Migrating to New Cities: Overcoming Challenges

It has been seen that a lot of people migrate to new cities or new countries these days. They may face a number of changes in their new life, including climatic change, changes in language and the way of eating food. This essay will give an overview of these changes and how to overcome these challenges. Firstly, we will consider the climatic change. Those who migrate to new countries, definitely experience sudden changes in the climate.For example, if a person, who travel to countries like United Kingdom, may feel extreme cold weather, because most western countries have cold climate. It will be very difficult for a migrant, if they had warm climate in their own country. This change in climate may create health problems like, cold, sinusitis and head ache. Secondly, language problem. When people migrate to new cities or countries, they may face language difficulties, especially, if their mother tongue is different from the new city or country.It will affect people, when they communic ate with others. Countries like India have 23 different languages in different states. So, when people move their houses to these cities they may find it very difficult to mingle with other people. Thirdly, changes in the way of eating food. People eat food in different ways in different countries. For example, in India, people use their right hand to eat their food. While in European countries people eat their food with knife and fork and spoon.Therefore, when people migrate to these countries, they may feel it very hard to adjust with the new style. However, we can overcome these changes, by wearing warm clothes like jackets, coats. It will help them to avoid cold. Also they can use heaters to warm up their rooms. Language difficulties may avoid by learning new languages, before migrates to new cities or countries. People could change their way of eating by practicing with cutleries. In summary, people experience a lot of changes, when they move their houses to a new place.

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Carrier Intelligence Report Deutsche Post DHL March 2013 Table of contents Key financial figures Key stakeholder figures Macro environment Market & consumers 3 4 5 6 Corporate & media Governance & strategy Quarterly performance Corporate performance Business units 7 8 9 10 11 â€Å"Thanks to our presence in the world’s growth markets, the DHL divisions performed particularly dynamically in financial year 2012 and played a key role in increasing our consolidated revenue† Dr.Frank Appel, CEO Operations Human resources Corporate responsibility Acquisitions & divestments Product launches 12 13 14 15 16 Key press releases Outlook & targets 17 19 Key financial figures Express division boosts revenue by 9. 5% in 2012 Income Statement Total revenue EBIT margin Net profit margin Staff costs to revenue ratio Balance Sheet Total non-current assets Total current assets Total quity Total non-current liabilities Total current liabilities Current ratio Return on capital employed Geari ng ratio Cash flow Net cash flow from operating activities Net cash flow from investing activities Net cash flow from financing activities Net increase/(decrease) in cash and cash equivalents Revenue by division Mail Parcels & Express Logistics & Freight EBIT by division Mail Parcels & Express Logistics & Freight 2010 53,605. 0 3. 4% 4. 9% 31. 0% 2011 54,879. 0 4. 4% 2. 3% 30. 5% 2012 57,680. 0 4. 6% 3. 1% 30. 8% Change 5. 1% 0. 2 0. 9 0. 3 LCU, m % % % LCU, m LCU, m LCU, m LCU, m LCU, m % % 24,493. 13,270. 0 10,696. 0 13,844. 0 13,223. 0 1. 00 7. 5% 56. 4% 21,225. 0 17,183. 0 11,199. 0 8,587. 0 18,622. 0 0. 92 12. 3% 43. 4% 21,832. 0 12,289. 0 12,164. 0 9,332. 0 12,625. 0 0. 97 12. 4% 43. 4% 2. 9% -28. 5% 8. 6% 8. 7% -32. 2% 0. 05 – LCU, m LCU, m LCU, m LCU, m 1,927. 0 8. 0 (1,651. 0) 284. 0 2,371. 0 (1,129. 0) (1,547. 0) (305. 0) (203. 0) (1,697. 0) 1,199. 0 (701. 0) – LCU, m LCU, m LCU, m 13,822. 0 10,788. 0 26,707. 0 13,877. 0 11,309. 0 27,578. 0 13,874. 0 12,378. 0 29,209. 0 0. 0% 9. 5% 5. 9% IPC Statistical Database LCU, m LCU, m LCU, m 148,066. 0 88,384. 0 614. 0 147,434. 0 85,496. 0 802. 146,923. 0 84,623. 0 928. 0 – Source: Deutsche Post DHL annual reports 2010-2012, IPC analysis Note: Change represents year-on-year development from 2011 3 IPC Carrier Intelligence Report – Deutsche Post DHL Key stakeholder figures Share price up by almost 40% over 2012 Shares Share price, year-end Earnings per share Human resources Average full-time equivalents Average part-time employees Women in management Absenteeism rate EOS response rate Total employee satisfaction Employee engagement Customer index Business customer satisfaction Consumer satisfaction Sustainability Total CO2 emissions LCU LCU 010 12. 09 2. 10 2011 11. 88 0. 96 2012 16. 6 1. 37 Change 39. 7% – % % % 421,274 63,126 17. 0% 7. 4% 79. 0% 73. 0 67. 0 423,348 65,322 17. 6% 7. 4% 80. 0% 76. 0 n/a 428,287 62,523 18. 5% 7. 6% 80. 0% 76. 0 n/a 1. 2% -4. 3% 0. 9 0. 2 0. 0 0. 0 n/a n/a n/a 95. 0 n/a 96. 0 1. 0 t 28,400,000 28,200,000 n/a Retail network Wholly-owned retail outlets Contracted retail outlets Delivery performance Domestic letter quality performance (D+1) Domestic letter quality USO requirement (D+1) Domestic parcel quality performance Domestic parcel expected business-day delivery Domestic letter and parcel ratesStandard letter, 0-20g Standard letter, 20-50g Economy parcel, 2-3kg 2 19,998 2 19,998 n/a n/a % % % % 95. 4% 80% n/a n/a 95. 4% 80% n/a n/a n/a 80% n/a n/a 0. 0 â‚ ¬ â‚ ¬ â‚ ¬ 0. 55 0. 90 6. 90 0. 55 0. 90 6. 90 0. 55 0. 90 6. 90 0. 0% 0. 0% 0. 0% Source: Deutsche Post DHL annual reports 2010-2012, IPC analysis Note: Change represents year-on-year development from 2011 4 IPC Carrier Intelligence Report – Deutsche Post DHL Germany: macro environment Low unemployment and higher wages will lift economy in 2013 Economics †¢ †¢ †¢ †¢ †¢ †¢ †¢ % 4% 2% 0% -2% -4% -6% 07 08 09 10 11 Infl ation 12 13 14 15 16 17 Trade Exports: â‚ ¬1,034,140. 5m (? 8. 0%) 1. France 9. 6% 2. United States 6. 9% 3. Netherlands 6. 4% 4. China 6. 1% 5. United Kingdom 6. 0% Machinery & transport equipment, chemicals and food, drink & tobacco Demographics †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ 10% 8% 6% 4% 2% 0% 07 08 09 10 11 12 13 14 15 16 17 Unemployment rate GDP, constant prices: â‚ ¬2,436,330m GDP, current prices: â‚ ¬2,570,080m GDP per capita: â‚ ¬29,729. 4 (? 3%) GDP per capita (PPP-adjusted): â‚ ¬25,756. 3 (? 0. %) GDP related to agriculture: 1% GDP related to industry: 26% (? 4 percentage points) GDP related to service: 73% (? 4 percentage points) 348,672 km2 81,770,000 inhabitants (? 0. 2%) 234. 5 inhabitants per km2 Median age: 44. 9 years (2nd) Corruption perception: 8. 0 (? 0. 1) 39. 9m households Broadband subscribers: 31. 6% Urban population: 73. 8% Employed population: 50. 2% Imports: â‚ ¬880,951. 0m (? 9. 7%) 1. Netherlands 12. 9% 2. France 7. 6% 3. China 7. 1% 4. Belgium 6. 2% 5. Italy 5. 4% Machinery & transport equipment, chemicals and mineral fuels & lubricants Real GDP growthEconomic outlook The German economy is expected to recover from a weak end to 2012 with growth from the first quarter of 2013. With exports projected to recover and retail sales experiencing a welcome recovery, estimated GDP growth ranges from 0. 6 to 1. 3% in 2013 (2014: 1. 5 to 2. 4%). Unemployment is currently at its lowest for two decades, with business facing a shortage of skilled labour. Pay increases of up to 6. 5% awarded in 2012 should bolster consumer sentiment through to 2014. The healthy outlook is expected to generate improved public finances, turning the federal budget deficit to surplus in 2013.Source: The economist – Pocket World in Figures 2012 Edition, IMF, Bloomberg, ITC Trade Map, CIA World Factbook, ITU, Transparency International, IPC analysis Note: Brackets represent year-on-year development from 2010 or world ranking 5 IPC Carrier Intelligence Report – Deutsche Post DHL Germany: market & consumers Increasing number of consumers purchasing online Logistics market (bn T-km) Inland waterways 550 500 450 400 350 300 250 200 150 100 50 0 Financial services market (â‚ ¬bn) Road 9,000 -8% 8,000 7,000 6,000 -9% 5,000 4,000 3,000 2,000 1,000 0 Assets, all banks +11% Commentary Rail 2007 2008 2009 2010 2007 2008 009 2010 2011 According to the latest available figures, while German road freight grew by only 1. 8% in 2010 to 313bn Tonnekilometres (T-km), rail and waterways each expanded by around 12% to 107 and 62bn T-km respectively. Bank-owned assets increased by 11% over the fiveyear period to â‚ ¬8. 46tn. Household consumption grew by 1. 5% in 2011 after correcting for inflation, fuelling a German retail market which has remained steady despite the crisis in the Eurozone. The proportion of surveyed consumers purchasing online grew by 6 percentage points (p. p. ) in 20 11 to 54%, and average growth since 2002 has been above 4 p. . Broadband penetration seems to be reaching a plateau, with an increase of half a p. p. in 2011. Consumption expenditure Private final consumption expenditure, growth 2. 0% Online purchasing habits Last online purchase in the last 3 months Last online purchase more than a year ago / never ordered 100% Digitisation Internet users Broadband subscribers 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 1. 5% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2007 2008 2009 2010 2011 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 1. 0% 0. 5% 0. 0% -0. 5% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011Source: Eurostat, ITU, OECD, IPC analysis Note: T-km=Tonne-kilometres, representing the transport of one tonne of goods (including packaging and weight of transport units) over a distance of one kilometre. p. p. = percentage points 6 IPC Carrier Intelligence Report – Deutsche Post DHL Germany: corporates & media Newspaper ad market con tinues to decline but remains largest medium Forbes Global 2000 Media spend (â‚ ¬m) -4% Top 10 advertisers 1. Procter & Gamble Media-Saturn-Holding Ferrero Aldi Unilever L'Oreal Axel Springer Lidl Edeka 2010 2011 2012 +5% +27% 0% 2. 3. 4. 5,943 5,839 5,715 3,885 3,954 4,071 4,160Top 5 by revenue 17 Volkswagen Group (Auto & Truck Manufacturers) 409 E. ON (Electric Utilities) 37 Daimler (Auto & Truck Manufacturers) 50 Allianz (Diversified Insurance) 50 Siemens (Conglomerates) 3,465 5. 6. 7. 8. 9. 3,488 3,461 Top 5 by profits 17 Volkswagen Group (Auto & Truck Manufacturers) 50 Siemens (Conglomerates) 74 BASF (Diversified Chemicals) 37 Daimler (Auto & Truck Manufacturers) 61 BMW Group (Auto & Truck Manufacturers) Top 5 by market value 50 Siemens (Conglomerates) 227 SAP (Software & Programming) 74 BASF (Diversified Chemicals) 17 Volkswagen Group (Auto & Truck Manufacturers) 37 Daimler (Auto & Truck Manufacturers) 4% +10% 692 706 719 +8% 766 797 827 3,067 3,473 75 79 Cinema 82 10. Volk swagen Group Magazines Internet TV Newspapers Radio Outdoor Media review & outlook All digital media will gain share as they become more and more important for advertisers. The growth in the smartphone market and the implementation of full-video ads in websites will lead to increased budgets. Magazines and newspapers in particular will have a different position in the future as a lot of information and entertainment is provided by internet sites.Along with digital media, cinema, outdoor and TV helped to drive German ad market in 2012. Source: www. forbes. com/global2000, ZenithOptimedia Western Europe Market & Mediafact 2011, ZenithOptimedia Advertising Expenditure Forecasts December 2011, IPC analysis Note: Forbes Global 2000; numbers under top 5 represent global ranking 7 IPC Carrier Intelligence Report – Deutsche Post DHL Governance & strategy â€Å"The provider, investment and employer of choice in its market† www. dp-dhl. com Chairman of the Board Prof. Dr.Wulf vo n Schimmelmann Chairman 2009Born 1947 Other board positions: †¢ Accenture †¢ Thomson Reuters Chief Executive Officer Dr. Frank Appel CEO 2008Born 1961 Ownership 25. 5% state owned KfW Bank 74. 5% freely floating Organisation Previous positions: †¢ Managing Director, DP †¢ Partner, McKinsey Corporate Centre Deutsche Post DHL Vision & strategy Vision †¢ To remain The Post for Germany as well as The Logistics Company for the world Chairman of the Board of Management Dr. Frank Appel Finance, Global Business Services Lawrence Rosen Personnel Angela TitzrathStrategy †¢ Strong divisional focus: strategic priorities are individually set for the Mail, Express, Global Forwarding / Freight and Supply Chain divisions †¢ Group-wide initiatives: the new commercial organisation ‘Customer Solutions & Innovation' provides customers seeking solutions from across DHL divisions with easier access to services †¢ Unified corporate culture: corporate responsib ility initiatives under the motto of ‘Living Responsibility' focus on protecting the environment, disaster management and championing education Divisions Deutsche Post DHL Mail Jurgen Gerdes Express Ken AllenGlobal Forwarding, Freight Roger Crook Supply Chain Bruce Edwards Source: www. dp-dhl. com, Deutsche Post DHL annual report 2012 8 IPC Carrier Intelligence Report – Deutsche Post DHL Quarterly performance Q4 2012: Group revenue up 3% from Q4 2011; 7% increase for P Revenue and profitability +3% 15,000 14% 12% 10,000 5. 2% 5,000 4. 2% 4. 0% 10% 8% 4. 4% 4. 2% 6% 4% 2% 0 Q4 2011 Q1 2012 Q2 2012 EBIT margin Q3 2012 Q4 2012 0% Segment performance (â‚ ¬m) +3% +7% 8. 000 7. 000 6. 000 5. 000 4. 000 3. 000 2. 000 1. 000 0 Q4 2011 Mail Q1 2012 Parcels & Express Q2 2012 Logistics & Freight Q3 2012 Q4 2012 0%Total revenue, â‚ ¬m Volume Total international addressed mail Unaddressed admail 6,000 5,000 4,000 3,000 2,000 1,000 0 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Addr essed admail Priority or standard mail -4% Parcels and Express volume Parcels and Express 300 250 200 150 100 50 0 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 +7% Commentary Consolidated revenue rose â‚ ¬451m (3. 2%) yearon-year to reach â‚ ¬14,577m in Q4 2012. EBIT margin remained steady compared to Q4 2011 but dipped slightly on the previous quarter. The Parcels & Express division saw robust revenue growth, up 7% year-on-year.The strong performance was attributable to a significant rise in volumes (see left). Logistics revenues also increased year-on-year, while Mail division revenue stabilised. Mail volumes were down 4% year-on-year, accelerated by divestments in the international mail segment (-19. 2%). Source: Deutsche Post-DHL annual and interim reports 2011-12, IPC analysis 9 IPC Carrier Intelligence Report – Deutsche Post DHL Corporate performance Higher revenues with continued increase in EBIT margin in 2012 Revenue and profitability 60,000 50,000 40,000 30,000 20, 000 10,000 0 2008 Total revenue 2009 EBIT margin 2010 Net profit margin 2011 2012 -1. % -2. 2% 0. 5% 4. 9% 3. 4% 0. 5% 2. 3% 4. 4% 3. 1% -16% +11% +2% +5% 7% 6% 5% 4% 3% 2% 1% 0% -1% -2% -3% Cash flow 203 4. 6% 1,697 1,199 3,123 Beginning of period Cash flow Operating activities Investing activities Financing activities Segment information 2012 (2008) 2% (2%) 23% (25%) Share price development 2012 (2008) 20. 0 Commentary Consolidated revenue increased by 5. 1% to â‚ ¬55,512m in financial year 2012, with positive currency effects accounting for around two-thirds of this increase. The proportion of consolidated revenue generated abroad grew to 69. 7%,. Changes in the portfolio reduced revenue by â‚ ¬216m.At â‚ ¬2,665m, EBIT was 9. 4% up on the prior-year figure. Compared to 2008, Logistics and freight divisions have grown relative to other units and now generate 53% of consolidated revenue (Mail: 23%). In 2012 the Group’s share price outperformed the DAX for the second year running. 30% (31%) 15. 0 53% (50%) 22% (25%) 70% (69%) 10. 0 15,000 10,000 5,000 5. 0 Mail Parcels & express Logistics & freight Postal retail Domestic revenue International revenue 0. 0 1/1/01 1/1/03 1/3/05 1/2/07 1/2/09 1/3/11 0 1/1/13 Share price, â‚ ¬ Traded volume Source: Deutsche Post DHL annual reports 2008-2012, IPC analysis 0 IPC Carrier Intelligence Report – Deutsche Post DHL Business units Improved profitability for P and Logistics & freight Mail â€Å"Deutsche Post DHL is Europe’s largest postal company. It offers all types of products and services to both private and business customers, physical, hybrid and electronic letters and merchandise to special services such as cash on delivery and registered mail† Mail division Revenue in 2012 was on par with 2011, reaching â‚ ¬13,972m despite three fewer working days, which however had a noticeably negative impact on transactional mail.Strong results in the Parcel Germany unit (+9. 4%) balanced declines in transactional and addressed advertising mail. EBIT reached â‚ ¬1,051m, 5. 1 % below the prior-year figure, and was reduced by â‚ ¬151m as a result of an additional VAT payment demanded by the German tax authorities. Overall market share declined from 63. 7% to 62. 7%. Revenue, â‚ ¬m 15,000 EBIT margin -3% 20% 15% 10% 5,000 5% 0% 2008 2009 2010 2011 2012 Parcels & express â€Å"In the Express division, Deutsche Post DHL transport urgent documents and goods reliably and on time from door to door.The network spans more than 220 countries and territories, in which some 100,000 employees provide services for more than 2. 6m customers† Express division Excluding currency effects and the impact of a certain divestments in 2011, revenue increased by 6. 8% to â‚ ¬12,378m in 2012, a result still below precrisis levels. EBIT for the Express division however rose to a new high, reaching â‚ ¬1,108m (a margin of 8. 7%). The result was driven by revenue growth in all regions as well as one-time effects connected to restructuring provisions in the United States.Business trend was particularly dynamic in the Americas region, with revenue up by 20. 6% to â‚ ¬2,276m in 2012. Revenue, â‚ ¬m 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 2008 2009 2010 2011 2012 EBIT margin -6% 20% 15% 10% 5% 0% -5% -10% -15% -20% Logistics & freight â€Å"With a wide range of coverage and comprehensive offering for transporting freight by air, sea or land, DHL is one of the leading global freight and logistics companies. The Supply Chain business provide contract logistics solutions along the entire supply chain† Global forwarding/freight division Revenue grew by 3. % including positive currency effects of â‚ ¬507m. EBIT in the division improved due to high gross profit margins and constantly increasing efficiency. Supply chain division Increased EBIT was driven by improved contract portfolio management and cost efficiencies, compensating for mar gin pressure and costs associated with new customers. DHL is the leader in a fragmented market with a share of 7. 8%. Revenue, â‚ ¬m 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 2008 2009 2010 2011 2012 -5% 10% 5% 0% EBIT margin +8% 15% 10,000 0 Source: Deutsche Post DHL annual reports 2008-2012, IPC analysis 1 IPC Carrier Intelligence Report – Deutsche Post DHL Operations Year-on-year increase in P volume of almost 10% Mail volume International addressed mail Unaddressed admail 30. 000 25. 000 -12% 20. 000 15. 000 10. 000 5. 000 0 2008 2009 2010 2011 2012 -7% Addressed admail Transactional mail Parcels & express volume +24% Commentary Transactional mail volumes fell by 3. 0% year-on-year with private customer volumes declining much more than business customer volumes. In the Dialogue Marketing business unit, total sales volumes declined slightly over the course of the year.Unaddressed advertising mail was up year-on-year, whilst addressed advertising mail declined. D ivestment of a bulk mail business in the Netherlands and domestic business in the UK resulted in a large drop in international mail volumes. The flourishing e-commerce business is the primary reason for this consistently strong growth in parcel volumes, up 9. 8% in 2012. By year-end, 42,8129 FTEs were employed in more than 220 countries and territories, 1. 1 % more than in 2011. The retail network was fully contracted and stable in 2011. 1. 000 900 800 700 600 500 400 300 200 100 0 2008 2009 2010 2011 2012 EmployeesAverage full-time equivalents -4% Employees per business unit 2012 (2008) 3% (3%) 0% +1% 34% (32%) 43% (40%) Retail network Wholly-owned retail outlets Contracted retail outlets +48% 20. 000 +1% 15. 000 0% 500. 000 400. 000 300. 000 -4% 10. 000 200. 000 100. 000 0 2008 2009 2010 2011 2012 Mail Parcels & Express 20% (25%) Logistics & Freight Corporate 5. 000 0 2008 2009 2010 2011 Source: Deutsche Post DHL annual reports 2008-2012, IPC analysis 12 IPC Carrier Intelligence R eport – Deutsche Post DHL Human resources Significant increase in women in management since 2008 Part-time employees Average part-time employeesGender 2011 (2008) 2012 (2008) 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 2008 2009 2010 2011 -13% 18,5% (13. 5%) 36,7% (37. 7%) 63,3% (62. 3%) 81,5% (86. 5%) 2012 Women in total workforce Men in total workforce Women in management Men in management Absenteeism & staff turnover Staff turnover 2008 Absenteeism rate Satisfaction & engagement Employee satisfaction Commentary While the number of part-time employees employed by Deutsche-Post DHL has fallen by 13% since 2008, the proportion of women in the Group’s workforce dropped slightly over 2008-11 (the most recent data available).In terms of management, the company has seen an increase of five p. p. over the period, reaching 18. 5% in 2012. The company is committed to filling 25-30% of vacant management positions with women. Staff turnover fell significantly over 2009-11. Absenteeism continued to increase in 2012, reaching 7. 6%. Employee satisfaction has remained constant over the last three years. 2010 2009 2010 2011 2011 2012 2012 0% 2% 4% 6% 8% 10% 12% 14% 0 10 20 30 40 50 60 70 80 90 100 Source: Deutsche Post DHL annual reports 2008-2012, Deutsche Post DHL corporate social responsibility reports 2010-2011, IPC analysis 3 IPC Carrier Intelligence Report – Deutsche Post DHL Corporate responsibility Significant increase in the number of trainees hired Environmental responsibility â€Å"The primary focus of our environmental protection program GoGreen is to minimise our business operations’ greatest impact on the environment – CO2 emissions. We are also working to limit impacts where our business activities affect the environment in other ways† By the year 2020, the Group intends to improve the CO2 efficiency of own operations (Scope 1 & 2) and those of subcontractors (Scope 3) by 30% compared with 2007.In 2012, Scope 1 & 2 CO2 emissions were approximately 5. 4m tonnes (previous year: 5. 3m). Direct CO2 emissions rose slightly mainly due to the increased demand for air transport. Scope 3 emissions data for 2012 will be available upon the release of the CSR report in April 2013. CO2 emissions (t) CO2 emissions, scope 1&2 6,000,000 +31% 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 2009 2010 2011 2012 2010 2011 2012 +6% +2%Financial responsibility â€Å"We aim to strike a balance between our economic goals and society’s requirements by putting our experience and global presence to good use to help people and the environment† Net asset base (operating assets-operating liabilities) increased by â‚ ¬1,122m to â‚ ¬15,478m in 2012 due, in part, to the Group’s investments in software and IT systems and the purchase of freight aircraft as well as replacement and expansion investments in warehouses, sorting systems and vehicle fleet. A 42. 2% increase in net working capital was mainly attributable to the decline in liabilities and other items. Revenue per employee grew by 4% YOY.Employee value creation Revenue per employee +15% 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 2008 2009 2010 2011 2012 -12% +2% +4% Social responsibility â€Å"Bundled under the motto â€Å"Living Responsibility†, our efforts focus on three areas: environmental protection (GoGreen), disaster management (GoHelp) and championing education (GoTeach)† Deutsche Post DHL aims to actively promote the diversity of its workforce and attract a wide range of applicants. Measures to improve work-life balance available to employees in Germany include support services such as back-up childcare facilities for last-minute and emergency childcare.In 2011 more than 75% of trainees were offered continued employment. The number of trainees has increased by 31% since 2008. Trainee headcount Trainees 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 Source: Deutsche Post DHL annual reports 2008-2012, Deutsche Post DHL corporate social responsibility reports 2010-2011, IPC analysis 14 IPC Carrier Intelligence Report – Deutsche Post DHL Acquisitions & divestments 2009- Acquisitions Year 2012 Company LuftfrachtsicherheitService GmbH Exel Saudia LLC All you need GmbH 2SFG Tag Belgium SA CC DE Sector Logistics DivestmentsYear 2012 Company Deutsche Postbank Group (remaining shares) DHL Express Canada Exel Transportation Services Inc. Exel Transportation Services Inc. Innogistics LLC Exel Delamode Logistics SRL Fulfilment Plus GmbH 4C Associates Ltd. DHL Container Logistics UK Ltd. Global Mail Services SAS Deutsche Postbank Group CC DE Sector Regional Focus: Acquisitions 0 1 2 3 4 5 6 7 8 9 10 11 12 13 Region 4 3 3 3 Bank Germany US Rest of world 2012 2012 2012 2012 SA DE UK BE Logistics 2011 Mail Logistics Logistics 2011 CA Logistics CA Parcels Europe Business focus: Acquisitions US Logistics 1 2 3 4 5 6 7 8 9 10 11 12 13 2011 2012 20 11 2011 2011 intelliAd Media GmbH Adcloud GmbH Eurodifarm srl. Standard Forwarding llc Tag EquityCo Limited LifeConEx llc Post Logistics Australasia Polar Air Cargo Worldwide, Inc. DE DE IT US Information Information Logistics Logistics 2010 2010 US RO Logistics Logistics Area 1 10 2 Mail Information Financial services Other 2010 2009 2009 DE UK UK Warehouse Consulting Parcels & Express Logistics 2011 KY Logistics Effect on cash flow (â‚ ¬m) Shipping 100 2011 2011 US AU Logistics Logistics 2009 FR Mail 50 0 -50 -100 2010 Acquisitions 2011 Divestments 2012 009 US Logistics 2009 DE Bank Source: Deutsche Post DHL annual reports 2009-2012, IPC analysis Note: CC (country code) 15 IPC Carrier Intelligence Report – Deutsche Post DHL Product launches Innovations in parcels, freight forwarding and e-document management DHL Easy Return Product category Parcel return Description DHL Easy Return is a new parcel product introduced in September 2012 by DHL Global Mail, the DHL unit resp onsible for international mail and B2C parcels. Features includes software to create return labels via a web portal and Track & Trace functionalities.Retailers can now manage return volumes from almost all EU countries via a standardized process. Target group Retailers Read more Door-to-more Product category Freight forwarding Description In June 2012, DHL Global Forwarding, Freight, the air and sea freight specialist within Deutsche Post DHL, launched an intercontinental door-to-door distribution service from Asia-Pacific to Europe. Door-ToMore combines DHL's intercontinental air freight transportation capabilities with its European ground distribution network. Target group Suppliers Read more DHL Packstation mTANProduct category Parcel collection / security Description DHL Paket Deutschland introduced the mobile Transaction Number (mTAN) In October 2012 at all of its 2,500 parcel machines across Germany. The mTAN will allow users to pick up their items using a temporary code sent directly to their mobile, replacing the existing PIN code. Target group Parcel customers Read more DocWallet Product category E-document management Description Tablets and smartphones have become a fixture of modern life, being used more and more by people in their jobs. But until now, integrating mobile devices into a company's IT system has posed a security challenge.The DocWallet app is Deutsche Post's solution to this problem. Target group Business users Read more Source: www. dp-dhl. com Note: Where no English language webpage exists, hyperlinks above link to external translation. 16 IPC Carrier Intelligence Report – Deutsche Post DHL Key press releases 2012- 2013 Quarter 2 †¢ Manages vending machines in Switzerland Quarter 1 †¢ Improves flexibility for road freight services through mobile solution †¢ GoGreen carbon neutral feature added to DHL Express Envelope shipping option †¢ Improves carbon footprint with new multimodal service 012 Quarter 4 â₠¬ ¢ Deutsche Post and ADAC reviewing possible entry into German long-distance bus market †¢ DocWallet – The secure documents manager for the iPad †¢ First mechanized delivery site now running †¢ Issues three bonds worth a total of EUR 2. 0 billion †¢ Current level of globalisation still lower than precrisis peak †¢ Switches to Fitch Ratings †¢ Simplified authorization and more security for DHL PackstationQuarter 3 †¢ Razorfish to develop digital strategy †¢ Postal rates for 2013 approved †¢ Opens Energy Center in Houston, Texas †¢ Express unit announces annual general price increase for 2013 †¢ Launches European return service for online retailers †¢ Proposes rate increase for letters for 2013 †¢ DHL now delivering parcels to customer's outlet of choice in Germany †¢ 400 million euros invested in letter mail network †¢ DHL marks the start of a unique City Logistics project in China †¢ Acquires onl ine marketing specialist intelliAd †¢ Launches MyDHL to enhance customer experience †¢ DHL Vision Suite opened up at DHL Innovation Center †¢ Completes Postbank transaction †¢ Angela Titzrath to become Deutsche Post DHL's Board Member for Personnel †¢ State aid ruling of European Commission will not affect net profit Source: www. dp-dhl. com 17 IPC Carrier Intelligence Report – Deutsche Post DHL Key press releases 20112011 Quarter 4 †¢ Pay online with giropay – now available at DHL Checkout †¢ EU Commission praises SEPA migration in Germany †¢ Appoints new COO for DHL Global Forwarding †¢ Appoints new CEO for DHL Freight †¢ International award for Sustainability Report †¢ Cooperation with IBM on E-Postbrief †¢ Appoints new CCO for DHL 012 Quarter 2 †¢ Introduces new recall solution for the automotive industry †¢ Introduces new multi-modal solution from Asia to Europe †¢ German financial authorit ies decide on VAT payment †¢ Federal government demand for repayment of state aid set at EUR298 million †¢ European letter price survey for 2012: Standard letter in Germany still inexpensive compared to 29 other countries †¢ Corporate Responsibility Report 2011: improves CO2 efficiency index by two index points Quarter 1 †¢ DHL Vision Suite opened up at DHL Innovation Center †¢ Completes Postbank transaction †¢ Angela Titzrath to become Deutsche Post DHL's Board Member for Personnel †¢ State aid ruling of European Commission will not affect net profit Quarter 2 †¢ DHL expands service for the pharmaceutical sector †¢ European letter price survey for 2011 †¢ Roger Crook follows Hermann Ude as Board Member for DHL Global Forwarding, Freight †¢ DHL wins EUR 10. 6 million deal with KPMG and expands Singapore Aerospace Hub Quarter 1 †¢ European Enterprise Award for Deutsche Post DHL †¢ DHL Express with quality certification for all European and U. S. facilities †¢ Dedication to global data protection is a successQuarter 3 †¢ DHL acquires 100 per cent ownership of LifeConEx †¢ Extends board member mandate of CFO Rosen for another five years †¢ E-Postbrief to become part of Europe's largest corporate network †¢ Williams Lea acquires the world's largest independent marketing execution and production agency, Tag †¢ DHL provides CO2-neutral transport for all private customer parcels throughout Germany Source: www. dp-dhl. com 18 IPC Carrier Intelligence Report – Deutsche Post DHL Outlook & targets 2012- Outlook Strategic targets Deutsche Post DHL expects consolidated EBIT to reach between â‚ ¬2. 72. 95bn in financial year 2013, assuming the world economy and trade grows by approximately 3% and the economy picks up momentum as the year progresses The mail division is expected to contribute between â‚ ¬1. 1-1. 2bn to consolidated EBIT. Compared with the previous year , an additional improvement in overall earnings to between â‚ ¬2-2. 15bn in the DHL divisions is forecastUnder the direction of new Board Member for Human Resources, Angela Titzrath, the Group will aim to develop a global HR management system under the â€Å"One HR† programme The Group aims to maintain and improve its presence and growth potential in the emerging Economies of Brazil, Russia, India, China and Mexico (BRIC + M). The Group’s Board of Management receives regular updates on business performance in these countries In 2013 the Group plans to invest a maximum of â‚ ¬1. 8bn. In the coming years, the figure is expected to fall back to a normal level. The focus will continue to be on IT, machinery, transport equipment and aircraft. Crossdivisional capital expenditure is expected to decrease slightly in 2013.Investments will again be centred on our vehicle fleet and IT Finance: Group strategy calls for paying out 40 to 60% of net profits as dividends as a ge neral rule. At the AGM on 29 May 2013, a â‚ ¬0. 70 dividend per share proposal for financial year 2012 will be put to shareholders On 6 September 2012, KfW sold 60 million Deutsche Post shares. This was the first placement since 2006 and it reduced KfW’s stake to 25. 5%; free float increased to 74. 5% The German Federal Network Agency approved Deutsche Post’s request for an adjustment in postage rates for 2013. The price for a standard domestic letter weighing up to 20g rose from â‚ ¬0. 55 to â‚ ¬0. 58 on 1 January 2013 Source: www. dp-dhl. com, Deutsche Post DHL annual report 2012 19 IPC Carrier Intelligence Report – Deutsche Post DHLInternational Post Corporation â€Å"The Leader for Postal Industry Intelligence and Research† To be successful in the postal industry today, strategic decisions must be based on relevant and time-critical business intelligence. With a team of experienced managers and analysts specialising in industry intelligence a nd research, IPC is able to provide essential knowledge on trends affecting the strategic direction of the postal industry. IPC Carrier Intelligence reports provide critical intelligence on the business performance and strategies of 40 leading global postal and logistics operators. These reports can be downloaded from the Market Intelligence section at www. ipc. be. A range of member-only publications and online tools can be accessed by individuals working for IPC members. These include:Statistical Database An online tool allowing members to generate statistical reports according to a variety of criteria, including macro economic, market, postal financial and operational data Global Postal Industry Report An industry benchmark report providing a holistic and in-depth review and analysis of industry performance Focus on the Future Report A publically available IPC and BCG joint-publication that takes a detailed and in-depth look at the future prospects of the postal sector IPC Market Intelligence Global Monitor A quarterly report presenting detailed and up-to-date confidential information on domestic and international postal volume and revenue trends If you work for an IPC member and you are not already registered, please visit the member login page at our website. 20 IPC Carrier Intelligence Report – Deutsche Post DHL International Post Corporation Avenue du Bourget 44 1130 Brussels, Belgium Tel +32 (0)2 724 72 11 Fax +32 (0)2 724 72 32 www. ipc. be  © IPC 2013 Further IPC Carrier Intelligence Reports available at www. ipc. be

Disaster Hit Japan Fukushima Daiichi Nuclear Power Station Engineering Essay

IntroductionCatastrophe hit Japan Fukushima Daiichi atomic power station on March 11, 2011, Due to the broad release of radiation from the Chernobyl accident in 1986 and is far worse than the 1979 Three Mile Island accident in the United States. Unlike at Chernobyl and Three Mile Island, Fukushima devastation was initiated by natural catastrophes monolithic temblor and tsunami rather than equipment failure and human mistake. The tsunami knocked out the backup power systems needed to chill the reactors at the works, doing some of them to undergo runing fuel, H detonations and radioactive releases. Fukushima catastrophe surveies have identified alterations in the design, response actions, and other safety betterments that can be reduced or removed the sum of radiation released from the mill. As a consequence, Fukushima has prompted a re-examination of atomic safety demands around the universe, including the United States. Radioactive taint from the Fukushima works required the emptying of communities up to 25 stat mis off, which affects up to 100,000 people, many of them everlastingly banded from their places. Believed to hold prevented the transportation of radiation exposure among occupants of Nipponese regulative bounds in most instances. Near-term mortality and morbidity ensuing from radiation may non be believed ; even malignant neoplastic disease and other long-run wellness effects remain possible. Workers at the works exposed to radiation degrees far higher, with at least two suffered radiation Burnss on their pess after wading in contaminated H2O. Two other workers drown in the tsunami. Catastrophe recovery has absorbed on reconstructing the chilling systems at three of the most earnestly damaged reactors at the works six units and halt the radioactive emanations into air and H2O. The work has been affected by high radiation degrees in the works and the go oning terrible structural harm. Nipponese authorities declared December 16, 2011, that damaged the Fukushima reactors has reached â€Å" cold closure, † a milepost in the reactor chilling H2O is below the boiling temperature at atmospheric force per unit area. In the winter closing, the menace of progress releases of radioactive diminution may let some occupants to get down returning to the least contaminated emptying zone. Japan ‘s environment curate announced December 19, 2011 that about $ 15 billion was Provided for the taint of the works Fukushima Daiichi, an duty that has of all time occurred before. Complete decommissioning and leveling the works is expected to take 40 old ages, and the entire cost of catastrophes late expected by the commission of the Nipponese authorities exceeded $ 75 billion. Institute of Nuclear Power Operations ( INPO ) , a security organisation established by the U.S. atomic power industry after the Three Mile Island accident, publish a elaborate description of the Fukushima accident in November 2011. INPO study affords a timeline of actions taken in response to each unit Fukushima Daiichi works and the agreement of events taking to the chief reactor nucleus harm and radioactive release. It aims â€Å" to supply accurate, amalgamate beginning of information † about the event. However, the study notes, â€Å" Because of the extended harm at the site, some of the event inside informations are non known or have non been confirmed. The intent of this CRS study is to highlight facets of the Fukushima catastrophe that may bear on the safety of U.S. atomic workss and atomic energy policy in general. It gives a brief account of the Fukushima incident, including new inside informations provided by INPO studies, public discourse by the catastrophe, and a description of U.S. assistance given to Japan.DrumheadThe immense temblor and tsunami that struck Japan ‘s Fukushima Daiichi atomic power station on March 11, 2011, knocked out backup power systems that were needed to chill the reactors at the works, doing three of them to undergo fuel thaw, H detonations, and radioactive releases. Radioactive taint from the Fukushima works forced the emptying of communities up to 25 stat mis off and affected up to 100,000 occupants, although it did non do any immediate deceases. Tokyo Electric Power Company ( TEPCO ) operates the Fukushima atomic power composite in the Futaba territory of Fukushima prefecture in Northern Japan, dwelling of six atomic units at the Fukushima Daiichi station and four atomic units at the Fukushima Daini station. All the units at the Fukushima composite are boiling H2O reactors, with reactors 1 to 5 at the Fukushima Daiichi site being the General Electric Mark I design, which is besides used in the United States. The Fukushima Daiichi reactors entered commercial operation in the old ages from 1971 ( reactor 1 ) to 1979 ( reactor 6 ) . The Fukushima Daini reactors shut down automatically after the temblor and were able to keep sufficient chilling. When the temblor struck, Fukushima Daiichi units 1, 2, and 3 were bring forthing electricity and close down automatically. The temblor caused offsite power supplies to be lost, and backup Diesel generators started up every bit designed to provide backup power. However, the subsequent tsunami flooded the electrical switchgear for the Diesel generators, doing most AC power in units 1 to 4 to be lost. Because Unit 4 was undergoing a care closure, all of its atomic fuel had been removed and placed in the unit ‘s exhausted fuel storage pool. One generator continued runing to chill units 5 and 6. The loss of all AC power in units 1 to 3 prevented valves and pumps from operating that were needed to take heat and force per unit area that was being generated by the radioactive decay of the atomic fuel in the reactor cores. As the fuel rods in the reactor nucleuss overheated, they reacted with steam to bring forth big sums of H, which escaped into the unit 1, 3, and 4 reactor edifices and exploded ( the H that exploded in Unit 4 is believed to hold come from Unit 3 ) . The detonations interfered with attempts by works workers to reconstruct chilling and helped distribute radiation. Cooling was besides lost in the reactors ‘ spent fuel pools, although recent analysis has found that no important overheating took topographic point. Radioactive stuff released into the ambiance produced highly high radiation dosage rates near the works and left big countries of land uninhabitable, particularly to the Northwest of the works.Picture1. Japan Earthquake Epicentre and Nuclear Plant LocationsThe temblor on March 11, 2011, off the east seashore of Honshu, Japan ‘s largest island, reportedly caused an automatic closure of 11 of Japan ‘s 55 operating atomic power plants.5 Most of the closures proceeded without incident. However, the workss closest to the epicenter, Fukushima and Onagawa ( Refer picture 1 ) , were damaged by the temblor and ensuing tsunami. The Fukushima Daiichi works later suffered hydrogen detonations and terrible atomic fuel harm, let go ofing important sums of radioactive stuff into the environment.Picture 2.General Electric Mark I Boiling Water Reactor and Containment BuildingTokyo Electric Power Company ( TEPCO ) operates the Fukushima atomic power composite in the Futaba territory of Fuk ushima prefecture in Northern Japan, dwelling of six atomic units at the Fukushima Daiichi station and four atomic units at the Fukushima Daini station. All the units at the Fukushima composite are boiling H2O reactors ( BWRs ) , with reactors 1 to 5 at the Fukushima Daiichi site being the General Electric Mark I design ( Refer Picture 2 ) . The Fukushima Daiichi reactors entered commercial operation in the old ages from 1971 ( reactor 1 ) to 1979 ( Reactor 6 ) .Identifies whether the Fukushima atomic catastrophe is natural or man-made. Clearly explain your justification.Fukushima Daiichi atomic power works is located in the towns of Okuma and Futaba Japan. Commissioned in 1971, this works consists of six boiling H2O reactors which drove the electrical generators with a combined power of 4.7 GW, doing Fukushima Daiichi one of the 15 largest atomic power Stationss in the universe. Fukushima was the first atomic works to be designed, constructed and run in concurrence with General Electric, Boise, and Tokyo Electric Power Company ( TEPCO ) .The works suffered major harm from the 9.0 temblors and subsequent tsunami that hit Japan on March 11, 2011 and, as of today, is non expected to reopen. The temblor and tsunami disabled the reactor chilling systems, taking to atomic radiation leaks and triping a 30 kilometer emptying zone environing the works. On April 20, 2011, the Nipponese governments declared the 20 kilometer emptying zon e a no-go country which may merely be entered under authorities supervising. Although triggered by these cataclysmal events, the subsequent accident at the Fukushima Daiichi Nuclear Power Plant can non be regarded as a natural catastrophe. Damage by the temblor and the consequent tsunami could non be ruled out as direct causes of the catastrophe, nevertheless. This determination may hold serious deductions for Japan ‘s integral atomic reactors, which were shut down following the Fukushima accident. An independent probe committee accused TEPCO and regulators at the atomic and industrial safety bureau of neglecting to take equal safety steps, despite grounds that the country was susceptible to powerful temblors and tsunamis, Fukushima atomic power works accident was the consequence of collusion between the authorities, the regulators and TEPCO, and the deficiency of administration. It besides said that, â€Å" They efficaciously betrayed the state ‘s right to be safe from atomic accidents. It is believed that the root causes were the organizational and regulative systems that supported faulty principles for determinations and actions, instead than issues associating to the competence of any specific person. Therefore, the independent probe committee concluded that the accident was clearly ‘man-made ‘ that could and should hold been foreseen and prevented.Carefully observed the industrial procedure and operation of the Fukushima atomic works.Any typical atomic reactor set aside Fukushima power works is merely portion of the life-cycle for atomic power. The procedure starts with uranium mines situated belowground, open-pit, or unmoved leach mines. Atoms of U are the largest and besides the heaviest known to happen on Earth. Bing heavy they are besides really unstable. The karyon of a uranium atom can easy interrupt up into two smaller pieces. This procedure is called fission. The two fragments so produced fly apart with enormous velocity. As they collide with other atoms in a ball of U they come to a halt. In the pr ocedure they heat up the uranium ball. This is how energy is released from the atom and converted to heat. The energy produced in fission is described as atomic energy by some and atomic energy by others. In any instance, the U ore is extracted, normally converted into a stable and compact signifier such as U308, and so transported to a processing installation. Here, the U308 is converted to uranium hexafluoride, which is so enriched utilizing assorted techniques. At this point, the enriched U, incorporating more than the natural 0.7 % U-235, is used to do rods of the proper composing and geometry for the peculiar reactor that the fuel is destined for. The fuel rods will pass about 3 operational rhythms ( typically 6 old ages entire now ) inside the reactor, by and large until approximately 3 % of their U has been fissioned, so they will be moved to a spent fuel pool where the short lived isotopes generated by fission can disintegrate off. After about 5 old ages in a spent fuel pool the spent fuel is radioactively and thermally cool plenty to manage and it can be moved to dry storage casks or reprocessed. Control of operation of the atomic power station involves two things. Regulation of power coevals to keep it at a safe and steady degree and secondly entire closure of the reactor really rapidly if needed. The power is kept changeless by the usage of what are known as adjustor rods. These are unstained steel rods. When these rods are introduced into the reactor vas, the concatenation reaction slows down and heat coevals beads. If the control rods are somewhat pulled out of the reactor vas, the concatenation reaction picks up and power degree rises. In another word if the reactor gets excessively hot, the control rods are lowered in and it cools down. If that does n't work, there are sets of exigency control rods that automatically drop in and close the reactor down wholly. To shutdown the reactor wholly, the heavy H2O is drained out of the reactor vas in a fraction of a 2nd. In the absence of heavy H2O in the vas, the concatenation reaction ceases wholly. Below shows the simple proce dure for easy apprehension of Fukushima atomic Power Plant and many others. Advantages of atomic power works Nuclear power costs about the same as coal Does non bring forth fume or C dioxide, so it does non lend to the nursery consequence Produces little sums of waste. Produces immense sums of energy from little sums of fuel. Nuclear power is dependable. Disadvantages of atomic power works Nuclear power is dependable, but a batch of money has to be spent on safety – if it does travel incorrect, a atomic accident can be a major catastrophe. Although non much waste is produced, it is really unsafe. It must be sealed up and buried for many 1000s of old ages to let the radiation to decease off. For all that clip it must be kept safe from temblors, implosion therapy, terrorists and everything else.Measure the impact of the Fukushima atomic catastrophe to the society, ecology, sociology and wellness.The prostration of the Fukushima Dai-ichi Nuclear Power Plant caused a monolithic release of radioactive stuffs to the environment. A prompt and dependable system for measuring the biological impacts of this accident on animate beings has non been available. The monolithic release of radioactive caused physiological and familial harm to the pale grass blue Zizeeria Maha, a common lycaenid butterfly in Japan. Samples were collected in the Fukushima country in May 2011, some of which showed comparatively mild abnormalcies. The 1st coevals offspring from the first-voltine females showed more terrible abnormalcies, which were inherited by the newer coevals. Adult butterflies collected in September 2011 showed more terrible abnormalcies than those collected in May. Similar abnormalcies were by experimentation reproduced in persons from a non-contaminated country by external and internal low-dose exposures. It is apparent that unreal radionuclides from the Fukushima Nuclear Power Plant caused physiological and familial harm to this species. The ternary catastrophe has highlighted and compounded such preexistent underlying issues as falling birth rates, the fragmenting of the household unit, and the shrinkage of local communities. During the five old ages before the catastrophe, birth rates had been steadily falling in Japan. The now day-to-day concerns about radiation degrees, safe nutrient and H2O have left many immature twosomes unwilling to take on the perceived hazardous undertaking of raising kids in a unsafe environment. The prevailing tendency during the pre-quake old ages, brought about chiefly by deficiency of economic development in local communities, had been for immature people to go forth their small towns to seek higher-paid occupations in the larger towns and metropoliss, merely returning place for vacations and other jubilations. The immediate effect of this has been the diminution of small town communities. The longer-term effect will be the eroding of regional individuality, at a clip when, more than of all time, communities affected by the temblor need their younger coevals. Predicted future malignant neoplastic disease deceases due to accrued radiation exposures in the population life near Fukushima have ranged from none to 100 to a non-peer-reviewed â€Å" guestimate † of 1,000. On 16 December 2011, Nipponese governments declared the works to be stable, although it would take decennaries to decontaminate the environing countries and to decommission the works wholly.Outline the actions taken by Tokyo Electric Power Company ( TEPCO ) , authorities and the regulative organic structure during the happening of the Fukushima atomic catastrophe.Roadmap towards the decommissioning of Units 1-4 of TEPCO Fukushima Daiichi N uclear Power Station Cold Shutdown Condition is maintained at Unit 1-3. Measures to complement position monitoring are being implemented. Probe of the interior of Unit 1 PCV and installing of PCV thermometer and H2O gage Installation of Unit 2 RPV alternate thermometer Countermeasures against accrued H2O increased by groundwater invasion Groundwater invasion bar ( Groundwater beltway ) Removal of radioactive stuffs ( Multi-nuclide remotion equipment installing ) Storage of contaminated water/treated H2O ( Additional armored combat vehicles ) Continue execution of steps to minimise the impact of radiation on the country outside the power station Effective radiation dose decrease at the site boundaries Decrease of densenesss of radioactive stuffs included in the saltwater in the port Preparation for fuel remotion from the spent fuel pool is in advancement Debris remotion from the upper portion of Units 3-4 Reactor Building and cover installing for fuel remotion at Unit 4 Soundness probe of the fresh ( unirradiated ) fuel in Unit 4 spent fuel pool Procuring a sufficient figure of workers and work safety Guaranting the APD use and coaction with concerted companies Heat stroke bar Research and development for fuel dust remotion and radioactive waste processing and disposal Decontamination of the interior of edifices and development of the comprehensive radiation dose decrease program Probe and fix of the escape on the underside of the PCV Understanding and analysing the status of the interior of the reactor Word picture of fuel dust and readying for fuel dust processing Radioactive waste processing and disposal Strengthening of Research and Development direction Future program for research Centres Research and Development Management Headquarters Procuring and furthering human resources from a long- and-midterm position Apart from all those mentioned above, Japan have besides taken a good deal more measure as per below during the happening of the atomic power works catastrophe Probes of the Nipponese Lower House New legal limitations for exposure to radiation proposed Request for decommissioning the Tokai Daini Power works Fukushima wants all 10 atomic reactors scrapped TEPCO petition for authorities compensation At least 1 trillion hankerings needed for decontamination Majority of Nipponese atomic reactors taken off line Excess staff members for Kiev embassy Energy argument changed in Japan 40 twelvemonth bound for life span of atomic reactors Food-aid used to take down frights for contaminated nutrient abroad Okuma asked to be declared as no-go-zone Delay of linear closure in Fukushima No return-zone Evacuation zone partial lifted Monitoring the impact of radiation-exposure at the wellness of occupants Testing School tiffins Stress-tests Debris disposal Interim Storage installation Condemnable charges against NISA, NSA and TEPCO Compensation standards for former occupants of the emptying zonesPropose effectual preventative action to be strengthen by Tokyo Electric Power Company ( TEPCO ) in re-examine the atomic works safety.Before the Fukushima Dai-ichi atomic catastrophe, TEPCO did non put in topographic point tsunami protection steps as portion of its accident direction plan. The TEPCO ‘s steps against a state of affairs, in which reactor nucleuss are earnestly damaged by a natural catastrophe other than a tsunami, were besides rather lacking. This came to visible radiation from the testimony of several TEPCO functionaries during hearings conducted by this Investigation Committee. At the Fukushima Dai-ichi, three of its atomic reactors got severe coincident harm. After deluging cut off all power supply, there was no defence at all to cover with this, doing it highly hard to get by with the state of affairs. One can merely reason that TEPCO ‘s deficiency of anterior accident direction steps to cover with a tsunami was an highly serious job. However below are the guidelines TEPCO should see in re-examining the works safety The demand for independency and transparence Organizational readiness for Swift and effectual exigency response Recognition of its function as a supplier of disaster-related information to Japan and the universe Retention of ace human resources such as greater specialised expertness Attempts to roll up information and get scientific cognition Palingenesis Lack of terrible accident readiness for tsunamis Lack of consciousness of the branchings of a multidimensional catastrophe Lack of an across-the-board positionDecisionTepco Fukushima Nuclear Power Plant accident was the consequence of collusion between the authorities, regulators and the [ private works operators ] Tepco, and the deficiency of administration by the said party. They efficaciously betrayed its right to be safe from a atomic accident. Therefore, we concluded that the accident was clearly â€Å" semisynthetic † . We believe that the cause of the organisation and ordinance instead than issues related to the competency of any peculiar person. All the right failed to develop the most basic safety demands – such as measuring the chance of harm, ready to incorporate the indirect harm from any catastrophe, and develop emptying programs for the populace in instance of a serious release of radiation.

Protein Article Research Paper Example | Topics and Well Written Essays - 250 words

Protein Article - Research Paper Example In humans, protein requirements depend on age, sex and weight. According to World Health Organisation rapid growth occurs during the period of infancy which ranges from 0-1 years. Growth is made up of increase in height, weight and mass. It also involves the development and maturation of various body systems. The rapid increase in growth is marked by an increase in the number and sizes of the body cells. This solely depends on the amount of protein provided in the diet. According to WHO, infants require about 0.8 g/kg body weight of dietary protein while as adults require about 0.5g/kg for growth (Scrimshaw, 2002). The American Academy of Pediatrics (AAP) advocates that a full term should be feed exclusively on breast milk for the first six months. Proteins constitute 6% of breast milk and are essential for the growing infant. According to the WHO, protein requirements are determined by the weight of an individual. Infants require more proteins as a percentage of body weight when compared to adults. An infant who weighs an average weight of 10kg requires 11.8g/day of protein while an adult who weigh about 50kg requires about 42g/day (Barrett, 2009). This is because infants have a high energy demand owing to the high surface area to volume ratio. This means that infants loss more heat than adults thus have a higher caloric demand as compared to adults. The intestines of a normal adult contain bacteria also known as normal flora. These organisms aid in the breakdown of complex protein to simple amino acids which are easily absorbed. The breaking down of dietary proteins to absorbable amino acids also requires complex enzymes. However, in infants these mechanisms are not fully developed (Barrett, 2009). This means that infants have to consume large amounts of proteins to meet their daily dietary requirement. In conclusion, protein requirements depend on the age, sex and

The Ebola Virus Research Paper Example | Topics and Well Written Essays - 750 words

The Ebola Virus - Research Paper Example The Ebola virus, Sudan and Zaire subtype in particular, were first discovered in an equatorial province west of Sudan and the nearby region of Democratic Republic of Congo formerly Zaire in 1976. The discovery was made after serious epidemics were reported in the village of Yambuku located in the northern region of the Democratic Republic of Congo and Nzara village in the Southern Sudan. The Reston virus was discovered in the western pacific in 1989 during an outbreak of simian hemorrhagic fever virus (SHFV), while the Cote d’Ivoire species of virus were discovered in 1994 in a Tai forest in the country of Cote d’Ivoire (Peter, 2009). Some of the early symptoms characterized by the Ebola virus include: headache, sudden onset of fever, intense weakness, muscle pain and sore throat. Vomiting, diarrhea, rash, impaired kidney and liver function often follows at an advanced stage of the disease, and in some cases both external and internal bleeding have been reported. Resear ch findings have shown low counts of white blood cells and platelets and platelets, as well as elevated liver enzymes (Ryabchikova, 2004). The Ebola Virus is said to be transmitted by direct contact with body fluids of infected individuals or blood, secretions. Transmission of Ebola has been linked to burial ceremonies where mourners have had direct contact with the body of the deceased person who suffered from this virus. The cause of infections of Ebola virus in humans has resulted from the human handling of infected non-human primates such as the chimpanzees, gorillas and consumption of forest antelopes either dead or alive or both. These cases have been reported and documented in the Cote d’Ivoire and the Democratic republic of Congo. The transmission of the Reston species, however, is because of handling the cynomolgus monkey (Bausch, 2011). Health care workers have not been left behind in the infection chain, and they have largely been infected in the line of duty. This is through treating the Ebola patients at a close contact, without following standard infection control precautions, and inadequate nursing procedures has always been the case in most African countries. The incubation period for the disease is put at a minimum of two days and maximum of 21 days (Ryabchikova, 2004). The natural reservoir of the Ebola Virus is still unknown to humans, despite the extensive studies directed to its course. All that is known is that it seems to reside in the rainy forests of the African continent and the western pacific, and although non-human primates have been the source of infections for human, they are believed to have been directly infected by the natural reservoir or some transmission chain in the natural reservoir. Some of the virulent factors that have led to Ebola infections in humans are linked to direct contact with chimpanzees, monkeys, guinea pigs, gorillas and porcupines in the rainy forests of Africa. However, there have been speculations that bats have played a role in maintaining the Ebola virus in the tropical forest since they caught the infection and did not die from it. This case forms one of the many hypotheses developed to explain the origin of the Ebola virus (Peter, 2009). Ebola virus test are extremely biohazard risk and are only conducted under maximum biological containment conditions. Diagnosis of the Ebola can be done under specialized laboratories where

Computer Assignment Essay Example | Topics and Well Written Essays - 1500 words

Computer Assignment - Essay Example (See PARC History) They have also partnered with SolFocus, Inc. to develop new concentrator photovoltaic systems, which may lead to the creation of less-expensive solar power. Steve Jobs and Bill Gates are visionaries who helped to create the world of personal computers and computing as we know it today. Without both of their ideas, and their willingness to risk it all for those ideas, personal computers might not have become a staple in many homes throughout the world. Their enthusiasm proved to be infectious and as time has shown well merited. They were able to take the ideas and works of others and refine them, build upon them, and make them their own. If Steve Jobs had never gone to PARC users of computers wouldn't be able to point and click with their mice. If Bill Gates had not bought Seattle Computer Products' QDOS there would not has been MS-DOS and IBM's PCs might not have become such a big success. There biggest commonality is their ability to sell semi-functional products to people and make them believe that they got their money's worth. Apple's first computers crashed with some regularity and many people joke about having to open and close Windows to make it work. But people kept buying their products, knowing that they didn't function fully or properly because these men were dynamic salesmen. They were the P.T. Barnum's of the personal computing industry. These are just a few of their similarities, but they are two very different people, as is proven by the paths their lives have taken since their careers began. Steve Jobs is said to be attitudinal, conceited, and cruel to underlings, as is Bill Gates according to former staff members and writers, but Job's attitude has forced him to keep moving from company to company and idea to idea. His attitude and behavior forced him out of a project he was leading at Apple and led to his being forced into an office with nothing to do. Jobs' antinetworking attitude may have held him back from being a bigger success. Though the Next computer, introduced in 1988, had built in Ethernet networking capabilities, his insistence "that the proper use of his computer was to transfer data on a removable disk," led to his refusing orders for NeXT computers to buyers who

Religion College Essay Example | Topics and Well Written Essays - 500 words

Religion College - Essay Example process or act of making divine knowledge understood, often through direct ontological realization which transcends the human state and reaches into the divine intellect. Revelation in a religious sense can originate from God, a deity, or agents such as angels, and discloses a willed outcome, principles, behaviors, laws and doctrines. For example, most religions have religious texts viewed as sacred and revealed by the Divine, the monotheistic religions viewing them as the so-called Word of God. (http://en.wikipedia.org/wiki/Revelation) There are two distinct dimensions to revelation: outer words and deeds, and subjective human experience. Miracles in the Old Testament are a prime example of the former type of revelation. Take, for example, the parting of the Red Sea in Exodus, to allow the Hebrews to pass safely through while the pursuing Egyptian army was drowned. This direct revelation of the Divine Will obviously had both positive and negative aspects since it favored the Hebrews as the Chosen People over the Egyptians who had enslaved them. Another instance of negative revelation would be the Ten Plagues which preceded the Exodus, as the Egyptian enslavers were subjected to harsher and harsher punishments for the Pharaoh ´s refusal to free the Hebrews as their leader, Moses, demanded.

Scientific considerations of carbon footprint Essay

Scientific considerations of carbon footprint - Essay Example This is a reason for the alert signal the global warming has created the worldover. The CO2 emission in UK households is shown below, the transport and energy consumption being the biggest emitters (Fig. 1 . from Weidmann and Minx 2007 from SEI et. al. 2006). FIG. 1 1.2 Aims and Objectives of the Report The present report is an attempt to search for the answers of the following: 1. What are the probable effects of climate change on our economy 2. What are the options to the local authorities to reduce carbon footprint of their area.What are their strengths and constraints 3. How do corporate can help combat global warming. Can they be model for cognitive approach to this issue. 4. How sustainable development is linked to environment management 1.3 Effects of Climate Changes on our Economy The climate change due to carbon emission may affect the world economy as follows: - The productivity of food to be reduced, increasing the prices of all basic commodities along with food - Increasing the household and business consumption of energy and costs since coolinguses more energy than heating. - Increasing heat related illnesses and infectious diseases affecting quality of life - Damage to the natural environment and disturbing the biodiversity - Parts of Africa and Asia may become uninhabitable through drought or flooding as aresult other parts of world coming under pressure due to migration (Man.CityCouncil,2008)). 2. Role of Local Bodies in Tackling Climate Change Issue 2.1 OPTIONS AND INITIATIVES Consider an example of Manchester in UK. The Manchester City Council (2008) quotes DEFRA (2004)... Weidmann and Minx (2007) include only CO2 in the analysis though greenhouse gases are a mixture methane, nitrous oxide, sulphur dioxide etc.,along with CO2, many of these cannot be measured like CO2. Moreover, they feel when all gases included it should be termed 'climate footprint' instead since many of the gases do not even have carbon. The emission of greenhouse gases cause global warming i.e. the global temperature may increase more than 2oC by the end of this century. The government has proposed a Climate Change Bill whereby a target of reducing CO2 emissions by 60% by 2050 has been set. But there are doubts about this target as the research indicated that reduction in carbon footprint should exceed 60% to keep temperature increase within 20C. This is a reason for the alert signal the global warming has created the worldover. The CO2 emission in UK households is shown below, the transport and energy consumption being the biggest emitters (Fig. 1 . from Weidmann and Minx 2007 from SEI et. al. 2006). Consider an example of Manchester in UK. The Manchester City Council (2008) quotes DEFRA (2004) that the city emits over 3.3 million tonnes of CO2 annually. The break up is 47% commercial, 30% domestic and 23% transport.

Human Resource Strategy Case Study Example | Topics and Well Written Essays - 2750 words

Human Resource Strategy - Case Study Example This company is a worker co-op. It is one of the most exemplary companies when it comes to implementation of best practice strategies. This is because all the employees within the organisation are part owners of the organisation. The organisation focuses on addressing all their needs whether in the reward section or elsewhere. On the other hand, the employees pay back these efforts through commitment and best performance. Best practice has formed one of the organisation's key strengths. John Lewis partnership has made sure that training is part of its human resource and development efforts. This is because it realises the value of this best practice strategy. Pfeffer and Velga (1999) explain the importance of training and development of skills within any organisation. A company that takes its employees through training solidifies their contribution to the company. This is because such employees get equipped with the ability to make decisions in their work. On top of this, such employees have high levels of initiative and will try their utmost best to improve their organisational contribution. Skill development is a characteristic part of the John Lewis Partnership because employees who feel the need to improve their skills are given opportunities to do so through training schemes. Youndt et al (1996) emphasise that training is one of the most fundamental aspects of best... They claim that no amount of training will contribute towards organisational development if employees are not granted the permission to practice those acquired skills. This means that an organisation should try its best to grant work autonomy to its employees and to empower them through training. John Lewis has achieved this very well. In other retail companies, line managers are given minimal responsibilities. Most of them are expected to consult with higher authorities in order to decide on issues. However, the company under study has eliminated that problem by training those members of staff (so that they can have necessary skills) and then allowing them to make independent decisions. They believe that this is a form of investment into human capital since most of these employees feel valued. According to the Classical and Human relations approach, an organisation's structure and operation are affected by certain situational factors such as technology, size and environment. However best practice advocates like Burnes (2000) came up with a contingency theory. He believes that a reward system within any company can affect the way it operates or how it is structured. Pfeffer (1994) believes that best practice companies should have a structure that places staff members into groups. Those groups should be such that they have the ability to make their own decisions. Another aspect of best practise firms is that they ought to have reward systems that are compact in nature. This implies that there should be minimal differences between different members of staff so that most employees within the organisation operate in a relatively independent manner with the ability to make their own decisions. John Lewis' strategic capability in this aspect of structure is

Management Leadership and its Objectives Case Study

Management Leadership and its Objectives - Case Study Example The introduction and involvement of certain procedures ensure that the organization is up to par with all the standards required to give the organization, and all its stakeholders what they truly desire. This paper will review some of the techniques, and how they might affect the running of an organization. In an organization, it is possible for management to have adequate information that may enable the organization to achieve its success (DeCarlo, 2010). Communication RASCI is an acronym that is used to depict the communicative nature that should be used in each and every organization. The understanding of such methods and techniques are required so as to ensure the continued success of the organization. It is mainly advocated for since it helps management in ensuring that tasks and programs run as they should. Misunderstanding of all the techniques associated with RASCI can lead to the downfall of any organization (Grisham, 2011). Communication RASCI in an organization is the foundation of any organization. The communication of information is usually for the benefit of the organization. The RASCI technique indicates that a person should be assigned the task to communicate to all others. The importance of this is that there will be a constant asset that can be counted on to communicate information to all others. That is the responsibility that is represented by the R. The A is for the accountability required in communication. Being accountable is the most required asset that is needed to communicate to staff members. They are accountable for the communication of information that aids in the running of the organization (DeCarlo, 2010). If anything goes wrong with the communication process, the individuals in the organization are the ones accountable for the fault. If the communication process goes well, the individuals are also accountable for the positive outcome of the communication process. Doing the real work is what is represented by the S. It means  being supportive of all the communication processes that are required in the organization. If the process is flawed, it is impossible for normal procedures and processes to be conducted.

Linear Programming in relationship to the Profit Maximization of the Math Problem

Linear Programming in relationship to the Profit Maximization of the Business - Math Problem Example D x=y C A 2x+3y=30 B x + y = 10500000 The feasibility area would be the region with boundaries ray BC, ray AD and segment AB. The co-ordinates of A and B are (5250000, 5250000) and (6, 6) respectively. The value of the objective function at these points is 0.45 X 5250000 = 2362500 and 2.7 respectively. The value of the objective function at the points of ray AD beyond point A would be 0.2x + 0.25(10500000 - x) i.e. 2625000 - 0.05x and this value will be maximum when 0.05x is minimum i.e. when x=0 as we cannot take x as negative since x is the value of new houses and this maximum value of 2625000 will be attained at point D. Similarly the value of objective function on ray BC beyond points B is 0.2x + 0.25(30-2x)/3 i.e. 2.5 +0.03x and this will be maximum when x is maximum i.e. at point B itself. Thus the maximum value of profit in this case is at point D i.e. 2625000 and it is more than that in the earlier case. Therefore there would be increase in the profit of 2625000-2624999.8=0.2 million. b)would it be worthwhile increasing the skilled workforce The cost of taking an another skilled laborer is 15000. Suppose there are 181 laborers instead of 180. then the constraint line BC on page two will be shifted right. The co-ordinates of B and C will be (4, 7.38) and (9.083, 4) and the values of the objective function at B and C will be 2.645 and 2.8166 respectively. This means at point C there will be increase in profit of 16000 which would cover up the overhead of additional laborer of 15000. So, I think it is worthwhile increasing the skilled workforce. c)would the optimal solution change if the profit contributions...2625000 - 0.05x and this value will be maximum when 0.05x is minimum i.e. when x=0 as we cannot take x as negative since x is the value of new houses and this maximum value of 2625000 will be attained at point D. Similarly the value of objective function on ray BC beyond points B is 0.2x + 0.25(30-2x)/3 i.e. 2.5 +0.03x and this will be maximum when x is maximum i.e. at point B itself. Thus the maximum value of profit in this case is at point D i.e. 2625000 and it is more than that in the earlier case. Therefore there would be increase in the profit of 2625000-2624999.8=0.2 million. Suppose there are 181 laborers instead of 180. then the constraint line BC on page two will be shifted right. The co-ordinates of B and C will be (4, 7.38) and (9.083, 4) and the values of the objective function at B and C will be 2.645 and 2.8166 respectively. This means at point C there will be increase in profit of 16000 which would cover up the overhead of additional laborer of 15000. So, I think it is worthwhile increasing the skilled workforce. Suppose the profit contributions are 19% and 26% respectively and that the objective function is 0.19x + 0.26y and the value of objective function at point A on page 2 will be 2729999.72 i.e. there will be increase. If we just interchange the profit contributions i.e.

Hockey Sport Essay Example for Free

Hockey Sport Essay Hockey is a fast, exciting sport played by two teams on a sheet of ice called a rink. Each team has six players on the ice, one goalie, two defensemen, two wingers, and one center man. The players skate up and down the ice shooting or passing a hard rubber disk called a puck with sticks. They score points by hitting the puck into the net. Hockey is much faster and swifter than any other sport. As the players streak across the ice, their powerful shots and passes can send the puck faster than 100 miles [160 kilometers] per hour. A goalkeeper on each team defends his net from the puck going in. They must often make quick slides across the on their skates, stomachs, knees or backs to stop the puck from going into the net. A puck that crosses the goal line is a called a goal and scores a point for the other team. The side that scores the most goals wins the game. To keep the action fast, hockey has an unusual rule. It is the only major sport that allows players to change or substitute during play. The game is rough and includes lots of hitting and some fights, although fighting is against the rules. The ancient Egyptians, Greeks, Persians, Romans, and Arabs, perhaps among the earliest of stick-and-ball games, played forms of hockey. A sport similar to hockey, called Hurling, is known to have been played during the 1st millennium in Ireland, and other Europeans in the Middle Ages adopted similar sports. The historians don’t know for certain where the name Hockey came from. But most of them thought the name hockey have been adapted by the English from the French word hoquet (shepherds crook). How ever was the name first given to the sport in the 18th century, but was not in common usage until the 19th century. Hockey then started in Canada in the mid-1800s. By the 1900s it had become Canadas national sport. Since then, hockey has become popular in many other countries including Russia, Sweden and the United States. Hockey is grouped in many different divisions including minor hockey, which is grouped into age categories, SJHL, WHL, OHL and IHL, which involve the smaller cities in province or state, and NHL, which involve the bigger, better known cities in Canada and the United States. Each period begins with a face-off at the center face-off spot. A face-off also starts play again after it has been stopped for any reason. During play, the puck must normally be kept moving. If it is hit over the boards, held by the goalie, out of the referees sight, frozen between opposing players, or is otherwise temporarily out of play, an official blows a whistle for a face-off. A player may move the puck along the ice, pass it to a teammate, or shoot it at the goal, but rules limit these plays in certain ways. One extremely important rule states that no player of the attacking team may be in the attacking zone ahead of the puck. One player must carry or shoot the puck across the attacking blue line before any other player on the team crosses the blue line. For violations of this rule, an official signals the offending team offside and conducts a face-off in the neutral zone. A player may pass to a teammate anywhere in the same zone. The player may also pass from the defending zone to a teammate in their teams half of the neutral zone. If the pass is received past the centerline an official signals the pass offside and conducts a face-off where the play began. Hockey requires a variety of skills. They include checking, skating, passing, stick handling and shooting. Checking is the way a player takes the puck away from the opponent. There are two main types of checks: stick checks and body checks. For a stick check the player uses his stick to hook or poke the puck away from the opponent. In a body check the player bumps against the opponent with a hip or a shoulder to try any block the opponents progress or throw the opponent off balance. Both stick checking and body checking are allowed only against a player in control of the puck or the last player to control it. Skating is the most important hockey skill. Players must be able to turn sharply, skate backwards and perform many other maneuvers while skating at top speed. They must be able to do this with their head up and while stick handling the puck. Passing occurs when a player who has the puck passes it to another player. In most cases the players use their sticks to propel the puck toward the receiver. These passes are either flat passes or flip passes. To make a flat pass the player sends the puck traveling along the surface of the ice. To make a flip pass the player causes it to rise off the ice to avoid interception by an opponent. Sometimes the passer simply leaves the puck behind, so that a teammate can get it, this is called a drop pass. Stick handling is the use of the stick to control the puck. The player first moves the puck with one side of the blade and then with the other side while skating. The player makes some sweeps of the stick some wide and some narrow. In this way the player keeps the opponent guessing as to the next move and also makes it difficult to steal the puck. Shooting is the skill needed to drive the puck into the net and score goals. Most shots are either wrist shots or slap shots. In a wrist shot the blade does not leave the ice. The player uses strong wrist action to propel the puck. For a slap shot the player raises the stick for a back swing and brings it down against the puck with great force. Slap shots are more powerful but less accurate than wrist shots. Offside plays and icing account for most violations of the rules. For these violations, the offending team risks losing control of the puck in the resulting face-off. For more serious violations, players receive penalties ranging from two minutes in the penalty box to removal from the game, but each team must always have at least four players on the ice. If a third player is penalized while two teammates are in the penalty box, a substitute may replace the player on the ice. A teammate may serve the goaltenders penalty. Hockey has five main kinds of penalties: minor penalties, major penalties, misconduct penalties, match penalties and penalty shots. Minor penalties are given for violations like holding, tripping or hooking resulting in two minutes in the penalty box. The team must play short-handed until the time is up or the other team scores. But if the same minor penalty is awarded against players on both teams they sit for the full to minutes and two different players may replace them on the ice. Major penalties are given mainly for fighting or cutting or drawing blood with a stick, they result in five minutes in the penalty box. The penalized team must play short-handed for the full five minutes, but if a player on each team receives a major penalty at the same time, substitutes may replace both players on the ice. Misconduct penalties are given mainly toward the improper treatment towards an official, which results in ten minutes in the penalty box, but a substitute may replace the penalized player. A game misconduct penalty is given mainly for more serious offences against officials. Match penalties are given for deliberately injuring or attempting to injure an opponent. The offending player is removed for the rest of the game and usually given extra penalty minutes depending on the severity of the incident, which a player on that team has to serve. Penalty shots are free shots at the opposing goal defended by only the goalie. They are awarded against the defending team when an attacking player throws his stick or is pulled down from behind and is so prevented from taking the shot. Those are the rules and regulations of the fun and exciting game of hockey.

Liquidity Problem Is An Important Strategic Issue To Run Business Enterprises Economics Essay

Liquidity Problem Is An Important Strategic Issue To Run Business Enterprises Economics Essay Liquidity problem is an important strategic issue to run business enterprises. Small enterprises are realising the importance of such problems to reduce losses arises from this. Liquidity problems arise from shortage of working capital that require to maintain daily operations of the enterprise. If this problem persists for long-time, entrepreneurs are bound to stop their business. But it is difficult for small enterprises to get right support at the right time from banks and insurance companies due to certain terms and conditions imposed by them. So a study in this field will be helpful for both entrepreneurs and financial institutions to know current scenario of enterprise level management of liquidity problems and the role of financial institutions to solve this problem. Intelligent forecasting of the future trend in market conditions is a preventive measure to solve liquidity problem whereas, bank support through different financial products is a curative measure in management of liquidity problem. This study has been initiated to identify and analyse entrepreneurs view towards liquidity problems of small enterprises and role of bank to solve this problem. Categorically the major objectives of the present study are: To identify various reasons of liquidity problems of small enterprises; To uncover the views of entrepreneurs regarding the research topic in light of their age, education, invested amount of capital, enterprise life, location and nature of business; To assess the risks identified by the entrepreneurs arises from liquidity problems of their enterprises; To identify and analyze the role of bank in terms of available financial products to manage liquidity problems; To suggest probable solutions to solve liquidity problems of small enterprises. Hypothesis: H 1: There is no impact of small enterprises length of life on the size of liquidity problems. H 2: Amount of investment has no influence on liquidity problems. H 3: Nature of business has no impact on liquidity problems. H 4: Banks facilities are enough to solve liquidity problems of small enterprises. 7. Sources: Broad Subject Area: Business Finance Books and Journals: Alsbury, A. (2001), Quick Answers to Small Business Questions, Series Editor Jay, Prentice Hall, London. Allen, F. and Gale, D. (2007) Understanding Financial Crisis. Oxford: Oxford University Press. Bygrave, W. D. (1994), The entrepreneurship paradigm 1: a philosophical look at its research methodologies, Entrepreneurship theory and practice, Vol. 14, No. 1, pp 1- 26.   Bhaduri, R., G. Meissner and J. Youn (2007). Hedging Liquidity Risk. Journal of Alternative Investments, Winter 2007.   Cecchetti, S. (2008), Monetary Policy and the Financial Crisis of 2007 2008. Available at: http://fmwww.bc.edu/ec-j/sems2008/Cecchetti.pdf [Accessed: 11 November 2008]. Cohen, W. (2005), The entrepreneur and small business problem solver, 3rd edition, Published by John Wiley and Sons. Dawson, J., Findlay, A. and Sparks, L. (2006) The Retailing Reader. London: Routledge. John L. Knight, Stephen Satchell (2003). Forecasting Volatility in the Financial Markets. Butterworth-Heinemann. Dorfman, Mark S. (2007). Introduction to Risk Management and Insurance (9th Edition). Englewood Cliffs, N.J: Prentice Hall. Douglas Hubbard (2009) The Failure of Risk Management: Why Its Broken and How to Fix It John Wiley Sons. Hisrich D. R. Peters P. M., (2002) Entrepreneurship, 5th edition, Pub., Tata McGraw-Hill. Hawkins, M. (2008) How to Benefit From Consumer Behaviour During a Financial Crisis. EzineArticles. Available at: http://ezinearticles.com/How-to-Benefit-From. Hannon, P.D. and Atherton, A. (1998), Small firm success and the art of orienteering: the value of plans, planning and strategic awareness in the competitive small firm, Journal of Small Business and Enterprise Development, Vol. 5 No. 2, pp. 102-19. Islam N. Mamun Z. M., (2002) Entrepreneurship Development, An Operational Approach, Pub., The University Press Limited,. Leaf, W. and Sykes, E. (2009), Banking, 3rd edition, T butterworth Ltd. McConnell I. (2009), Economic output posts biggest quarterly decline since 1980, The Herald (Glasgow), January 24th Issue, Final Edition, p. 26. Simpson, M et al. (2006), marketing in small and medium size enterprises, International Journal of entrepreneurial behaviour and research, Vol. 12, Issue-6, pp 361-387. Available at:www.emeraldinsight.com [Accessed: 15 November 2009] Stoltz A, Viljoen M (2007) Financial Management: Fresh Perspectives, Published by Pearson South Africa. Websites: Small business banking, (2009) available at http://www.bytestart.co.uk/content/banking/banking-guides/business-banking-the-basics.shtml, [Accessed: 15 th November 2009] Office for National Statistics (2008), Unemployment rates rises to 5,7%.. Available at: www.statistics.gov.uk [Accessed 14th November 2009]. Number of enterprises, employment and turnover by number of employees and industry division, UK, start 2004, Available at www.statistics.gov.uk [Accessed: 14th November 2009] HSBC and Barclays news, , 10th November 2009, Available at: www.news.bbc.co.uk, [Accessed 12th November 2009] SME Academy London [online] Available at: http://www.smeacademy.co.uk/, [Accessed 13 November 2009] Banks Websites: www.barclays.co.uk www.hsbc.co.uk www.natwest.com www.lloydstsbbusiness.com 8. Literature Review: The economic recession that hit the UK in the second half of 2008 caused the retail industry to experience certain difficulties (McConnell, 2009; Kollewe, 2009). The credit crunch and growing unemployment reduced consumer income and spending levels and causes uncertain flow of cash for business enterprises. In such conditions, small enterprises are experiencing irregular cash flows, look at the cost cutting strategy, excessive burden of debt, reduction of buyers and uncertain profit margins or losses. As a result shortage of short term capital creates liquidity problems to small enterprises. In business, liquidity refers to the financial ability of an enterprise to meet its short term obligations to bear day to day expenditures. The liquidity of retail sector specially small enterprises are greatly affected by macroeconomic factors. These factors are divided into two: direct and indirect factors. The direct factors can be recognised as the decreasing disposable income, job insecurity and credit financing hurdles (Office for National Statistics, 2008). The indirect factors are challenges of credit financing and investment capability which commercial organisations face and which make these organisations unable to continue with producing high quality products and customer service (The Economist, 2008). Other macroeconomic factors that are related with small enterprises financial crisis are house price, house rent, and employment rate, and inflation rate, availability of bank loan, interest rates and changes of consumers behaviour. Storey [1994] notes that small firms, however they are defined, constitute the bulk of enterprises in all economies in the world. In the latter half of the last century the increasing important roles of small firms and entrepreneurship cannot be in any way understated [Bygrave 1994; Timmons 1994;]. Small firms are now a complex subject matter of research because of its huge number of limitations. These features of small enterprises are supported by Robinson and Pearce [1984] who focused on the issue of resource limitations of small firms. These limitations are best summarised by Carson and Cromie [1989] who suggest that small firm is actually characterised by three types of limitations, those of: their impact on markets; finance; physical resources; It is obvious that among these three limitations, finance is one of the most important one what is equally important for promoting products and services of small enterprises in the markets and acquiring physical resources. But undoubtedly these three limitations are in a cycle and interdependent. Liquidity problem is not only the result of shortage of fund, this problem is the consequences of other two limitations too. Definition of small enterprises of European Commission Enterprise and Industry [europa.eu] refers to maximum number of employees are 49 and maximum annual turnover is 7million Euro for small enterprises. As per EU definition, there are 4,267,555 small enterprises in UK where 11,441,000 employments exist [UK Bureau of Statistics: Start 2004]. It is undoubtedly important to find out immediately the problems of such a large sector and solutions of the problems. As noted by Hill and McGowan (1999), there is no agreed definition or clear understanding, in view of the large literature that exists, of who the entrepreneur is or what it is they do. Entrepreneurship is probably best understood as a process, the constituents of which are the entrepreneur, their persistent search of opportunities, usually grounded in the market place, and efforts to marshal the resources needed to exploit these opportunities; hence the concept of the entrepreneurial SME (Hill and Wright, 2001). How entrepreneurship is vital and important for small enterprises? Hill and McGowan (1999) answer this question by adding that, without entrepreneurial commitment, determination, vision, energy, tolerance of risk, and ambition, the entrepreneurial process in small and medium enterprises would not happen. Entrepreneurs making decision in various circumstances must be sure to learn as much as possible about the situation, and approach the decision from a logical and rational p erspectives (Ricky W. Griffin, 2002). The financial crisis, which transmitted internationally and caused disturbances in a wide range of powerful economies, many countries are seen to be on the brink of recession if not already plunged into it (Deutche Welle, 2008). Todays financial crisis what causes liquidity problems of business enterprises could be recognised as a major challenge for the survival of millions of small enterprises. The wide scope of the crisis caused a downturn in many industries, the bankruptcy of leading organisations and overall economic recession to countries like the UK, Germany and France (Deutche Welle, 2008; Hopkins, 2008; Office for National Statistics, 2008). Many EU countries including UK experienced the shock in their banking sectors as the provision of credit financing became a great challenge. Banks were suffering from lack of liquidity, which caused both business and non-business consumers financial hardships (The Economist, 2008). Though few banks like HSBC and Barclays [BBC, November 2 009] claimed that they are now in profit with enough liquidity to lend, most of the banks are in problem. Bank has short term and long term loan facilities, mortgage facilities, interest free bank overdraft facilities for small business enterprises [Small business banking, 2009]. There is a well-known idea that such facilities for small enterprises are very limited and process is very complex. Though various researchers carried out so many research to find out various factors that have direct and indirect impact on operations of small enterprises, relationship between entrepreneurship and small enterprises, buyers behaviour, marketing strategies, family and non-family business trends in this sector, there is still gap in research regarding liquidity problems and role of bank to solve this problem in terms of entrepreneurs perspective. Specially at the time of current economic down town there is a necessity of new research in the mentioned field. 9. Intended Methods of Data Collection: Assumptions of the study: Small enterprise: This study considers EU [maximum employee: 49] definition to select small enterprises. Scope and limitations of the Study: The study will focus on randomly selected 40 small enterprises of different sectors like hospitality, grocery, fashion and stationary from UK (London Area: Zone 1-4). Since the study will cover only the mentioned area, it will not reflect the exact UK scenario as a whole about the research. Data Collection Procedures: The proposed study is an empirical one. Both primary and secondary data will be used during the study. For collection of primary data self completed questionnaire will be used to collect information from entrepreneurs and executives of business enterprises. Observations and interview will be conducted in several cases to confirm more authentic information from the entrepreneurs. Secondary data will be collected from available literatures in form of books, journal, magazines, published materials, research articles, and online materials. To identify available financial products of banks to solve liquidity problems of small enterprises, banks websites will be used as a source of data and information. The researcher will also call the respondent to ensure timely feedback about questionnaire. In case of necessity, personal contacts will be used to support the research process. Methods of Data Analysis: Some parametric and non-parametric tools and techniques of statistics (like average, percentage, test of hypothesis, sampling distribution, etc); will be used to analyze data and information related with the study.