The incredible technological development of the last decades, the globalization of at least information, the cooperation at state, regional, global level, the removal of autistic dominant centers from the planetary equation and the appetite imposed by the increasing frequency of disasters and their effects have now led to a new beginning: a beginning of the challenge of the human struggle for man, for a climatic good, not against nature, for survival. In order to reduce the destructive potential generated by a natural disaster and the analysis of risks and vulnerabilities, man can intervene both in environmental control (stopping deforestation, pollution, irrational excavations) and through a more careful, more applied approach to technological elements. which may be the premises for the occurrence of a negative phenomenon (accidental pollution, nuclear accidents, global warming, hydrological hazard) thus increasing risk resistance and reducing vulnerability. Through an analysis of risk and vulnerabilities and a package of concrete and precise data covering the entire state level of critical infrastructure, private assets and particularities of communities, an impact assessment can be obtained that adjusts both response plans. but especially financial planning and economic development projections to offset the social, economic and environmental costs of the disaster. Such a pre-event and post-event evaluation can be the foundation of a future strategy. The main objective of the article is the analysis of the main categories of risks that define the management system of emergency situations based on the connection between them.

Recent research has shown that the corporate social responsibility system has a positive impact on consumer behavior regarding products or services that promote social responsibility. Thus, it can be stated that customer loyalty to a particular company derives not only from commercial benefits but also from the components of corporate social responsibilities practiced by the company. The vast majority of company managers in Romania do not understand what it means to be a socially responsible company, which is why they do not even agree with most of the definitions given to corporate social responsibility; secondly, when asked to explain what social responsibility means, they are not able to make logical arguments; I argue that the involvement of companies in social responsibility activities has a purely economic motivation and that it is related to the size of the company, rather large companies integrating the implementation of CSR activities in its vision. From a marketing perspective, corporate social responsibility has proven its ability to generate many benefits for companies, implementing and communicating specific policies and actions in this regard with the potential to improve satisfaction and loyalty, both among customers and of employees.  The main objective of the article is to analyze the way in which consumers in Romania perceive the corporate social responsibility system of companies.

Human Resources, along with material resources, directly influence the company's activity in its attempt to achieve its objectives. Their quantity and quality, which an enterprise has at its disposal, decisively influence the productivity of the company. Ensuring, maintaining and developing the Human Resources of companies are major concerns in modern management. The way Human Resources work can make a difference when material resources are the same. The choice of high quality Human Resources is a necessary condition for improving the company's performance. However, emphasizing the role of Human Resources does not mean an underestimation of other resources. The systematic design of the company involves the interdependent approach of resources starting from the fundamental objectives to whose achievement they compete together, from the essential connections that exist between them. Motivation is one of the traditional problems of studying organizational behavior and for years has aroused the interest of managers and researchers. In modern organizations, motivation has become even more important. This is due to the need for high productivity in order to become globally competitive. Knowing how to capture the creative and productive energy of the people who make up the enterprise is, in fact, the deep essence of the management of the Human Resources of the enterprise. The basic problem of a leader, in this context, should be how to succeed in influencing the performance of the people who work in the enterprise he leads. The main purpose of this article is to identify the main actions and decisions that determine the nature and content of the relationship between the organization and its employees.

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The internal control and audit system is a component of a company’s management system that focuses on defining individual employee tasks, identifying and implementing the most efficient methods, implementing the most effective information system, and meeting all stakeholders’ needs, expectations, and requirements. The different parts of the internal management control system can be integrated with the other parts of the general management system in order for the internal control objectives to complement the general objectives of an entity, such as development, financing, profitability, and the environment. This integration can make resource planning and allocation easier, formulate complementary goals, and evaluate the entity’s overall efficiency. This reflects the current internal control and auditing method at the entity level regarding organizational culture. The study aims to use organized, statistically measurable (by applying markers of dispersion, central tendency, and correlation) evaluative, predictive, and causal methodologies to verify the theories and hypotheses proposed on the subject. Insurance and counselling add value to the entities’ activities and aid management in maintaining efficient and effective internal audit and control, assessing the reliability of the information, evaluating the effectiveness and efficiency of operations funds and public property management processes, and ensuring compliance with laws, regulations, and contracts