensation to community goals. Trustee: The Journal For Hospital Governing Boards, 52(5), 15-19. How to cite Ethical Dilemmas Facing Non-Profit Hospital Ceo Compensation, Essay examples

Corporate Governance and Social Responsibility Business Production

Question: Describe about the Corporate Governance and Social Responsibility for Business Production. Answer: Part A: Wesfarmers Comparison Introduction Wesfarmers Limited is an Australian corporation, headquartered in Perth, Western Australia, with benefits mainly in Australian and New Zealand trade, as well as in compounds, fertilizers, coal mining and manufacturing secure goods. This corporation is a principal metallurgical coal manufacturer and dealer of thermal coal for household power production. We activate the Curragh coal mine near Black water in Queenslands Bowen Basin and have a 40 percent interest in the Bengalla mine in the Hunter Valley in New South Wales. To carry on in building assessment over the long period of term, Wesfarmers is dedicated to proactively organizing its society and ecological impact (Wesfarmers Resources, 2016). Wesfarmers is a physically powerful supporter that focuses on delivering acceptable proceeds for its shareholders and it focuses not only on the monetary presentation of the business but also on the five key sustainability areas such as individuals, societal support, environment, carbon and energy, and Governance and economic contribution. In the recent years the sustainability reports have paid attention on presenting information regarding these five factors. Corporate Governance and Corporate Social responsibility compliance The organization follows various corporate governance rules which govern every corporation in Australia. Corporate Governance has been regarded as the organization of rules, performances and procedures by which a corporation can be intended for and forbidden. The organization has been very proud of their approach to corporate governance and it believes that corporate governance was essential for the ongoing value creation for their shareholders and other stakeholders. The Corporate Governance framework has been built by the organizations Board and was underpinned by the corporate governance declaration which was obtainable on the corporate governance section of the website of the corporation. This section includes the access to all the pertinent corporate governance data, including outline of the director, board and committee characters and group policies (Sustainability Report 2015 Wesfarmers, 2016). The position of the Board of Wesfarmers was to endorse the planned way of the Group, to direct and check the organization of the association and its trade in attaining its planned plans and supervise good governance practices. The Board aspires to safeguard and improve the wellbeing of its shareholders, while taking into account the wellbeing of the other stakeholders, including its workers, consumers, dealer and the wider society. In performing its duties and function, the Board has been dedicated to a high standard of corporate governance practice and for nurturing a custom of conformity which values the moral conduct, private and business truthfulness, responsibility and respect for others. The Board maintains the ultimate responsibility for the policy and controls the organization and its trades. The Corporate Social Responsibility of the corporation helps in inculcating respect for the workers, consumers and suppliers. It also puts a focus on granting secure workplaces which we were elementary to the manner in which the organization operates. Organizations communal accountability extends for upholding high principles of moral behavior, environmental accountability and societal involvement. Global Reporting Initiative Guidelines- G4 The organization had been following an approach for its growth and it was consistently associated with the ethics of Global Reporting Initiative which persuades the organization to center and report the crucial substances regarding the corporation and the stakeholders. It has been a new approach which was accepted by the corporation and would develop in the upcoming years as the corporation would accept the GRI G4 standard as a part of the organization (Sustainability Report 2015 Wesfarmers, 2016). Category Aspect G4 Guidelines ECONOMIC Economic Performance G4-DMA and G4-EC1 Market Presence G4- DMA and G4-EC5 ENVIRONMENTAL Energy G4-DMA and G4-EN5 Water G4-DMA and G4-EN8 Biodiversity G4-DMA and G4-EN11 Emissions G4-DMA, G4-EN15, G4-EN16, and G4-EN17 Effluents And Waste G4-DMA and G4-EN23 Products And Services G4-DMA and G4-EN27 Compliance G4-DMA and G4-EN29 Overall G4-DMA and G4-EN31 Supplier Environmental Assessment G4-DMA and G4-EN33 Environmental Grievance Mechanisms G4-DMA and G4-EN34 SOCIAL: LABOR PRACTICES AND DECENT WORK Employment G4-DMA and G4-LA1 Labor/Management Relations G4-DMA and G4-LA4 Occupational Health And Safety G4-DMA and G4-LA6 Training And Education G4-DMA and G4-LA10 Diversity And Equal Opportunity G4-DMA and G4-LA12 Equal Remuneration For Women And Men G4-DMA and G4-LA13 Supplier Assessment For Labor Practices G4-DMA and G4-LA15 SOCIAL: HUMAN RIGHTS Investment G4-DMA and G4-HR2 Freedom Of Association And Collective Bargaining G4-DMA and G4-HR4 Child Labor G4-DMA and G4-HR5 Forced Or Compulsory Labor G4-DMA and G4-HR6 Supplier Human Rights Assessment G4-DMA and G4-HR11 Public Policy G4-DMA and G4-SO6 Anti-Competitive Behavior G4-DMA and G4-SO7 Compliance G4-DMA and G4-SO8 SOCIAL: PRODUCT RESPONSIBILITY Customer Health And Safety G4-DMA and G4-PR1 Product And Service Labelling G4-DMA and G4-PR3 Marketing Communications G4-DMA and G4-PR6 Compliance G4-DMA and G4-PR9 Sustainability The corporation would only be feasible as a corporation if in addition to its constant monetary achievement, it sufficiently tackle a variety of other matters which we were both important in their own privilege and which contributed to financial results. The 10 main beliefs which have been mentioned below relate to the sustainability matters that have been regarded as most material to the organization as a group. Each of the divisions of the organization was applying to these principles for its trade, taking into account the specific situations of its operating atmosphere and was expectant to set its own interior objectives in accordance to these morals. The organization has decided to report against such principles in the present year and also in the future years. In 2014, the organization made decision suggesting that it would commit to 10 societal and ecological impact morals, addressing the areas which its shareholders told them as significant. These morals cover the regions of individual sourcing, society, surroundings and governance, all of which we would need in order to believe the matter for creating values constantly for its shareholders and stakeholders. Comparison among Sustainability Report 2014 and 2015 The ten areas of distinction among the sustainability report of 2014 and 2015 are as follows: Category Aspect Sustainability Report 2014 (Wesfarmers Resources, 2016) Sustainability Report 2015 (Wesfarmers Resources, 2016) Remarks SOCIAL: PRODUCT RESPONSIBILITY Safety The rate of harms has reduced to 18 per cent in the occurrence of damage across the Group. The Total Reportable Injury Frequency rate was 31.9 and Lost time injury occurrence rate was 7.6. The rate of harms has reduced to 5.2 per cent in the occurrence of harms across the Group. The Total Reportable Injury occurrence rate was 39.5 and Lost time injury occurrence rate was 7.3 (Wesfarmers, 2015). Breakdown of LTIFR, TRIFR and employees reimbursement. Safety information for fixed time contractors in the supply chain where the majority of the team workers employed were contractors. SOCIAL: HUMAN RIGHTS Government cooperation This year, the corporation have liaised with the federal and state governments through one-on- one meetings, other direct and indirect communications and participation in formal consultation processes in relation to variety of issues that affect their business and society, such as competition regulation; GST on imported goods; Liquor licensing, etc. This year, the corporation have liaised with the federal and state governments through one-on- one meetings, other direct and indirect communications and participation in formal consultation processes in relation to variety of issues that affect their business and society, such as competition regulation; GST on imported goods; Liquor licensing, etc. Government have cooperated with the people and the businesses in order to help them in improving their efficiency and make them law abiding trades. Individuals Development The Individual development was done on a smaller scale. This Year the corporation has employed roughly 205,000 people out of which 130,000 we were permanent and 75,000 we were casual workers. Since last year, the organization has a net decrease in their number of employees of approximately 2,300 individuals. Development of individuals have increased at a larger scale now and now more permanent workers have been employed rather than casual workers. Suppliers Since 2013, Coles has been a foremost voice in the growth of a voluntary Food and Grocery Code of Conduct with the Australian Food and Grocery Council. But approval was not obtained by the federal government. Some allegations we were imposed upon Coles that we have engaged in unconscionable conduct. This year approval was obtained and the code came into force. Also the allegations we were agreed upon by Coles as we decided to pay more than $12 million to the ARC supplier and $324,000 to additional dealer. Compensation have been provided for the unlawful conduct on the part of Coles. Ethical sourcing This year, 4,083 dealer offered house-brand products to their retail trade for resale. Their audit programs covered 3,904 of the factories used to manufacture products for these suppliers. Other factories we were disqualified from their audit agenda because we were careful low-risk due to product type or the location of the factory or supplier. This year, 2,624 factories we were approved, which means there we were no (or only minor) issues identified in an audit. This year, their audit agenda covered 3,888 factories used to manufacture house-brand products for resale, in a number of countries with lower regulation than Australia, including China, Bangladesh, Thailand, India and Cambodia This year their audit program covered 3,888 factories. Given the breadth of the trade of the business, Human rights training was not relevant so a percentage was not meaningful. SOCIAL: LABOR PRACTICES AND DECENT WORK SOCIAL: LABOR PRACTICES AND DECENT WORK Diversity More varied workplaces, with 29 per cent of all organization roles now held by women and stable growth in their Aboriginal and Torres Strait Islander workers; While Wesfarmers labor force is made up of 55 per cent women and 45 per cent men as at 30 June 2015, a key chance for the Group is to amplify the proportion of management positions held by women. Women hold 45 per cent of salaried positions and 57 per cent of award or Enterprise Bargaining Agreement roles. This year there was no gap in the majority of payment. Aggregate Ratio. Given the diversity of their trade, salary information was examined by job level, rather than in aggregate. Listening to stakeholders Their customers contact us through emails, letters, websites, telephone calls, social media and personal contact throughout the year. During the reporting period we listened to their207,000 workers through a number of channels, including periodic divisional employee surveys, discussions with unions, etc. As well as conducting independent assessments of investor perception, we listen to their trade shareholders at their annual general meeting and we listen to their institutional investors at regular post-result road shows, strategy and operational briefings, results announcements and other ad hoc meetings. The corporation has adopted the CSR initiatives and G4 initiatives so that changes can be made and shareholders can take a stand and tell the directors of the corporation. The directors listen to the shareholders as we were the people because of whom the organization has been built up. Participation of stakeholders have been taken into account and their words have been taken into consideration. ECONOMIC/SOCIAL/ENVIRONMENTAL: Corporate governance Their directors bring a mix of skills, experience, expertise and diversity to decision-making The corporate governance framework has been established by the Wesfarmers Board. An overview of the corporate governance framework, including details about board committee charters, roles, responsibilities and policies with Group-wide application. All the policies have been governed by the corporation in a adequate way. ENVIRONMENTAL Water use and waste This year, we decreased their waste to landfill by six per cent to 134,706 tonnes and increased theirwaste recycled by 10 p er cent to 281,545 tonnes. This year, the Group recorded water use of 17,000 mega litres. Despite their efforts to reduce their waste, this year their waste to landfill has increased slightly to 136,093 tonnes and their recycled waste has increased by eight per cent to 303,387 tonnes. Resources, their largest water user, achieved a 13 per cent reduction in water use this year. This year, their recorded water use was 15,450 megalitres. As compared to last year the waste to landfill has been increased with the recycled waste. Climate change resilience The organizations sectors had a range of energy efficiencies initiatives with the Greenhouse gas emission intensity of 64.9 tonnes. This year, their total scope one and two emissions we were 4,009,504 tonnes CO2. And this year the Greenhouse Gas intensity was 64.2 tonnes. The Greenhouse intensity have been decreased as compared to last year. Community contributions The organization donated $22 million to the social Welfare causes. this year we directly contributed $44.6 million to community organizations, which associate to 1.1 per cent of earnings before interest and tax and 1.7 per cent of net profit after Tax. This was Lower than last Years contribution, partially. In addition, this year the organization facilitated donations from the consumers and employees up to $50.8 million As well as their direct contributions, the Group facilitated donations from customers and employees totaling $53 million this year, which we went to a wide range of community initiatives. Collectively across the Wesfarmers Group we directly contributed $50 million to community organizations this year, which equates to 1.5 per cent of profit before income tax. The Corporation have made more contributions for the welfare of the community as compared to last year. PART B Fuji Xerox comparison Introduction Fuji Xerox Australia is a part of a world foremost venture for trade and text management services. With honors from the United Nations and the Banksia Environmental Foundation, Fuji Xerox is a recognized internationally for their promise to the sustainability . It is an affiliation of Japan- based global entity Fuji Xerox Co Ltd, and a supplementary of the FUJIFILM Holdings Corporation and Xerox Limited in the USA. Within Australia, we function with their supplementary upstream print solutions- one of the leading manages print service supplier in the country (Fuji Xerox, 2014). Corporate Governance and CSR Fujifilm Holdings upholds the Fujifilm Corporate Philosophy and elucidate the Fujifilm Group's move toward to Corporate Social Responsibility (CSR) as a means for satisfying the social responsibilities of the corporation that are basic to this attitude. The Fujifilm Group's advance to CSR: The Fujifilm Group's Approach to CSR was to provide to the sustainable enlargement of society by putting into practice the Fujifilm Group's Corporate Philosophy, and sympathetic its Vision through genuine and pale trade actions (Fuji Xerox, 2014). We are proud of their physically powerful payment to the broader society in which we function. Fuji Xerox has a Workplace Giving Program whereby the company matches worker aid to colleague with gifts making a difference in the local communities and actively cheers donation of time to these reasons. Fuji Xerox sees CSR as identical with corporate management and struggle to resolve matters for its customers and share value with their a variety of stakeholders by representation "unity of words and deeds" in their trade processes not just within their corporation or within their related corporations but over the entire value chain. If we were to receive their customers' trust as their "go-to" answer and service supplier in every circumstance, we must object to be a best corporation by fully put together their CSR attitude into the organization base fundamental their operations. To attain that purpose, we have redefined prospect and danger in connection to their trade and recognized high-priority themes, which were frankly relevant to management, through conversation with stakeholders and deliberations of management in the CSR Committee. By clearly connecting each business unit's task and goals to their high-priority management themes, we make sure that all workers see CSR as essential to their core trade, and we employ the individual workers to appreciate how their jobs narrate to their consumers and other stakeholders and thus to be pioneering in the way we do those jobs. Accordingly, we will expand a civilization in which their faith that CSR was identical with corporate management was far more than a motto as the work of each worker becomes truly synonymous with CSR. We were dedicated to ensure that CSR infuse their trade procedures companywide and to hastening its additional addition with their trade. Global Reporting Initiative Guidelines -G4 The way the organization identify their material issues is based on the Account Ability AA1000 Assurance Standard and Global Reporting Initiative reporting principles (Fuji Xerox, 2014). This rigor helps us to methodically believe their stakeholders influence. We use Account Abilitys five-part materiality test, which seek out to recognize and prioritize sustainability -related subjects. At Fuji Xerox, the aim has been to solve the organization tribulations of each of their clientele by "building an environment for the creation and effective utilization of knowledge," thereby sustaining the formation of new value for civilization. Thus, together with causative to the progression of civilization by development firm mutual trust, we aim to generate a civilization in which nationwide and local cultures flourish in all their diversity and people take pleasure in lives of private completion, realizing their hopes and dreams through individual development and growth. Category Aspects G4Guidelines Sustainability Report 2014 Sustainability Report 2015 ECONOMIC Economic Performance G4-DMA, EC1, EC2, EC3 and EC4. Applicable Applicable Indirect Economic Impacts G4-DMA, EC7 and EC8 Not Applicable Applicable Procurement Practices G4-DMA, EC9 Applicable Applicable ENVIRONMENTAL Materials G4-DMA, EN1 and EN2 Not Applicable Applicable Energy G4-DMA, EN3 and EN6 Not Applicable Applicable Water G4-DMA, EN8 Not Applicable Applicable Biodiversity G4-DMA, EN11 and EN12 Not Applicable Applicable Emissions G4-DMA, EN15, EN16, EN17, EN18, EN19, EN20 and EN21 Not Applicable Applicable Effluents and Waste G4-DMA, EN22, EN23,EN24, EN25 and EN26 Not Applicable Applicable Products and Services G4-DMA, EN27 and EN28 Not Applicable Applicable Compliance G4-DMA, EN29 Not Applicable Applicable Transport G4-DMA, EN30 Applicable Applicable Overall G4-DMA, EN31 Not Applicable Applicable Supplier Environmental Assessment G4-DMA, EN33 Applicable Applicable Supplier Environmental Assessment G4-EN32 Applicable Not Applicable Environmental Grievance Mechanisms G4-DMA, EN34 Not Applicable Applicable SOCIAL: LABOR PRACTICES AND DECENT WORK Employment G4-DMA, LA1, LA2, LA3 Not Applicable Applicable Labor/Management Relations G4-DMA, LA4 Not Applicable Applicable Occupational Health and Safety G4-DMA, LA5, LA6, Applicable Applicable LA8 Not Applicable Applicable Training and Education G4-DMA, LA10 and LA11 Applicable Applicable Diversity and Equal Opportunity G4-DMA, LA12 Applicable Applicable Equal Remuneration for Women and Men G4-DMA, LA13 Applicable Applicable Supplier Assessment for Labor Practices G4-DMA, LA15 Applicable Applicable Supplier Assessment for Labor Practices G4- LA14 Applicable Not Applicable Labor Practices Grievance Mechanisms G4-DMA, LA16 Not Applicable Applicable SOCIAL: HUMAN RIGHTS Non-discrimination G4-DMA, HR3 Applicable Applicable Freedom of Association and Collective Bargaining G4-DMA, HR4 Not Applicable Applicable Child Labor G4-DMA, HR5 Not Applicable Applicable Forced or Compulsory Labor G4-DMA, HR6 Not Applicable Applicable Assessment G4-DMA, HR9 Not Applicable Applicable Supplier Human Rights Assessment G4-DMA, HR10 and HR11 Not Applicable Applicable Human Rights Grievance Mechanisms G4-DMA and HR12 Not Applicable Applicable SOCIAL: SOCIETY Local Communities G4-DMA, SO1 and SO2 Not Applicable Applicable Anti-corruption G4-DMA, SO3, SO4 and SO5 Not Applicable Applicable Public Policy G4-DMA, SO6 Not Applicable Applicable Anti-competitive Behavior G4-DMA, SO7 Not Applicable Applicable Compliance G4-DMA, SO8 Not Applicable Applicable Supplier Assessment for Impacts on Society G4-DMA, SO9 and SO10 Not Applicable Applicable Grievance Mechanisms for Impacts on Society G4-DMA, SO11 Not Applicable Applicable SOCIAL: PRODUCT RESPONSIBILITY Customer Health and Safety G4-DMA, PR1 and PR2 Not Applicable Applicable Product and Service Labeling G4-DMA, PR3, PR4 and PR5 Applicable Applicable Marketing Communications G4-DMA, PR6 and PR7 Not Applicable Applicable Customer Privacy G4-DMA, PR8 Not Applicable Applicable Compliance G4-DMA, PR9 Not Applicable Applicable Sustainability Sustainability in its broadest sense underpins their trade. Their liability to interior and outer stakeholders spans the three pillars of sustainability (Fuji Xerox, 2014). Whether we are workers, clientele, business associates or the broader society, theirstakeholders anticipate the corporation to act as a high-quality business inhabitant by ruling the right balance among financial, ecological and communal deliberations. The Sustainability Report of the organization details the organizations financial, communal and ecological presentation. Environmental sustainability is wellentrenched in their trade, because of long-lasting promise to ecologically accountable goods design and an extended creator responsibility. Fuji Xerox technology and services we were intended and administered to recover sustainability presentation for clients. As financial globalization persist quickly along with proceeds in information technology, civilization faces dispute that are fetching more and more hard to determine as we produce ever superior in both level and difficulty. Matters that command instant act assorts from the progressively more severe worsening of the worldwide surroundings to Japan's rapidly falling birthrate, aging inhabitants, and moribund local vivacity, the broaden digital divide, and the rising danger of natural tragedies. Comparison between the Sustainability Report 2014 of Australia and 2015 of Japan. Category Sustainability Report 2014 Sustainability Report 2015 ECONOMIC The Australian economy was generally flat in 13/14. The corporation have achieved consolidated revenues of about AU$1 billion in 13/14.But there was no CO2 certification with the Carbon Reduction Institute (Fuji Xerox, 2015). Fuji Xerox Believes hat conducting social contribution activities in order to fulfill their obligation towards community, improve the initiative and self realization ability if each other of the workers. Revenue (consolidated) and Net income before income taxes (consolidated) for fiscal 2014 was 1188.9 billion yen and 91.9 billion yen respectively. Contribution to CO2 reductions at our customers' offices to 3,206 kt-CO2. Efforts are being made both in our products and our business activities toward three issues: reducing global warming, preserving natural resources, and reducing the risk of chemical substances. ENVIRONMENTAL As a billion dollar corporation it has been committed to the principle of UN Global Compact accountable procurement and sharing the commitment to the sound environmental, social and governance practice with the supplier as it was essential. The corporation have made efforts to grasp material flow for decreasing environmental burden, works on decreasing the emission of C02 that cause global warming, pro active use of resources have been made, etc. SOCIAL: LABOR PRACTICES AND DECENT WORK Hiring of talented people and offering training to enable their business transformation. Total number and rate of new workers have changed, benefits have provided to full time workers tat were not granted to temporary or part time workers, etc. HUMAN RIGHTS With regard to conflict minerals, the corporation policy has been made to avoid, honestly or ultimately being implicated with conflict or abuse of human rights. The corporation has identified different categories of social issues in order to concentrate on the broad spectrum of contemporary issues. And have identified a high-priority management theme through a procedure that takes account of social situations. The corporation also operates on a morale of CSR, etc. SOCIETY They have built a foundation of ethics and integrity they minimize he impact on planet and add value to the society. Complying with laws and carrying out trade in a fair and honest manner. Corporation supports the United nations Global Compact and has become a signatory in 2002. Annual loss of natural resources which have taken place was 13million hectares in which share of FSC certified wood was about 5 percent, Social issues related to logging have emerged, etc. PRODUCT RESPONSIBILITY By making a Good product and providing serives they were able to deliver value to their consumer bottom-line and drive environmental benefits. Offer safe and secured products for use which can be observed from the report which indicates that the number of severe accidents have been 0, contribution towards decreasing the omission of Co2 have increased to 3,729kt-CO2, etc. Aims to enhance customer satisfaction Elements Sustainability Report 2014 Sustainability Report 2015 Guidelines The 2014 report has been made as per the Global Reporting Initiative G4 Core Guidelines. The governance of the business and the strategic direction has been decided among Fuji Xerox Australia and Fuji Xerox Asia Pacific. The business would work as per Asia Pacific guidelines. The corporations Sustainability report was equipped in accordance with the Core of the G4 Sustainability Reporting Guidelines of the Global Reporting Initiative. The corporation consulted the 2012 edition of the Japanese Ministry of the environments Environmental Reporting Guidelines (Fuji Xerox, 2015). Factors The organization believes conclusion of official appraisal was impacted by a number of factors including: the organization reorganize corresponding with the last phase of the yearly presentation appraisal process, at which time system modifications we were required to reproduce new reporting lines and conclusion of official review we were postponed. Worker statistics in theirpresentation organization scheme include new starter who may not yet have come into the performance appraisal cycle. Growth in corporate value as a company committed to CSR, through the increasing influence if socially responsible investing and ESG investing. Changes in different areas of sustainability performance 2014 and 2015 Socio- Economic Changes in 2014 Economic- In this year, with the current weather and augmented cost force a center has been put on monetary sustainability which has been seriously significant. Paper product has been used to make a sustainable environment at low cost (Fuji Xerox, 2014). Environmental and Social- Through their goods, services and answers we are able to transport value to their customers bottom line and make ecological reimbursement through Green Print technologies and services, sustainable paper supplies including new NCOS carbon neutral certified goods and optimized print surroundings. Socio- Economic Changes in 2015 Economic- For the purpose of economic development the organization have made changes by giving answers and services to contest the exact desires of the consumers (Fuji Xerox, 2014). Environmental and Social- with different deals in mind, the organization was creating new values by developing products that seamlessly integrate the environmental technologies which we have developed. More effective utilization of resources should be done. PART C Conclusion and Recommendations Both of the Corporations which have been mentioned above in Part A and Part B have different lines of trade. One deals with coal mines and the other organization deals with the management of paper and documents services. Both have made various improvements in order to make a sustainable future for the upcoming generation and also to make use of the resources efficiently. We have also made various economic and social changes which have helped the environment in one way or the other. So it has been highly recommended that we should also make certain products and services which would be used by the individuals in such a manner that would not only would be beneficial for the present but can be utilized in the same way by the future generation. The corporations should try to include all the G4 guidelines which have been made for the betterment of the consumers. The organizations should also such products which should not be hazardous and harmful if any consumer uses it. All the Corporate organizations should adopt such initiatives which would help the society as whole as people live in the community so we should take responsibility to make the society a better place to live. Any harmful or unconscionable act should be avoided so that the corporation can work effectively for attracting more consumers. PART D Reflective personal journal Prior to the study and analysis of the which have been done in this report it was understood by the accountant that corporate governance include the rules which govern all the corporate organizations in Australia. The organization had various responsibilities towards its corporation and people and at the same time the employees also had an obligation to act in such a manner as defined and asked for. But it was also the duty of the people of the organization that we should not be indulged in any kind of unlawful act and at the same time should behave and act in accordance with the society welfare. All the corporations should be abide by the provisions of ASX principles i.e. Australian Stock Exchange in order to be listed as a public entity and for the purpose of getting recognized in a lawful manner. Corporate Social responsibility was a new concept which has been adopted by the organizations for working for the benefit of the society. It was established in order to avoid any kind of unlawful acts such as insider trading and oppression which we were seen as keen acts which every organization faces. All such rules and laws have been followed in order to work for the benefit if the public and in such a manner so that we should not be harmed. The sustainability of every report of the organization reports the cases related to any environmental. Social or economic governance actions which have taken place in the year and what all things the organization would keep in mind for avoiding any other further acts. By studying both the sustainability reports of the corporations it has been understood that all the organizations have now being aware and have decreased such acts as we have adopted CSR initiatives and also some Global Integrating Initiative guidelines so that all the standard disclosures can be made by the people who have fear to speak up and report such acts. The employees can also do make aware the directors by blowing whistle and making them aware about such acts which could take place in future. References: Fuji Xerox. (2014). Company. [Online] Fuji Xerox. Available from: https://www.fujixerox.com.au/company/ [Accessed on 1/10/16] Fuji Xerox. (2014). Corporate Social Responsibility. [Online] Fuji Xerox. 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