Boom and bust in Australian screen policy: 10BA, the Film Finance Corporation, and Hollywood's 'race to the bottom'.

In recent years, a narrative has emerged in the Australian popular media about the box office 'unpopularity' of Australian feature films and the 'failure' of the domestic screen industry. This article explores the recent history of Australian screen policy with particular reference to the '10BA' tax incentive of the 1980s; the Film Finance Corporation of Australia (FFC), a government screen agency established in 1988 to bring investment bank-style portfolio management to Australia's screen industry; and local production incentive policies pursed by Australian state governments in a chase for Hollywood's runaway production.

We argue the 10BA incentive catalysed an unsustainable bubble in Australian production, while its policy successor, the FFC, fundamentally failed in its stated mission of 'commercial' screen financing (over its 20-year lifespan, the FFC invested 1.345 billion Australian dollars for 274.2 million Australian dollars recouped - a cumulative return of negative 80 percent). For their part, private investors in Australian films discovered that the screen production process involved high levels of risk.

Foreign-financed production also proved highly volatile, due to the vagaries of trade exposure, currency fluctuations and tax arbitrage. The result of these macro and micro-economic factors often structural and cross-border in nature was that Australia's screen industry failed to develop the local investment infrastructure required to finance a sustainable, non-subsidised local sector.

Integrating and implementing CSR: A case of CONCOR (Container Corporation of India) in India

CSR in India is gaining momentum as a result of new legislation and pressure from multiple stakeholders. This chapter discusses the CSR program of a public sector enterprise, CONCOR (Container Corporation of India) in light of the changing regulatory environment form CSR in the country. This success story highlights how the CSR program in an Indian public sector enterprise was designed, planned and implemented right from its inception stage. The critical success factors for the implementation of CSR program on economic and social status of the beneficiaries are studied and presented. The findings of the project highlight the broad scope and implementation of different CSR initiatives and the effectiveness of the implementing organization in enhancing the capabilities of these poor communities and thus improving their livelihoods.