Significance of Plastics

Significance * Plastic bags are not renewable, which means they cannot be easily recycled like paper bags. They are made of petrochemicals, which is what makes them non-renewable and a risk to the health of the planet. They last for hundreds of years, all the while doing damage to natural habitats and killing animals that mistake them for food. The more plastic bags people use, the greater the chances of environmental damage. Effects * If not carefully disposed of, plastic bags can be devastating to animal life. DEFRA (Department for Environment Food and Rural Affairs) reported that 1,678,900 tons of plastic packaging was in the UK waste stream in 2001. Because plastic bags do not decay quickly, they stay in environments longer, causing more build-up on the natural landscape than a more degradable material like paper would. The Marrickville Council reports that over 100,000 whales, turtles and birds die every year as a result of plastic in their environment. Suffocation * Infants and young children have died as a result of playing with plastic bags. Every year, the Consumer Product Safety Commission receives about 25 reports of plastic bag-related infant death. Because of the thin, airtight material, infants can easily block their mouths and nostrils with the plastic bag and suffocate. Prevention/Solution * Abstaining from plastic bag use as much as possible will reduce the chances of accidental infant death, and it will reduce the amount of plastic waste in the environment. A plastic bag is also reusable, though. It does not necessarily have to be thrown away after a single use. Try to use each plastic bag for as long as possible. This will help reduce the number of plastic bags in circulation. Expert Insight * Some experts want to ban the use of plastic bags entirely. Los Angeles has passed recommendations that will make them illegal in supermarkets by 2012. The British government sees plastic bags as a symbol for a throwaway society. They claim, â€Å"[Plastic bags] are a significant cause of litter†¦. Most of the rest of the 13 billion bags used each year end up in landfills. † Alternatives to Plastic Bags * Canvas bags are a smart alternative to plastic. Canvas can be washed and reused, and lasts up to 10 years on average. Bringing a few canvas bags with you to the store will greatly reduce the number of plastic bags in the environment. Paper bags are not as beneficial for the environment as canvas bags, but they are recyclable. Infants cannot suffocate on paper bags either. If you're creative, you can make an old plastic bag into an arts-and-crafts project (see Resources). Read more: Disadvantages of Plastic Bags | eHow. com http://www. ehow. com/about_5072695_disadvantages-plastic-bags. html#ixzz1iCJusfTm

Fool Chapter 11

ELEVEN A SWEET AND BITTER FOOL Goneril dumped me on the floor as if she'd suddenly found a bag of drowned kittens in her lap. She snapped open the letter and began reading without even bothering to tuck her bosoms back into her gown. â€Å"Milady,† said Oswald again. He'd learned from that first whipping. He acted as if he didn't even see me. â€Å"Your father is in the great hall, asking after his fool.† Goneril looked up, irritated. â€Å"Well, then, take him. Take him, take him, take him.† She waved us away like flies. â€Å"Very well, milady.† Oswald turned on his heel and marched away. â€Å"Come, fool.† I stood and rubbed my bum as I followed Oswald out of the solar. Yes, my backside was bruised, but there was pain in my heart as well. What a bitter bitch to cast me out while my bum still burned with the blows of her passion. The bells on my coxcomb drooped in despair. Kent fell in beside me in the hall. â€Å"So, is she smitten with you?† â€Å"With Edmund of Gloucester,† said I. â€Å"Edmund? She's smitten with the bastard?† â€Å"Aye, the fickle whore,† said I. Kent looked startled and folded back the brim of his hat to better see me. â€Å"But you bewitched her to do so, didn't you?† â€Å"Oh, yes, I suppose I did,† said I. So, she was only immune to my charms by means of dark and powerful magic. Ha! I felt better. â€Å"She reads the letter I forged in his hand even now.† â€Å"Your fool,† Oswald announced as we entered the hall. The old king was there, with Captain Curan and a dozen other knights who looked like they'd just returned from the hunt – for me, no doubt. â€Å"My boy!† Lear called, throwing his arms wide. I walked into his embrace, but did not return it. I found no tenderness in my heart at the sight of him, but my anger boiled still. â€Å"Oh joy,† said Oswald, his disdain dripping like venom in his voice. â€Å"The prodigal git returns.† â€Å"See here,† said Lear. â€Å"My men have yet to be paid. Tell my daughter I will see her.† Oswald did not acknowledge the old man, but kept walking. â€Å"You, sir!† roared the king. â€Å"Did you hear me?† Oswald turned slowly, as if he'd heard his name carried in faintly on the wind. â€Å"Aye, I heard you.† â€Å"Do you know who I am?† Oswald picked a front tooth with the nail of his small finger. â€Å"Aye, my lady's father.† He smirked. The rascal had cheek, that I will give him, that or a burning desire to be catapulted cod over cap into the afterlife. â€Å"Your lady's father!† Lear pulled off his heavy leather hunting gauntlet and backhanded it across Oswald's face. â€Å"You knave! You whoreson dog! You slave! You cur!† The metal studs on Lear's glove were beginning to draw blood where they struck Oswald. â€Å"I am none of these things. I will not be struck by you.† Oswald was backing toward the great double doors as Lear worried at him with the glove, but when the steward turned to run Kent threw out a leg and swept him off his feet. â€Å"Or tripped, neither, you tosser!† said Kent. Oswald rolled into a heap at the foot of one of Goneril's guards, then scrambled to his feet and ran out. The guards pretended they'd seen nothing. â€Å"Well done, friend,† said Lear to Kent. â€Å"Are you the one who brought my fool home?† â€Å"Aye, he is, nuncle,† said I. â€Å"Rescued me from the darkest heart of the forest, fought off brigands, pygmies, and a brace of tigers to bring me here. But don't let him talk his Welsh at you, one tiger was vanquished in a sluice of phlegm and mortally beaten with consonants.† Lear looked closely now at his old friend, then shivered – guilt's chill claws scuttling across his spine, no doubt. â€Å"Welcome, then, sir. I thank thee.† Lear handed Kent a small purse of coin. â€Å"Earnest payment for your service.† â€Å"My thanks and my sword,† said Kent, bowing. â€Å"What is your name?† asked Lear. â€Å"Caius,† said Kent. â€Å"And whence do you hail?† â€Å"From Bonking, sire.† â€Å"Well, yes, lad, as do we all,† said Lear, â€Å"but from what town?† â€Å"Bonking Ewe on Worms Head,† I offered with a shrug. â€Å"Wales – â€Å" â€Å"Fine, then, join my train,† said Lear. â€Å"You're hired.† â€Å"Oh, and allow me to hire you as well,† said I, removing my hat and handing it to Kent with a jingle. â€Å"What's this?† asked Kent. â€Å"Who but a fool would work for a fool?† â€Å"Watch your tongue, boy,† said Lear. â€Å"You'll have to get your own hat, fool,† said I to the king. â€Å"Mine is already promised.† Captain Curan turned to conceal a smile. â€Å"You call me a fool?† â€Å"Oh, should I not call you fool? All your other titles you have given away, along with your land.† â€Å"I'll have you whipped.† I rubbed my burning bottom. â€Å"That is the only legacy you have left, nuncle.† â€Å"You've become a bitter fool in your absence,† said the king. â€Å"And you the sweet one,† said I. â€Å"The fool who makes a jest of his own fate.† â€Å"The boy is not altogether fool,† said Kent. Lear turned on the old knight, but not in anger. â€Å"Perhaps,† said he, weakly, his eye drifting to the stones of the floor as if searching for an answer there. â€Å"Perhaps.† â€Å"The lady, Goneril, Duchess of Albany!† announced one of the guards. â€Å"Craven hose-beast!† I added, relatively certain the guard would forget that part. Goneril breezed into the room, no notice of me, she went right to her father. The old man opened his arms but she stopped short, a sword-length away. â€Å"Did you strike my man for chiding your fool?† Now she scowled at me. I rubbed my bum and blew her a kiss. Oswald peeked through the doors to the hall, as if waiting for the answer. â€Å"I struck the knave for being impudent. I but asked him to fetch you. My fool has only just returned from being lost. This is not a time for frowns, daughter.† â€Å"There're no smiles for you, sire,† said I. â€Å"Not now that you've nothing to offer. The lady has only bile for fools and those with no title at all.† â€Å"Quiet, boy,† said the king. â€Å"You see,† said Goneril. â€Å"Not just your all-licensed fool, but your whole train treats my palace like a tavern and a brothel. They fight and eat all day, drink and carouse all night, and you care for nothing but your precious fool.† â€Å"As it should be,† said Jones, albeit softly – when royal ire is raging, even the spittle sprayed from their lips can rain down death on the common puppet or person. â€Å"I care for much, and my men are the best in the land. And they have not been paid since we left London. Perhaps if you – â€Å" â€Å"They will not be paid!† said Goneril, and suddenly all the knights in the hall came to attention. â€Å"When I gave you all, 'twas on the condition of you maintaining my retinue, daughter.† â€Å"Aye, Father, and they shall be maintained, but not in your charge, and not in their full number.† Lear was growing red-faced now, and shaking with anger as with palsy. â€Å"Speak clearly, daughter, these old ears deceive.† Now Goneril went to her father and took his hand. â€Å"Yes, Father, you are old. Very old. Really, really, extraordinarily, mind-bogglingly – † She turned to me for a cue. â€Å"Dog-fuckingly,† I suggested. † – dog-fuckingly old,† said the duchess. â€Å"You are feebly, incontinently, desiccatedly, smelling-of-boiled-cabaggely old. You are brain-rottingly, balls-draggingly – â€Å" â€Å"I'm fucking old!† said Lear. â€Å"We'll stipulate that,† said I. â€Å"And,† continued Goneril, â€Å"while you, in your dotage, should be revered for your wisdom and grace, you piss on your legacy and reputation by keeping this train of ruffians. They are too much for you.† â€Å"They are my loyal men and you have agreed to maintain them.† â€Å"And I shall. I shall pay your men, but half will stay here at Albany, under my charge, under my orders, in soldiers' quarters, not running about the bailey like marauders.† â€Å"Darkness and devils,† cursed Lear. â€Å"It shall not be! Curan, saddle my horses, call my train together. I have another daughter.† â€Å"Go to her, then,† said Goneril. â€Å"You strike my servants and your rabble makes servants of their betters. Be gone, then, but half your train shall remain.† â€Å"Prepare my horses!† said Lear. Curan hurried out of the hall, followed by the other knights, passing the Lord Albany as he entered, the duke looking more than somewhat confused. â€Å"Why does the king's captain exit with such urgency?† asked the duke. â€Å"Do you know of this harpy's intent to strip me of my train?† asked Lear. â€Å"This is the first I've heard of it,† said Albany. â€Å"Pray, be patient, sire. My lady?† Albany looked to Goneril. â€Å"We do not strip him of his knights. I have offered to maintain them here, with our own force, while Father goes on to my sister's castle. We shall treat his men as our own, with discipline, as soldiers, not as guests and revelers. They are out of the old man's control.† Albany turned back to Lear and shrugged. â€Å"She lies!† said Lear, now wagging a finger under Goneril's nose. â€Å"Thou detested viper. Thou ungrateful fiend. Thou hideous – uh – â€Å" â€Å"Slag!†[32] I offered. â€Å"Thou piteous prick-pull. Thou vainglorious virago. Thou skunk-breathed licker of dog scrotums. Do jump in, Albany, I can't go on forever, no matter how inspired. Surely you've years of suppressed resentment to vent. Thou leprous spunk-catch. Thou worm-eaten – â€Å" â€Å"Shut up, fool,† said Lear. â€Å"Sorry, sirrah, I thought you were losing your momentum.† â€Å"How could I have given preference to this villainess over my sweet Cordelia?† asked Lear. â€Å"Doubtless that question was lost worse in the wood than I, seeing as it has only caught up with you now, sire. Shall we take cover against the impact of the revelation that you've awarded your kingdom to the best liars of your loins?† Who would have thought it, but I'd felt more charity toward the old man before he realized his folly. Now – He turned his eyes skyward and began to invoke the gods: â€Å"Hear me, nature, dear goddess hear. Convey sterility onto this creature, Dry up her womb And never let a babe spring from Her body to honor her. Instead create in her a child of spleen and bile. Let it torment her, and stamp wrinkles in her youthful brow Let it turn all of her mother's benefits To laughter and contempt, that she may feel How sharper than a serpent's tooth It is to have a thankless child!† With that the old man spat at Goneril's feet and stormed out of the hall. â€Å"I think he took that as well as could reasonably be expected,† said I. I was ignored, despite my positive tone and sunny smile. â€Å"Oswald!† called Goneril. The smarmy steward slithered forth. â€Å"Quickly, take the letter to my sister and Cornwall. Take two of the fastest horses and alternate them. Do not rest until it is in her hand. And then take you to Gloucester and deliver that other message as well.† â€Å"You have given me no other message, lady,† said the worm. â€Å"Yes, right, come with me. We shall draft a letter.† She led Oswald out of the great hall leaving the Duke of Albany looking to me for some sort of explanation. I shrugged. â€Å"She can be a whirlwind of tits and terror when she puts her mind to a purpose, can't she, sir?† Albany didn't seem to notice my comment, somewhat forlorn, he looked. His beard seemed to be greying with worry as he stood there. â€Å"I don't approve of her treatment of the king. The old man has earned more respect. And what of these messages, to Cornwall and Gloucester?† I started to speak, thinking it a perfect opportunity to mention her newfound affection for Edmund of Gloucester, my recent session of bawdy discipline with the duchess, and a half-dozen metaphors for illicit shagging that had come to mind while the duke mused, when Jones said: â€Å"Sex and cuckoldry You've mastered those jokes For a more challenging jape A new seal should be broke.† â€Å"What?† said I. Whenever Jones has spoken before it has been in my own voice – smaller and muted sometimes, from the art of throwing it, but my voice alone, unless Drool is mimicking the puppet. And it is I who works the little ring and string that move Jones's mouth. But this was not my voice, and I had not moved the puppet. It was the voice of the girl ghost from the White Tower. â€Å"Don't be tedious, Pocket,† said Albany. â€Å"I've no patience for puppets and rhymes.† Jones said: â€Å"A thousand rough nights To call the lady a whore, Only today may a fool, Jest the land into war?† And like a shooting star cutting brilliant across the ignorant night of my mind, I saw the ghost's meaning. I said: â€Å"I know not what the lady sends to Cornwall, good Albany, but while I was this last month in Gloucester, I heard soldiers talk of Cornwall and Regan gathering forces by the sea.† â€Å"Gathering an army? Whatever for? With gentle Cordelia and Jeff now on the throne in France, it would be folly to cross the channel. We've a safe ally there.† â€Å"Oh, they aren't gathering forces against France, they are gathering forces against you, my lord. Regan would be queen of all of Britain. Or so I heard said.† â€Å"You heard this from soldiers? Under whose flag, these soldiers?† â€Å"Mercenaries, lord. No flag but fortune for them, and the word was there is coin aplenty for a free lance fighter in Cornwall. I have to be off. The king will need someone to whip for your lady's rude announcements.† â€Å"That doesn't seem fair,† said Albany. He had a spark of decency in him, really, and somehow Goneril had not yet been able to smother it. Plus, he seemed to have forgotten about accidentally hanging me. â€Å"Don't worry for me, good duke. You have worries of your own. Someone must take a hit for your lady, let it be this humble fool. Pray, tell her I said that someone must always hit it. Fare thee well, duke.† And merrily I was off, bottom stinging, to let slip the dogs of war. Hi ho! Lear sat on his horse outside Castle Albany, howling at the sky like a complete lunatic. â€Å"May Nature's nymphs bring great lobster-sized vermin to infest the rotted nest of her woman bits, and may serpents fix their fangs in her nipples and wave there until her poisoned dugs[33] go black and drop to the ground like overripe figs!† I looked at Kent. â€Å"Built up a spot of steam, hasn't he?† said I. â€Å"May Thor hammer at her bowels and produce flaming flatulence that wilts the forest and launches her off the battlements into a reeking dung heap!† â€Å"Not really adhering to any particular pantheon, is he?† said Kent. â€Å"Oh, Poseidon, send your one-eyed son to stare into her bituminous heart and ignite it with flames of most hideous suffering.† â€Å"You know,† said I, â€Å"the king seems to be leaning rather heavily on curses, for someone with his unsavory history with witches.† â€Å"Aye,† said Kent. â€Å"Seems to have steered his wrath toward the eldest daughter, if I'm not mistaken.† â€Å"Oh, you don't say?† said I. â€Å"Sure, sure, that could be it, I suppose.† We heard horses galloping and I pulled Kent back from the drawbridge as two riders, leading a train of six horses, thundered across. â€Å"Oswald,† said Kent. â€Å"With extra horses,† said I. â€Å"He's gone to Cornwall.† Lear broke with his cursing and watched the riders take out across the moor. â€Å"What business has that rascal in Cornwall?† â€Å"He carries a message, nuncle,† said I. â€Å"I heard Goneril order him to report her mind to her sister, and for Regan and her lord to go to Gloucester and not to be in Cornwall when you arrive.† â€Å"Goneril, thou foul monstress!† said the king, clouting himself on the forehead. â€Å"Indeed,† said I. â€Å"Oh, evil monstress!† â€Å"To be sure,† said Kent. â€Å"Oh, pernicious monstress, perfect in her perfidy!† Kent and I looked at each other, knowing not what to say. â€Å"I said,† said Lear, â€Å"most pernicious monstress, perfect in her perfidy!† Kent mimed a set of generous bosoms on himself and raised an eyebrow as if to ask, â€Å"Boobs?† I shrugged as if to say, â€Å"Aye, boobs sounds right.† â€Å"Aye, most pernicious perfidy indeed, sire,† said I. â€Å"Aye, most bouncy and jiggling perfidy,†[34] said Kent. Then, as if coming out of a trance, Lear snapped to attention in his saddle. â€Å"You, Caius, have Curan saddle a fast horse for you. You must go to Gloucester, tell my friend the earl that we are coming.† â€Å"Aye, my lord,† said Kent. â€Å"And Caius, see that my apprentice Drool comes to no harm,† said I. Kent nodded and went back across the drawbridge. The old king looked down to me. â€Å"Oh, my pretty Black Fool, where from fatherly duty did I stray that such ingratitude should rise in Goneril like mad fever?† â€Å"I am only a fool, my lord, but making a guess, I'd say the lady may have in her delicate youth required more discipline to shape her character.† â€Å"Speak plain, Pocket, I'll not hold harm against you.† â€Å"You needed to smack the bitch up when she was tender, my lord. Instead, now you hand your daughters the rod and pull down your own breeches.† â€Å"I'll have you flogged, fool.† â€Å"His word is like the dew,† said the puppet Jones, â€Å"good only until put under light of day.† I laughed, simple fool that I am, no thought at all that Lear was becoming as inconstant as a butterfly. â€Å"I need to speak to Curan and find a horse for the journey, sirrah,† said I. â€Å"I'll bring your cloak.† Lear sagged in the saddle now, spent now from his ranting. â€Å"Go, good Pocket. Have my knights prepare.† â€Å"So I shall,† said I. â€Å"So I shall.† I left the old man there alone outside the castle.

Succubus Blues CHAPTER 7

I turned and saw Roman sitting over in a corner of the small lobby. He looked striking in a deep green turtleneck, his dark hair brushed away from his face. He smiled at me when I caught his eye, and I walked over to sit near him. â€Å"Jesus, you really are a stalker.† â€Å"Well, well. Aren't you presumptuous. I only came for my coat.† â€Å"Ah.† I blushed, feeling foolish. â€Å"How long have you been waiting?† â€Å"Not too long. I actually tried the bookstore first, thinking that might be a little less stalker- ish.† â€Å"It's my day off.† I looked down at the riotously colored blossoms in my arms. â€Å"Thanks for the flowers. You didn't need to bring them to get your coat back.† Roman shrugged, those blue-green eyes wreaking havoc with me. â€Å"True, but I figured they might induce you to go out for a drink tonight.† So he did have another motive. â€Å"Not this again – â€Å" â€Å"Hey, if you'd wanted to avoid ‘this,' you shouldn't have lured me in last night. Now it's too late. You might as well avoid the long, drawn-out pain and get it over with quickly. Sort of like taking off a Band-Aid. Or cutting off a limb.† â€Å"Wow. Who says there's no romance left in the world?† In spite of my sarcasm, I found Roman's easy repartee a refreshing change from the halting atmosphere with Seth. â€Å"So, what? Does that mean you finally concede, general? Truly, you've fought a worthy battle in eluding me thus far.† â€Å"I don't know. You showed up at my home. I apparently didn't do that much eluding.† When he only waited expectantly, my smile faded. I sighed, studying him and trying to figure out his motivations. â€Å"Roman, you seem like a nice guy and everything – â€Å" He groaned. â€Å"No. Don't start that with me. It's never a good sign when a woman says ‘you're a nice guy' It means she's getting ready to let you down easy.† I shook my head. â€Å"I'm just not interested in getting serious with anyone right now, that's all.† â€Å"Whoa, ‘get serious'? Slow down there, sister. I'm not asking you to marry me or anything. I just want to go out with you sometime, maybe catch a movie, have dinner and drinks, that's it. Kiss at the end of the night if I'm lucky. Hell, if that still freaks you out, we'll just shake hands.† I leaned my head back against the wall, and we stayed like that a moment, each of us sizing up the other. I knew it was perfectly possible for men and women to go out on dates without automatic sex, but my dates generally didn't work that way. My instincts drove me to seek sex out, and looking at him, I realized that urge might be strong independent of any sort of succubus need to feed. I liked the way he looked, the way he dressed, and the way he smelled. I especially liked his goofy attempt at courtship. Unfortunately, I couldn't turn off the destructive succubus absorption, even if I wanted to. It would happen of its own volition, probably strongly with him. Even the kiss he joked about would still steal some of his life away. â€Å"I don't know anything about you,† I said finally, realizing I'd been quiet too long. He smiled lazily. â€Å"What do you want to know?† â€Å"Well†¦ I don't know. What do you like to do? Do you even have a job? You must have lax hours to be able to hang around me all the time.† â€Å"All the time, huh? You're being presumptuous again, but yes, I do work. I teach a couple of community college linguistics classes. Short of when I'm there, I get to make my own hours with grading and stuff.† â€Å"Okay. What's your last name?† â€Å"Smith.† â€Å"No way.† â€Å"Way.† â€Å"That hardly goes with Duke Roman.† I tried to think of another appropriate screening item. â€Å"How long have you lived in Seattle?† â€Å"A few years.† â€Å"Hobbies?† â€Å"I've got some.† He paused and cocked his head toward me when no more questions came. â€Å"Anything else you want to know? Should I dig out my college transcripts perhaps? A full curriculum vitae and background check?† I waved a hand of dismissal. â€Å"I have no use for inconsequential information like that. I only need to know the really important stuff.† â€Å"Like?† â€Å"Like†¦ what's your favorite song?† The question obviously caught him by surprise, but he recovered immediately, just as he had last night. I loved that. â€Å"The last half of the Beatles' Abbey Road.' â€Å"The last half of Abbey Road?† â€Å"Yeah, there are a bunch of songs, but they sort of blend into one song – â€Å" I cut him off with a quick gesture. â€Å"Yeah, yeah, I know the album.† â€Å"So?† â€Å"So, that's a pretty good answer.† I tugged at my ponytail, wondering how best to navigate this. He nearly had me. â€Å"I – no. I'm sorry. I can't. It's just too complicated. Even the one date. It'll turn into a second date, then another, then – â€Å" â€Å"You really do jump ahead. What if I gave the super-secret Boy Scout promise to never bother you again after one date?† â€Å"You'd agree to that?† I asked skeptically. â€Å"Sure, if that's what you want. But I don't think you will once you've spent an evening with me.† A suggestive tone in his voice did something to my stomach I hadn't felt in a very long time. Before I could fully process this, my cell phone rang. â€Å"Sorry,† I apologized, digging it out of my purse. Glancing at the Caller ID display, I recognized Cody's number. â€Å"Yeah?† â€Å"Hey, Georgina. Something weird happened tonight†¦Ã¢â‚¬  Lord. That could mean anything from another death to Peter shaving his head. â€Å"Hang on a second.† I stood up and looked at Roman, juggling the vase of flowers as I did. He rose with me, looking concerned. â€Å"Is everything okay?† â€Å"Yeah, I mean, no. I mean, I don't know. Look Roman, I need to go upstairs and take this call. I appreciate the flowers, but I just can't get involved right now. I'm sorry. It's not you, it's me. Honestly.† He took a few steps toward me as I started to walk away. â€Å"Wait.† He dug in his pockets, pulled out a pen and piece of paper. Hastily he scrawled something and handed it to me. I looked down and saw a phone number. â€Å"For when you change your mind.† â€Å"I won't.† He simply smiled, inclined his head slightly, and left the lobby. I watched him only a moment before heading upstairs, anxious to hear Cody's news. Once inside, I set the flowers on my counter and put the phone back to my ear. â€Å"Still there?† â€Å"Yeah. Who's Roman and why'd you use the old ‘it's not you, it's me' line on him?† â€Å"Never mind. What's going on? Is someone else dead?† â€Å"No†¦ no. It's just, something happened, and Peter doesn't think it's a big deal. Hugh said you thought there might be more going on than we think.† â€Å"Tell me what happened.† â€Å"I think we were followed last night.† Cody related how, not long after leaving my place, he'd kept hearing footsteps following him and Peter on the street. Whenever he'd turned around, no one was there. Peter had written the matter off, as they had sensed no other being present. â€Å"Maybe you don't know what a vampire hunter feels like.† â€Å"I'd still have felt something. And Peter certainly would have. Maybe he's right, and I was imagining things. Or maybe it was just a regular mortal, wanting to mug us or something.† I doubted that. We couldn't sense mortals the same way we could sense immortals, but one would be hard-pressed to sneak up on a vampire. â€Å"Thanks for telling me. You did the right thing.† â€Å"What should I do now?† A strange, anxious feeling played through me as I thought about some freak stalking Peter and Cody. Dysfunctional they might have been, but I loved them. They were the closest I had to family anymore. I couldn't let anything happen to them. â€Å"What Jerome said. Be careful. Stay with others. Let me know immediately if anything happens.† â€Å"What about you?† I thought of Erik. â€Å"I'm going to clear things up, once and for all.†

Accounting Theory Essay Example | Topics and Well Written Essays - 2250 words

Accounting Theory - Essay Example The accounting theory that would be relevant in relation to this article would be the implementation of accounting application that the company might use so as to revive from the crisis. In other words, it can be said that the positive accounting theory would relate well to this article. Another issue in reference to accounting theory that would also be relevant is the stakeholder theory. Both these theories would assist in focusing on the problem of the company and facilitate to develop measures that would help the company recover from the current crisis.According to Freeman & Et. Al. (2010), stakeholders tend to manipulate the disclosure of a company’s financial information to a significant extent. It was also claimed that the theory of stakeholders influenced the moment with regard to the declarations pertaining to the earnings. Evidence was found regarding the matter that managers try and manipulate the insights of their particular shareholders pertaining to the performanc e of the firm. Thus, it can be said that a company should implement and alter this theory in a way which would help the company to determine a decision regarding â€Å"creative accounting† without being manipulated. In this case, the Suncorp Company underwent a dip in its annual profits but it still maintained to hit a high of four-week in its share prices. It was fundamental because the company maintained a fair practice regarding its management operations and in disclosing its financial information.... Thus, it can be said that a company should implement and alter this theory in a way which would help the company to determine a decision regarding â€Å"creative accounting† without being manipulated (Freeman & Et. Al., 2010). In this case, the Suncorp Company underwent a dip in its annual profits but it still maintained to hit a high of four-week in its share prices. It was fundamentally because the company maintained a fair practice regarding its management operations and in disclosing its financial information. However, it was studied that reporting was not the sole phenomenon in accounting related to stakeholder manipulation. Stakeholder groups even strongly manipulated the standards that were to be laid down in respect to international accounting. It was also said that though the groups did not enjoy complete authority in ascertaining the standards but few stakeholders yet displayed a higher degree of manipulating capability (Freeman & Et. Al., 2010). In case of positive theory of accounting, justification is given regarding the operations of the business with no recommendations as to how the operations need to be (Schroeder & Et. Al., 2010). Positive accounting theory establishes the opportunistic way in which a business operates so as to increase the wealth of the individuals concerned with the business. This theory assists in adopting the accounting procedures. Positive accounting theory is known to forecast that organizations require look for methods that would help to support the owners’ interest with the managers’ interest of a specific organization. This would require the preparation of proper financial statements as well as monitor and audit them. Thus, positive accounting theory would facilitate in identifying the proper accounting

How to reform the United Nations security council Essay

How to reform the United Nations security council - Essay Example One may wonder how solutions to could solutions to peace be reformed? The â€Å"efforts† in the form of resolutions presented by the United Nations Security Council holds the terms of peace. The resolution system set in place in accordance to all parties present to reach peace is a good start. The follow up on the resolution is where reform could be used. A resolution that is not followed is only reacted to by another resolution. The reaction to such a resolution was formulated on March 27, 2011 (Resolution 1973) in regards to the Libyan Government’s failure to follow the original (Resolution 1970) formulated on February 26, 2011(Evans) The United Nations Security Council is known for peace not punishment and unfortunately rebel groups only respond to punishment. The resolutions should incorporate strict â€Å"if not followed consequences† to the parties involved. The healthy fear of the United Nations Security Council needs to be implemented, just as the healthy fear of a loving parent. A parent who corrects a child with no follow through with discipline the child will not only continue but have no regard for the parent. Works Cited Evans, Gareth. â€Å"The U.N. Security Council Mandate does not call for Gadhafi’s head.† pkarticleshub.com. pkArticlesHub.com A complete repository of news articles on Pakistan, 27 March 2011.

Aircraft Carrier Research Paper Example | Topics and Well Written Essays - 1500 words

Aircraft Carrier - Research Paper Example This essay stresses that the navy uses the aircraft carriers in the sea, and this allows military aircrafts to land and take off on the flat decks of the warships. The decks store aircrafts, which are brought up using elevators. Aircrafts land safely, with the use of arresting cables, which have a hook attached on the aircraft. Aircraft carriers are accompanied by vessels such as destroyers, and they carry weapons of war such as missiles. They provide cover to other warships and can perform operations in waters outside the borders of a country freely. This paper makes a conclusion that aircraft carriers have advanced self-close defense system, designed to detect any possible external threats and attacks on the ship. The carriers have automated sensors and weapons that can be used fro combat during an attack from enemies. The self-close defenses system coordinates and identifies potential threat and executes necessary procedures during times of attack. Thus, the aircraft may not become obsolete owing to the defense system that allows for the detection and prevention of threat. The strategic significance of aircraft carriers may make them not to become obsolete in times of war. Advancements in the warships have made it strategic during times of war, as modern navies use it to project their powers. Flights have become a vital asset and machine during the war. Based on this, ships powered by nuclear powers that carry fighter jets and planes have been widely used during times of war. ... Several reasons explain why the carrier may not be obsolete. They have advanced Self-close defense system Aircraft carriers have advanced self-close defense system, designed to detect any possible external threats and attacks on the ship. The carriers have automated sensors and weapons that can be used fro combat during an attack from enemies. The self-close defenses system coordinates and identifies potential threat and executes necessary procedures during times of attack. Thus, the aircraft may not become obsolete owing to the defense system that allows for the detection and prevention of threat (Ireland, 2008). They are still a major investment for many countries According to Fontenoy (2006), many countries still carry out investments in the aircraft carriers, with budgetary allocations including in them a component of the warship. Since the carriers have been used for many years, most nations all over the world have come to trust the carriers. Therefore, many countries still inve st in them, because they have proven useful during war. The investment in these warships serves as an indication that they may not necessarily become obsolete. Investments in the warship may take place for including the future. The strategic significance is obvious and irreplaceable The strategic significance of aircraft carriers may make them not to become obsolete in times of war. Advancements in the warships have made it strategic during times of war, as modern navies use it to project their powers (Fontenoy, 2006). Flights have become a vital asset and machine during the war. Based on this, ships powered by nuclear powers that carry fighter jets and planes have been widely used during times of war. The carriers have the capability to carry many aircrafts; therefore, they have been

Platos Allegory of the Cave Term Paper Example | Topics and Well Written Essays - 1250 words

Platos Allegory of the Cave - Term Paper Example For, as one should probably know, the shadow is an allegory for a man’s self, ultimately, the id. The id is what separates the humans from the animals, and this philosophy delves into what is truly the nature of a man. It consists, one realizes, not of the man’s shadow but of himself as well as the representation of himself—which can be realized in the shadow. That itself is an allegory for what is really happening here—in essence, Plato is parsing that of which humanity really consists. If one, for example—were to be chained to a cave wall—does that diminish any less one’s humanity, one’s dignity, one’s sense of pride? Perhaps, but it cannot defeat the self, which is an inimitable, integral part of the human psyche—a cave, indeed, in which Plato explores more deeply the mysteries of the human mind. Just as some philosophers might attribute parts of a speech with rooms in a house, Plato is advancing upon new territ ory here—basically a type of psychoanalysis—which delves into what really makes humans tick. He has found out, and figured out, what is at the basis of all human interest and toil. It’s a need for knowledge. The cave allegory is significant because Plato thought that the cave represented work in education. Plato felt that the cave was symbolic of something greater in a man’s life. The cave could be an allegory for the fact that man spends all of his life—in essence—figuratively chained inside a cave. One struggles and slaves away, toiling at work, in search of an education, in search of a future. Meanwhile, the real battle is trying to find oneself in the midst of living life. Seeing shadows on the wall are an allegory for noticing one’s form in sensory ways—although it does not reflect the true nature or character of the person which it represents. Indeed, the shadows are a leitmotif for something more spiritual—it coul d be said. One has probably heard the phrase, â€Å"He’s only a shadow of himself, only a shadow of what he used to be.† A shadow intimates the presence of a skeleton which does not represent the true heart or soul of a person, but only the person’s physicality—the earthiness of his or her being. Indeed, these shadows represent a filament in the light bulb of human existence, which is ignited with personality. It is in this revelatory moment that one realizes the importance and power of the human spirit—and it is in this moment that one learns how everything important about being human can be understood from the allegory of the cave. It is not just our sensory awareness that is important to have in life, but knowledge of this sensory awareness at its height is the most evolved consciousness that a human can hope or expect to have. It is this consciousness that one seeks to cultivate through education, and this is reinforced by the allegory of the c ave. The cave allegory does for philosophy what Freud’s theory did for psychology. It revolutionized everything. Plato’s cave allegory is ultimately the ability to ascribe forms to shadows, making indiscrete objects into discrete realities. Thomas Hobbes was ridiculed for taking abstract notions and then defining those in concrete terms. But if we had never had such abstractions defined, we would—in Western political philosophy—not have had notions such as justice, good, evil, right, wrong, and moral philosophy, for example. Plato’s allegory of the cave is simply another way in which he attempted to define a human element. Plato’s allegory of the cave recognizes the importance

Business communication Essay Example | Topics and Well Written Essays - 500 words - 8

Business communication - Essay Example Under the integrating conflict resolution method, the negotiator applies the cultural diversity of the two parties, by selecting the strength that is presented by each culture, and then integrates the strengths to form a formidable neutral ground, that suits the cultural diversity of the different groups (Kelman, 102). Therefore, considering that Prasan is an Indian with a strong preference for making impression, while Andreas is a Swedish with a strong preference for accuracy in information communication and delivery, the two cultural aspects can be blended, to form a single concept that incorporates the strengths. Thus, in combining the two strengths, the US trainer will negotiate with Andreas to adapt impression as a fundamental aspect of winning the hearts of others, considering that other than making a straight forwards response to the effect that it is not possible to provide the documents within a duration of two days, Andreas can adapt the Indian culture of making impression, by giving a response that will express good impression as well as accuracy. Similarly, Prasan can adapt to the accuracy culture of the Swedish, through incorporating the element of accuracy in the response. This can be achieved through Prasan and Andreas adapting the culture of ‘accurate-impression makingâ€℠¢ communication, which would give an answer like; â€Å"I will try to avail the documents in two days, although I am not sure about that, since I have more workload to address’. Such an answer will reflect both impression and accuracy, since Prasan will have made a good impression in indicating the willingness to avail the documents within the required two days, while expressing the accuracy of the difficulty existing in presenting the documents as indicated by Andreas. Therefore, through the combination of these two strengths that emanate

COE Framework And Ethical Dispositions Comparison Matrix Assignment

COE Framework And Ethical Dispositions Comparison Matrix - Assignment Example I have ranked the issue of Mastery of Content at number two because these are the fundamentals of any successful learning program. For professional educators to align themselves with facts and deliver without bias, a mastery of important concepts and principles is key. According to Mowchan et al. (2015), "Any professional service provider, in this case, professional educators, should conduct business with objectivity, avoiding conflict of interest or personal prejudice and should not intentionally mislead others, for this case students." â€Å"Learners will align educational objectives to content and professional education standards, as well as design formative and summative assessments including rubrics that analyze student learning and teacher effectiveness.† (COE-GCU Framework, 2011) I have rated Student Learning and Teacher effectiveness at number three because this relationship fosters coherence and important shared values. The professional educator can be able to understand the diversity of cultures through such formative assessments that are more certainly than not set by both parties. In a research conducted by Cannaerts et al., 2014 indicated that ethics education was best attained through ethics learning integrated through a curriculum that was learner based. Learning based on diversity of views enhances active participation that is more efficient (Ann, 2013).

Impact of decision-making in organizational performance Article

Impact of decision-making in organizational performance - Article Example From the research it can be comprehended that organizations in the modern world are complex, and many theories have been developed to explain what makes them work, and how to make them work even more effectively. A key element of organizational performance is the way that leaders make decisions, and then persuade all members of the organization to carry out these decisions in the way that is intended. The personal qualities, skills and style of a leader are all factors which can affect the way that an organization behaves. Leaders have an important role to play in any organization and they can influence the organizational performance because everyone in the organization is expected to follow the leader. Leaders should make sure that the subordinates do not only follow them but take inspiration from them. In this way there are high possibilities that employees of the organization will give maximum output and overall performance of the organization will be enhanced. Owing to the percei ved importance of the impact of leadership on performance of the organization, several research studies have been conducted in order to analyze what kinds of leadership exist, and whether there is a relationship between leadership and the organizational performance. This paper presents a critique of several recent articles on the relationship between leadership and organizational performance. ... arajan, Sonnenfeld and Srinivasan, 2006) analyzes organizational performance and identifies its relationship with the charismatic style of leaders, as well as environmental uncertainty. In addition to this, the research also identifies the perceptions of top team management about the charisma of a CEO. The authors emphasize the fact that leadership style and its impact on organizational performance has been one of the most important topics of today’s world as leaders have a key role to play in motivating everyone in the organization and ensuring that the organization performs at its optimum level. In this research article, information has been collected using both primary and secondary research methods in order to perform the analysis. In the primary research part of the article, questionnaires were filled by people in the top management as well as CEOs of different organizations to analyze the relationship between the variables discussed above. Because the article had a large sample size, 770 questionnaires were filled and returned and this means that the results shown by this research are likely to have high validity. There was a sample size of 128 CEOs from different companies and this breadth in the location of the participants is a strength of the study. Another major strength of this article is that the study analyzed organizational performance using different criteria like the return on assets, return on equity, sales growth, return on sales and stock return. These measures provide good empirical evidence on which to judge organizational performance whereas other studies previously conducted have not considered these criteria of measuring organizational performance. One of the major weaknesses of this research study is that it included only firms operating in

Models of art and self-management practices Essay

Models of art and self-management practices - Essay Example Modern art deals with money. For centuries artists earned money when they sold their paintings. Nevertheless an image of a ‘poor artist’ can hardly disappear from our consciousness. Artists die and only after their deaths greatness of their talents was acclaimed by public. Currently, researchers claim that â€Å"the irrational exuberance of the contemporary art market is about the breeding of money, not the fertility of art, and that commercially precious works of art have become the organ grinder's monkeys of money† (Kuspit). This apt expression characterizes a shift of the primary objective of art, which is aesthetic pleasure, to a means of enrichment. We live in the epoch of art parody. It is very hard to distil art from a mixture of different stereotypes and concepts around it. In the majority of cases, art issues are mixed with issues from political, economic or technical spheres. Opponents of this point of view may claim that art and money have always been i n interdependence. It is possible to claim that nowadays ‘art has become a dependency of money’ (Kuspit). Huge investments in art in a modern society are directed on art overwhelm. Thus a modern paradigm of art is the following: ‘money is superior to art’ (Kuspit). This can be confirmed by a steady growth of auctions. From the very beginning of history of art, its main function has always been in coding human beliefs, goals and interests. Next to correlation of art and economics, political context of art is also widely discussed. Even museums are compared to â€Å"exhibition ventures like, which contribute to the shaping and promotion of the ideas that govern our social relations† (Haacke). Consequently, artists are considered to be agents, who exert influence on the society. Different political structures, sponsors from political institutions witness the fact that there is an intention to establish relationship between politics and art. If we restor e in our memories socio-critical art of previous years, especially after revolutions, we can clearly see that art was a tool of political manipulation. For example, Vladimir Tatlin, a representative of Russian Realism, developed a project The Monument to the Third International (1920). This project has never been embodied into life, but a spirit of technical progress, a huge power of Russia after revolution was transferred by this artist. Socio-critical art has always been a powerful trigger of society ideological behavior formation. Consequently, this type of art can be saved only at times of great revolutions or turbulent historical events, when politicians involve all possible means in order to create necessary social moods in their countries. Rosler (2010) in her article confirms politicized air of socio-critical and political art: such type of art is a â€Å"robust support for revolutionary ideals or displaying identification with provincial localism, with the peasantry or wit h the urban working classes, especially using fairly ephemeral forms (such as the low-cost prints available in great numbers)† (Rosler 2010). On the one hand, the author criticizes this type of art, but on the other hand we can think about a propagation of art among public (Rosler 2010). Nowadays in spite of a high-speed technological progress and availability of technical means of communication, participants of auctions have an ability to look at masterpieces, but all the rest of the society can be satisfied by

Ethics of Starbucks Corporation Essay Example for Free

Ethics of Starbucks Corporation Essay Starbucks Corporation is the international coffee and the largest coffeehouse in the world based in seattle, Washington. The company has expanded rapidly with over 16,858 stores in 50 countries, including 11,000 in the united states, over 1000 in Canada and over 700 in uk. Starbucks don’t sell only coffee but there are variety in the consumer products that they offer such as hot and cold sandwiches and Panini, pastries ,snacks and other hot and cold drinks. The company’s products are seasonal or specific to the locality of the store. Starbucks also has an entertainment division and hear music brand, the company also markets books, music and films. Starbucks brand ice-creams and coffee are also offered at grocery stores. The Mission statement of Starbucks is to † inspire and nurture the human spirit – one person, one cup and one neighborhood at a time†. Starbucks believe that conducting business ethically and striving to do the right thing are vital to the success of the company. However, Starbucks corporation have been a target of protests and vandalism in the previous years on issues related to sustainability. But Starbucks have always been socially responsible and made it a priority to the development of new ways of addressing diverse impacts of business in society. Like every corporation, Starbucks has its own Standard of Business Conduct which facilitates legal compliance and ethics training; investigates sensitive issues such as potential conflicts of interest; and provides additional channels for partners to voice concerns. Partners are encouraged to report all types of issues or concerns to the program through their choice of the offered communication channel. The key goal and the important aspect of Business ethics is Sustainability. Sustainability is emerged from the environmental perspective because of the effective management of physical resources that are conserved for the future. But the concept of sustainability is not only broadened to include environment but also economic and social consideration. Starbucks have made its priorities in addressing ethical issues related to the environment through formal and public relations. Starbucks is committed to a role of environmental leadership in all facets of our business. This is done by understanding the environmental issues, developing innovative and flexible solutions to bring about change, attempt to buy, sell and use environmental friendly products, instilling environmental responsibility as a corporate value, measuring and monitoring our progress for each project. However, The Three components of Sustainability actually represent in terms of goals for business ethics. a) the environmental perspectives for Starbucks Corporation In 1999, Starbucks started† grounds for coffee† where they would give away the grounds to anyone for composting. They also reduced the size of their paper napkins and garbage bags to reduce wastage and lightening their solid waste to 816.5 metric tons. In response to the excessive water consumption ,Starbucks have replaced pitcher and dipper wells with push button faucets for rinsing utensils. Starbucks are trying ways to make recycling services available for its plastic cups as the services are very limited. By 2015 it is will make these services available in every store across the country. Previously, there were issues that plastic cups were non-recyclable because of the plastic coating that prevents the cup from leaking also prevents it from being recycled so they changed the material from prolypropylene (PP) to polyethylene teraphthale (PETE) which can be recycled. Starbucks is now considering the use of biodegradable material instead of plastics to line the cups. Starbucks gives 10 cents discounts to its customers for using its own mug and it now uses corrugated cup sleeves made up of 60% post consumer recycled fiber. As a Corporate Citizen, Starbucks have taken the ethical responsibility by conserving energy and increasing efficiency to reduce contribution to climate change. Purchasing of renewable resources to avoid impact on the climate yt and investing in new lighting and improving the efficiency of HVAC (heating, ventilation and cooling systems) and other equipments. Starbucks also has build greener stores which include a mix of design elements such as using recycled floor tiles, improve light efficiency, installing low flow valves throughout the stores, using paints with lower amount of volatile organic chemicals. b) the economic perspective for starbucks corporation A broader concept of economic sustainability would include the company’s attitude towards and impacts upon economic framework. Starbucks Corporation responsibly grows coffee and launching its Fair Trade Coffee has undeniably made a significant contribution to their family farmers through rapidly growing FTC coffee volume. Starbucks has established support centers for the farmers in Rwanda and Costa Rica to provide them with necessary resources and expertise to help lower the cost of production, reduce fungus infections, improve coffee quality and increase the production of premium coffee. During the growing and harvest cycles, many farmers find it difficult to cover the expenses prompting them to sell their crops for less to the local buyers. To avoid such situation, starbucks provides funding to the organization that make loans to the coffee growers which will sell their crops at the best time to get the right price. It will also help the farmers to invest in the farms and make capital improvements. Starbucks coffee and cocoa buying is designed to long-term supply of high-quality, ethically sourced cocoa and coffee while contributing positively to the environment and to cocoa-farming communities. Starbucks argues that it pays above market prices for all of its coffee. According to the company, in 2004 it paid on average $1.42 per pound ($2.64 kg) for high-quality coffee beans. This is in comparison to commodity prices which were as low as $0.50–$0.60 in 2003–04. c) the social perspective for Starbucks corporation The key issue in social perspective on sustainability is that of social justice. Starbucks Corporation is involved in communities’ services bringing people together, inspiring change and making a difference in people’s lives. Engaging young people to identify and address the needs of their community. Young people also receive advocacy ,training, financial help and other resources for their efforts. This is done by providing monetary aid and establishing relationship with International Youth foundation and Youth Venture. Starbucks is also involved in combating HIV/Aids to coffee growing community in Africa. Starbucks began selling RED goods in November 2008, enabling the supply of AIDS medicine for 3800 people for a year. The Starbucks Foundation has served the society for many years providing access to clean waters to the developing countries from its brand water bottled ETHOS, fostering education in china, rebuilding the Gulf coast. Although these goals and targets are identified by the UN are essentially the responsibility of the government to achieve, some of them have direct significance for business. Finally we have identified sustainability as a crucial concept that helps to determine the goals and objectives of the business activities from ethical point of view.

Porsche company changes and breakdown

Porsche company changes and breakdown Much has changed for Porsche over the past few years. Negative market forces combined with questionable strategic moves have the iconic sport car company fighting for its life. Markets forces such as escalating fuel prices during the summer of 2008 followed by the global financial crisis have significantly suppressed demand for gas-guzzling, high-end specialty vehicles. In concert, Porsche has overstretched itself with new product introductions and an attempted takeover of rival Volkswagen. Porsche has left itself with limited strategic options. This case describes the market conditions affecting the global auto industry, presents Porsches resources and poses options for the future. As of early 2008, Porsche was celebrating a JD Powers highest quality rating for the second year in a row and 7 years of strong financial performance after near-bankruptcy in the late 1990s (see Exhibit 1)  [1]  . Porsche was again seen as a leading, high-end car company. The rest of the industry had been consolidating into fewer than 10 large, multi-brand conglomerates. Against this backdrop, Porsche was defiant about not losing its independence. However, the road forward has been full of hazards. The global economy turned downward during the second half of 2008 and the slump has continued into 2010. Porsche almost went out of business the last time the US economy lagged for an extended period in the early 1990s. Porsche must formulate its strategy carefully. Their expansions into the sport utility and sports sedan segments and attempt to take over Volkswagen have been risky, even careless moves. What should be Porsches next move in light of the rapidly changing global auto industry and Porsches current internal challenges? Should Porsche hold pat and try to ride out the market downturn and industry shakeout with its current lineup of vehicles? Should Porsche continue to expand its product range in order to further leverage its brand and become a broader player to rival German competitor, BWM? Or, should Porsche retreat from expansion, return to its core product, the 911, and focus on its engineering expertise? The global auto industry has suffered greatly from the worst US financial downturn since the 1930s. Two US auto giants, General Motors (GM) and Chrysler, have filed for Chapter 11 bankruptcy protection and there has been a new wave of mergers and acquisitions. Industry growth and leadership are shifting to China and India, and environmental technologies are leading innovation in the global auto industry. Excess car making capacity worldwide has increased sharply in the past few years. Amid weak demand, Japanese automakers have frozen or delayed new capital investments and have stepped up such efforts as lifting productivity at factories, with the goal of boosting their profitability. Toyota Motor Corp. is struggling to remain profitable as its sales have fallen by around 20% from 2007s record tally of 9 million units. Honda Motor Co. has decided to delay new plant construction until 2012 or later from the originally planned 2010. These moves are also driven by anticipation that GM and Chrysler will emerge from their bankruptcies as meaner, leaner competitors. GM has announced plans to bolster its profitability by consolidating production to support global sales of around 6 million vehicles a year, a roughly 30% decline from its worldwide sales in 2008  [2]  . New rivals have appeared with Fiat, an Italian automaker that ranked 10th in global sales rankings in 2008, taking a stake in Chrysler. In addition, the Canadian auto parts maker Magna International Inc. entering into car manufacturing through its agreement to acquire Opel, a German unit of GM. In addition, as Americas auto companies lose market share due to declining demand, Chinese auto sales have increased steadily, China is likely to pass Japan soon as the worlds largest car maker. Chinese companies have focused on acquiring production expertise as well as brand cache by bidding on Fords Volvo and General Motors Saab and Hummer. China has a reputation as a copycat manufacturer. Therefore, acquisitions offer reputation to some of Chinas 100 car companies which unknown to most people outside of China  [3]  . For example, Ford sold Jaguar and Land Rover Indias Tata Motors Ltd. in 2008 for $1.7 billion. This positions an Asian company as a potential world leader at the low-end with the $2,500 Nano and at the high-end with two global icons in Jaguar and Rover, positioning it to compete with BMW, Mercedes-Benz and Audi  [4]  . 2008 was the worst year in a decade for the US auto industry as demand slowed because of tightening credit, higher gasoline prices, and rising unemployment. Continuing declines in sales are likely for the foreseeable future in North America and Europe, while growth is projected in India, China, and Brazil. The global auto industry has been consolidating because on high costs and low demand and profitability. There were 42 independent, global car companies in 1960, and this shrunk to only 17 by the year 2000. In the medium to long term, environmental technologies will likely be instrumental in carmakers success. Germanys Daimler AG has taken a stake in Tesla Motors Inc., a U.S. electric car venture firm. Another German company, Volkswagen, has tied up with Chinese battery maker BYD Co. to bolster its ability to develop electric vehicles. BYD announced in late 2008 that it had succeeded in developing a commercial model plug-in hybrid vehicle. The Chevrolet Volt and Nissan Leaf are due to hit the market in 2011  [5]  . Porsches Resources Porsche, with over 12,000 employees in 2008, is the smallest German automobile builder, but the largest sports car specialist in the world. Sales in the 2007/2008 reached nearly 99,000, including approximately 45,000 Cayennes and 31,000 911s. Net income climbed over $6.3 billion in 2007/2008  [6]  (See Exhibit 1). The company was founded in December 1930, when Dr. Ferdinand Porsche, with 12 close associates, established an office in Stuttgart for design and consultation on engines and vehicles. By 1932, Porsches design office had developed the torsion bar suspension element that is still in use in automobiles around the world. In 1934, the Porsche Company was commissioned by the manufacturers association to design a utilitarian car of normal dimensions but relatively low weight, to be achieved by new basic measures. Prototypes of this car were on the road by the end of 1935 but World War II postponed mass production of the vehicle. After the war, Volkswagen started production of the car, which came to be known as the VW Beetle. In 1972, when the 15,007,034th unit left the VW Wolfsburg assembly line, this Porsche-designed vehicle had displaced the Model T Ford as the all-time automobile production leader  [7]  . After World War II, Dr. Porsche was commissioned to build the most modern formula race car in the world. This car started to win international road races by 1948, and based on this car design, Porsche started building the 356 sports car (see Exhibit 2) in rented production space in Stuttgart for sales through Volkswagens international network of dealers and importers. While the original plan called for only a modest production of 500 cars, sales of the 356 Porsche eventually reached an overall total of 78,000 vehicles. The success of the 356 model was followed by design of the Porsche 911 (also shown in Exhibit 2) that initially went into production in 1964. The 911 had sales, through 2008, in excess of 600,000 vehicles and was the most successful rear-engine sports car in history  [8]  . In the 1970s internal car developments included the Porsche 928, with the first all-aluminum V-8 engine, that started production in 1977, and the Porsche 924, targeted as an introductory model below the 911 model. The 924 was originally developed for the Volkswagen, but they lost interest after the 1973 energy crisis. Porsche sold the car under its own name and, with sales of 100,000 units in only five years; it became the most successful Porsche of all time. Porsche continued its tradition of active involvement in racing competition. Dr. Ferry Porsche, chairman and son of the companys founder, claimed, competition entries in racing and rallying aided technology for our production cars. Designers felt that after only a few months, and often after only weeks or even days, racing provided answers to whether new technical measures were the right ones. Porsches RD work flowed into its production cars, and was the basis for extensive sales of engineering capabilities to outside customers  [9]  . German counterparts such as Mercedes, BMW and Volkswagen dwarf Porsches production volume of about 95,000 cars per year. In 2007/2008, Mercedes and BMW sold over 1,000,000 units and Volkswagen in excess of 1,500,000 cars  [10]  . Porsches small production volumes, however, still have to accommodate great diversity. Each car is built to a customers order, and has to conform to different national and state regulations. Choices included right-hand and left-hand steering, automatic and manual transmissions, and many other options. Porsche customers frequently traveled to the Zuffenhausen plant in the northern district of Stuttgart to watch their car actually being built. Since 1972, the companys technical development has been located in a large RD center outside of Weissach, a small town about 20 kilometers from Stuttgart. To maintain its technology leadership, Porsche has invested, at Weissach, in a minimum scale of expensive capacity, including a test track, crash center, wind tunnel, motor engine test facility, and pollution test equipment. A large number of designers, engineers, technicians, and mechanics are employed to support continual innovation. With its extensive commitment to advanced technology development and its small production base, Porsche spent 15 percent of its car sales revenue on RD, a much higher figure than the 4-6 percent typically spent by other car companies. The large investment in technology development capabilities required that Porsche sell some of its equipment, design, and engineering capabilities to other car companies  [11]  . Porsche still assembles a large proportion of its cars by hand on the same site where company patriarch Ferdinand Porsche built and delivered the Volkswagen Beetle in 1937. There have been modifications, of course, especially since 1991 when Wiedeking was hired to oversee production and materials management. One shocker: He forced the company to choke down nationalist and institutional pride and bring in Japanese consultants to teach Porsche not only how to build cars better, but also how to build better cars. In the upholstery shop, craft workers soften leather with heat guns and use hand tools of their own making to caress the hide smoothly onto curving dashboards and door panels. They get the leather from workers at sewing tables. In a nearby building, a technician uses a hand wrench to apply what he suspects his power wrench or a robot might not just the right amount of force on bolts that will hold an exotic, six-cylinder Porsche engine together when some over-enthusiastic driver revs it into the danger zone. When the wrench wielder and co-workers complete the engine, it gets hauled off to one of a dozen dynamometer chambers. There, testers run it through a demanding routine for approximately 20 minutes. Charming and eccentric as Porsches factory is, it is perhaps no more than a curiosity next to less-visible enterprises that the automaker relies on for independence: Weissach, restructuring, and partnerships. Porsches Weissach RD center is responsible not only for Porsches own auto technology and innovation, but also additional profits from work it does for others. Weissach developed, for instance, a cockpit for the Airbus jetliner, a minivan for General Motors, the guttural sound of modern Harley-Davidson motorcycle engines and their low-emission performance. Porsche does not report Weissach earnings separately. Some industry analysts suppose they account for most of what the financial reports call other operating income about 12 percent of total operating income. But Weissachs biggest contribution is not on the financial statement. Weissach is staffed by 2,200 engineers and technicians, meaning that highly paid professionals are one-quarter of Porsches total head count. Too expensive for us alone, says Anton Hunger, Porsche spokesman. Yet other automakers are comfortable renting Porsches engineering brains because the tiny sports-car maker is unlikely to be a rival. Restructuring in the late 1990s was painful as Porsche has cut 25 percent of its workers. And though much handwork remains, Porsche has halved the worker-hours necessary to build the 911 Carrera, and relies more on Japanese-style, just-in-time parts delivery. About one-third to total parts is the same on Boxster and 911 Carrera. And the Boxster S gets its upgraded handling and performance from 911 Carrera parts. In 1992, Porsche was selling three dramatically dissimilar models: rear-engine, six-cylinder, air-cooled 911; front-engine, V-8, water-cooled 928; front-engine, water-cooled, V-6 968. Literally not one common part. Incredible. Not even the lock system, says Manfred Ayasse, financial spokesman  [12]  . As of 2009, Porsche sold only 5 vehicles, Boxster, 911 Carrera, Cayenne, Cayman, and Panamera. The 4 automobiles are six-cylinder, high-performance, high-priced sports cars. In an industry bent on more and more segments, this is an anomalous approach. However, Porsche is an expert at bringing out ever-more-desirable iterations, raising prices for the upgraded versions and earning much higher profits. The enhanced models do not cost much more to manufacture than the base models. Boxster made its debut late in 1996, its $41,000 price putting a new Porsche within reach of more buyers than can afford a $66,000 Carrera. The Boxster S joined the lineup in 1999, starting at around $49,000. Its appeal is chiefly a bigger engine. At the same time, the standard 2000 Boxster received enhancements that could support a price increase. Its engine grows to 2.7 liters from 2.5, and horsepower rises to 214 from 204  [13]  . The 911 Carrera is a case study in Porsches genius. The current generation was launched in late 1997, as a coupe. A pricier convertible came in early 1998. Even more-expensive all-wheel-drive versions, called Carrera 4, were added in late 1998. In 2000, Porsche offered a turbo-charged 911 Carrera. Turbo Porsche models have the brilliant high-performance credentials and legacy to command six-figure prices. Also possible is a targa-top 911, which would have a removable, hard-roof panel for those who like the breeze but dislike folding convertible tops. Porsche has recently added an S version to the 911 Carrera line-up, just as it did with Boxster. Even though Porsche says it will never merge, its not above partnerships. For example, it co-owns, with Daimler-Chrysler, Car Top Systems, the company responsible for the folding tops on Porsche, Mercedes-Benz, and Saab convertibles. And Audi manufactured the now-discontinued 924 and 944 sports cars for Porsche. The automaker has decided to outsource more manufacturing so it can boost sales, and enjoy the extra earnings that it should bring, without investing in expensive expansion. Porsche calls it the virtual factory approach. The factory in Stuttgart can manufacture only 30,000 cars a year. It is surrounded tightly by the city, limiting sprawl room. But Porsche considers the original brick factory historic and could not bring itself to replace it with a modern facility. Thus, playing well with others becomes a survival tactic. Since late 1997, most Boxster sports cars sold in the US have been made at Valmet Automotive, a car factory in Finland that also builds Saabs. The automaker helped Valmet modify its tooling and production system to accommodate the Boxster, and Porsche has quality auditors there to ensure Valmet Boxsters match Stuttgart Boxsters. The logic is impressive, says Deutsche Banks research report on Porsche: It is the design, the technology, and the brand that make a Porsche stand out. These are core competencies for Porsche. The production itself, which is more or less a commodity competency, may as well be outsourced to Valmet or VW at a lower cost than Porsche could achieve with its highly paid workforce.  [14]   In 2002, Porsche began selling Cayenne, which it developed in collaboration with Volkswagen. Porsche sells the Cayenne for around $60,000, and VW sells its version, the Touareg, for around $35,000. The two companies shared the development costs and VW manufactures both vehicles. This allows Porsche to get some of the development costs paid by VW, and Porsche does not have to invest in more factory capacity to build the vehicle (See Exhibit 3). In 2005, Porsche added the Cayman to its roster positioned between the Boxster and the 911 and priced at around $60,000 (Exhibit 4). The Cayman matches the weight and styling of the Boxster with nearly the power of the 911. This makes the Cayman lightning fast, with a 0-to-60 time around 4.5 seconds. This performance and price has made the Cayman the most sought after vehicle in Porsches lineup in 2005. In September of 2005, Porsche acquired 18.5 percent stake in Volkswagen. Porsche claimed it was attempting to secure its supply chain as Volkswagen makes much of the Cayenne, the Porsche sport utility vehicle  [15]  . Volkswagen has not performed recently and has been seen as a potential takeover target. Porsche increased its ownership of Volkswagen to 31 per cent and majority ownership in 2008. Porsche introduced its first four-door sedan in 2009 when it offered the Panamera (Exhibit 5). BMW, Mercedes Benz, and Maserati are the Panameras primary rivals catering to the high-performance, four-door sports sedan market, and the Porsche hopes to take some of this market share. The companys association with Volkswagen is leveraged as the Panamera uses the Volkswagen Phaeton platform. The Panamera is powered by the same engines that are currently available in the Cayenne, the Porsche SUV. Porsches financial situation represents its biggest challenge. Porsche and Volkwagen reached an agreement in 2009 to call off Porsches efforts to take over Volkswagen. The final shape of the two companies has yet to be fixed, but Porsche is now likely to be fully integrated into the Volkswagen Group, joining its seven other car brands-VW, Audi, Skoda, Seat, Bentley, Lamborghini and Bugatti. Porsche got into this challenging situation when it took on à ¢Ã¢â‚¬Å¡Ã‚ ¬9 billion ($12.2 billion) of debt acquiring its 50.8% in Volkswagen with its sights on taking over Volkswagen. Three things prevented Porsche from this goal. First, acquiring 50.8% of Volkwagen tripled Porsches debt. Second, the credit crisis beginning in 2007 made it more difficult and expensive to borrow money. Third, Porsche was blocked by the German government from acquiring a larger share of Volkwagen so it could access its cash reserves  [16]  . The most challenging aspect for Porsche is its debt, which Porsche wants to reduce by at least à ¢Ã¢â‚¬Å¡Ã‚ ¬5 billion. Qatar and Abu Dhabi were seen as top candidates to loan the money. However, Mr. Pià «ch, who owns 10% of Porsche, says he opposes selling a stake in Porsche to an outside investor. Instead, Volkswagen is likely to buy Porsches car business. The Future of Porsche Based on the current conditions in the global auto industry, the economy and the natural environment, what should be Porsches strategy for 2010 and beyond? Should Porsche hold pat and try to ride out the market downturn and industry shakeout with its current lineup of vehicles? Should Porsche continue to expand its product range in order to further leverage its brand and rival German competitor, BWM? Or, should Porsche retreat from expansion, return to its core product the 911 and focus on its engineering expertise? These options are influenced by and could influence Porsches current financial challenges. Porsches strategic moves are critical to its future success and existence. Exhibit 1 Porsche Financials Exhibit 2 Exhibit 3 Cayenne Exhibit 4 Cayman Exhibit 5 Panamera

Case study of General Electric Co

Case study of General Electric Co General Electric can trace its roots to the founding of the Edison Electric Light Company in 1878. By 1890, Edison had organized his various businesses into the Edison General Electric Company. The Thomson-Houston Company and the various companies that had merged to form it were led by Charles A. Coffin. In 1892, these two major companies combined to form the General Electric Company. GE is a global manufacturing, technology, and services conglomerate, formed in 1892. Today, GE is made up of six businesses, each of which includes a number of units: GE Commercial Finance provides loans, operating leases, financing programs, commercial insurance, and an array of other products and services aimed at enabling business worldwide to grow. GE Healthcare is a leader in the development of a new paradigm of patient care dedicated to detecting disease earlier and helping physicians tailor treatment for individual patients. GE Industrial provides a broad range of products and services throughout the world, including appliances and lighting; plastics and silicones products; and equipment services. GE Infrastructure is one of the worlds leading providers of fundamental technologies to developing countries, including aviation, energy, oil and gas, rail and water process technologies. GE Money, formerly known as GE Consumer Finance, is a leading provider of credit services to consumers, retailers and automotive dealers around the world. NBC Universal is one of the worlds leading media and entertainment companies in the development, production and marketing of entertainment, news and information to a global audience. As per their last annual report at the end of 2008,at the end of the year they employed in total globally 323000 employees. $797,769 millions in assets 182,515 millions in revenues. Stakeholder Relations GE is a public company listed on the New York Stock Exchange and incorporated in the State of New York. The company is managed by a 16 member Board of Directors, of which 13 of the directors are independent. Directors are chosen annually at the annual meeting of shareholders. Four committees assist the Board: the Audit Committee, Management Development and Compensation Committee, Nominating and Corporate Governance Committee, and the Public Responsibilities Committee. The Public Responsibilities Committee oversees the companys position on corporate social responsibility. GE also has a team of Corporate and Business Executives who lead GEs many corporate functions and businesses. GE has very strong equitable shareholder control. Each share of the common stock is entitled to one vote. Shareholders are able to nominate and elect candidates for the Board of Directors through a majority. Also, GEs code of conduct, The Spirit and The Letter enables shareholders to initiate a process of dis missal of Directors. Within Organisation External Employees Customers Senior Management Shareholders Board Of Directors Suppliers Shareholders Government Representatives Audit Committee Non-Governmental Organizations (NGOs), Management Development And Compensation Committee Industry And Financial Analysts Nominating And Corporate Governance Committee Environmental Advocacy Groups Public Responsibilities Committee Media Environmental, Health And Safety Committee Community Leaders Citizenship Executive Advisory (CEA) Council Ecomagination Advisory Council Investors Investors Table Key Stakeholders GEs Board of Directors and GEs Risk Committee play vital roles in the oversight and management of the Company. From this senior leadership they are held with great accountability. The primary role of GEs Board of Directors is to oversee how management serves the interests of shareowners and other stakeholders. To do this, GEs Directors have adopted corporate governance principles aimed at ensuring that the Board is independent and fully informed on the key risks and strategic issues facing GE. This is dictated by two-thirds of its Board be independent under a strict definition of independence. The GE Board held 13 meetings in 2007 and outside Board members visited at least two GE businesses each in 2007 without senior management present in order to develop their own view of the Company. The Board also meets periodically without management. The Board and its Committees focus on the areas that are important to shareowners strategy, risk management, and people and in 2007 received brief ings on a variety of issues, including: controllership and risk management, compliance and litigation trends, U.S. and global tax policy, environmental risk management, social cost trends, acquisitions and dispositions, intellectual property and copyright protection, global trends, the reshaping and broadening of GEs businesses, and productivity. At the end of the year, the Board and each of its committees conduct a thorough self-evaluation as part of their normal governance cycle. Table Power v Influence MatrixKeep Satisfied Employees CEA Environmental, Health and Safety Committee Public Responsibilities Committee Ecomagination Advisory Council Manage Closely Senior Management Board of Directors Management Development and Compensation Committee Audit Committee Monitor Media Government Representatives Non-Governmental Organizations Community Leaders Keep Informed Investors Shareholders Industry and Financial Analysts Environmental Advocacy Groups Suppliers Power Influence Low High High Low Senior GE officers, including the Citizenship Executive Advisory (CEA) council, are regularly involved in reviewing stakeholder feedback. This group meets at least quarterly and reviews summary stakeholder feedback and issues important to the Companys citizenship efforts to ensure that the appropriate actions and resources are in place. The CEA is comprised of five senior GE executives. GE makes a commitment to transparency in its citizenship reports where the Vice President of Corporate Citizenship and the General Counsel ensure transparency of non-financial information. GE provides training on transparency to all employees as part of induction training as well as e-learning training that deals with compliance to policies and integrity. The citizenship reports are widely disseminated and translated to further encourage participation of its stakeholders. GE makes commitments to engaging with external stakeholders in its citizenship reports, which outline the types of engagements the company undertakes. They started the reports in 2005 and are now into their fourth. GE is currently developing a company-wide approach to stakeholder engagement called, materiality. Stakeholder engagement depends on the functionality of a department, for example, with citizenship-related engagements (i.e. NGOs or public policy groups) the Vice President of Corporate Citizenship over sees external stakeholder engagement. GE provides training to managers and executives on how to interact with stakeholders as part of the business Management and leadership classes. They have formalised engagement where they have institutionalized external stakeholders involvement in corporate decision making on environmental and social issues. GE has an Ecomagination Advisory Council comprised of a Board of 6 to 8 industry thought leaders with expertise in energy and environment. The Council guides the company on technology research and investments, provides new ideas on its environment strategy, helps generate or review white papers, and participates in GE sponsored events. GEs Ecomagination business strategy guides the companys evaluation of its environmental impact. The strategy aims to achieve energy-efficient, less emissive products, and achieves this through the use of the Ecomagination Product Review score card. The score card quantifies a products environmental impact relative to other products. Ecomagination product revenues increased from $12 billion in 2006 to $14 billion in 2007, which as a percent of overall company-wide revenue is 23% in 2007. In the current discussion global climate change, the environment is a hot topic now and will for the forseeable future for stakeholders. The main stakeholders that can be linked with this are the ecoimagination, environmental organizations, EHS. They will increasingly expect policies and strategies with real results and commitment to reduce detrimental environment impacts. They will therefore have a great deal of influence currently and will do for some time. They can increasingly apply pressure on the company to materialize its efforts. No doubt he GE is already tackling these issues but with these external stakeholders great power will arise as they influence employees to take responsibility and increased products on the ecomagination scheme. GE already state they have increasing product line in the pipe line. This is also a media frenzy topic which is reported on daily, environmental issues can see a hole host on stakeholders mainly external influence the the senior management and BOD, these include the media, government representatives, which will influence the community and thus individual shareholders and investors. Not only will they influence the internal operations of the company but in tern the GE will guide its suppliers so no conflict of interest if they are not doing all they can to alleviate environmental issues and are seen to be responsible. GE also has the Environment, Health and Safety (EHS) Policy, which ensures consistent global standards for evaluation methods. GE provides training to operations leaders on the overview on EHS policy through Plant Manager Training. Of the Ecomagination and EHS policy are both widely circulated, but Only Ecomagination material is translated. However of the mechanisms to facilitate the sharing of lessons learnt from evaluations is not in place and thus contradicts the approach of external stakeholders to lead the environmental issues. GE has the Statement on Principles of Human Rights, which commits the company to monitoring its suppliers adherence to EHS standards in emerging markets, prohibitions against forced and child labor, local wage and hour laws; evaluating human rights issues; and assessing the impact of major infrastructure project financing on local communities. The Vice President of Corporate Citizenship oversees the reporting and evaluation of GEs social impact while different leaders have varying responsibilities depending on the issue. For example, the General Counsel has the responsibility for compliance, governance, and ombudsperson. GE does not provide training to staff on evaluation of social impacts of their activities. Companies like GE with global supply chains face significant challenges in order to ensure that their suppliers make safe and quality products, and that they are produced on time and at competitive prices. In addition, stakeholders increasingly expect companies and their busine ss partners to respect and implement national and international labour and environmental standards in their workplaces. This challenge becomes even greater when companies source suppliers from countries without adequate government enforcement. While the policing model of the past has made some positive improvements, it has been relatively unsuccessful at identifying the core issues. This has created a duplication of efforts, contributed to a proliferation of codes of conduct that create confusion, and has largely been an ineffective use of resources. Adding to the dilemmas are some unanswered questions, including: How will competing companies in the growing economies of Brazil, Russia, India, and China manage their supply chains in relation to international labour standards? Do consumers see the value of investing in supply chains and, if so, are they willing to potentially pay more? Todays leading companies and multi-stakeholder initiatives are changing tack and beginning to focus their efforts on five areas: Improving management systems Developing effective complaint mechanisms and workplace remediation platforms Evaluating internal purchasing to determine how their own actions may negatively impact the workplace Increase supply chain transparency Creating incentives for their buyers and suppliers based on social and environmental performance criteria This shift in approach requires collaboration from a broad set of stakeholders because no one sector can effectively achieve this alone. Companies should learn from the hard lessons of the past, avoid the pitfalls that others have experienced, and consider targeting resources on building internal capacity to work in partnership with NGOs, trade unions, multilaterals, peer companies, and industry and trade associations to tackle these complex issues together. Moreover, companies and their stakeholders should collectively engage governments and encourage them to enforce their laws in order to make decent work a reality and to create a level playing field for multinational companies and for those suppliers competing for their business. GE has the code of conduct called The Spirit and The Letter, which guides the handling of internal complaints. GE also has a Global Ombudsperson system where ombudspersons are placed in every business and country where GE operates to facilitate compliance and the complaints process. The Spirit and The Letter have the commitment to ensure mandatory discipline for anyone found to have retaliated against a whistleblower. The Corporate Ombudsperson has the overall responsibility to oversee compliance with the code. GE provides all ombudspersons with training on receiving concerns, initiating investigations, and monitoring case progress and closure. Employees receive compliance training through the intranet. This also encompasses complaint and response procedure for external complaints. GEs 2007 proxy statement highlights a mechanism that exists for external stakeholders to lodge complaints directly to the Board of Directors. The Corporate Ombudsman also oversees compliance with commitmen ts made in the proxy statement, and will pass any concerns to the Audit Committee of the Board of Directors. Ombudspersons are trained on receiving and handling concerns from external stakeholders. GEs code enables any stakeholder to report concerns of corporate policies and strategies directly to the Board of Directors. With the many commitments and programs and committees in place GE keep their stakeholders mainly employees informed with reports. They have proxy statements, citizen reports, annual reports which are widely disseminated and translated. They also have key policies that are made easier accessible such as human rights statements. Not all endeavours are translated and circulated but the majority are. Environmental and social aspects are reported on and also compensation of the senior management and executive directores, CEOs are all transparent. If this was not the case this could easily alienate lower level employees and other stakeholders. With the information available stakeholder board have also been issued the task of evaluating report writing on annual and citizenship reports. They concluded in the 2008 citezen report that GE utilized a Stakeholder Review Panel to assess and comment on report quality. Ongoing stakeholder engagements have enabled the Company to determine the impact and influence of its corporate citizenship efforts. The Panels commentary is intended to inform and guide report readers, as well as GE. Six people were invited by GE to join the Panel, identified in discussion with AccountAbility, the latter acting as the Panel Convener. Panel members were selected for their interests and concerns, their expertise and their knowledge of GE. Panel members were asked to participate as individuals, not as representatives of their organizations, Environment Social Development Department at the International Finance Corporation, HSBC Climate Change Centre of Excellence. The Panel provided feedback to GE based on a draft report, and the commentary based on its view of the final report. The Panel focused on the quality of the report, although members raised some performance issues in discussion with GE. The Panels commentary, presented here, is intended to inform and guide the report readers, as well as GE. Use was made of the AA1000 Assurance Standard, but the Panels work is not a formal assurance exercise. Background to the 2008 Convenings This year we sought to reflect on our progress concerning the implementation of our Statement of Principles on Human Rights as well as our broader ecomagination and development efforts, and further explore the links between GEs operations and the broader human rights agenda. In particular, we convened experts and stakeholders in three regions to discuss: à ´Ã¢â€š ¬Ã†â€™Ã… ¾ How can GE further advance the implementation of the Companys global Human Rights Policy, and in particular in relation to our role as a global Olympics sponsor at the 2008 Beijing Olympic Games; in other words, What does it mean to be a good global citizen? (Geneva) à ´Ã¢â€š ¬Ã†â€™Ã… ¾ How can GE further embed its environmental stewardship work within the core of its strategy and practice, expanding its efforts outside the United States and also connecting its efforts to the broader development agenda? (Washington, D.C.) à ´Ã¢â€š ¬Ã†â€™Ã… ¾ How can GE advance an effective approach to serving communities in the developing world in light of the Companys unique position in providing infrastructure solutions to the private and public sectors? (Delhi) To learn more about GE and stakeholder participants for these convenings, please visit www.ge.com/citizenship/processes. Insights from the 2008 convenings GE greatly appreciated the honest and open discussions at the three convenings. Valuing the counsel and advice we received, we would like to share a summary of the key opportunities and challenges the convenings helped us identify and explore. We discuss many of these opportunities and challenges within this years report and are looking forward to further engagement over the coming year to help us inform and guide our citizenship approach and efforts. To provide the reader with a flavor of the discussions at the convenings, this report also features a number of (unedited) expert perspectives authored by participants of the convenings. Insights include: Climate change public policy Clear and consistent communication, including recommendation and clarification of effective and credible global policy frameworks, engaging in national and local debates on trade policies, and customer engagement on clean technology (Washington, D.C.). Company-to-country investment Leveraging innovation and product adaptation driven by local culture and context (Delhi). Customer product-use issues Clarification of GEs approach to client responsibility of GE products, including increased engagement with society on key concerns such as dual-use technology and post-sale management (Geneva, Delhi, Washington, D.C.). Expanding boundaries Engaging experts as GE continues to operationalize its Statement of Principles on Human Rights and consider a life-cycle approach for GEs products as GE applies its efforts to help reduce CO2 emissions within its supply chain (Geneva, Washington, D.C.). Human rights Increased public positioning on business issues associated with the emerging and ongoing human rights discussions and proactive engagement as they arise, e.g., 2008 Beijing Olympic Games (Geneva). Localizing engagement Greater understanding of the implications arising from GEs unique position as a business-to-business company providing infrastructure solutions to countries (from technology development to local implementation) (Delhi, Washington, D.C.). Strategic collaborations and partnerships Leveraging of GEs core competencies and strengths (commitment to innovation and ability to scale projects and programs) in strategic collaborations and partnerships to ensure acceptance and sustainability (Delhi). The Panel encourages GE to continue innovating in its reporting, and we challenge it to strive for leadership in promoting meaningful transparency across the global business community. à ´Ã¢â€š ¬Ã†â€™Ã… ¾ Injecting sustainability into financial reporting: This years Citizenship Report has demonstrated the strategic relevance of GEs programs for its long-term business performance. These material aspects of sustainability management and innovation should be incorporated into regular investor disclosure, including quarterly and annual reports as well as in proxy statements. à ´Ã¢â€š ¬Ã†â€™Ã… ¾ Embedding citizenship within operations: We would welcome transparency on how sustainability performance is brought to life for individual GE employees through performance evaluation and compensation. à ´Ã¢â€š ¬Ã†â€™Ã… ¾ Matching global reporting with national level data: Utilize GEs Web site to provide country-level performance data and information for global stakeholders, including insights and outcomes from key stakeholder and business engagements, especially in high growth regions such as Asia. à ´Ã¢â€š ¬Ã†â€™Ã… ¾ Discussing public policy engagement: Further strengthening of disclosure on GEs public policy activity and lobbying on key citizenship issues at the global and national level, including membership organizations that represent GE. Consider making all submissions to governments available on the Web site. à ´Ã¢â€š ¬Ã†â€™Ã… ¾ Exploring human rights: Shine a brighter spotlight on GEs human rights approach and practice, and illustrate its thoughtfulness in approaching challenging dilemmas. As operationalizing GEs human rights policy around the globe is particularly complex, this area does not lend itself to quantitative goals, but to case studies and an active discussion of the dilemmas and nuances central to the human rights challenges the Company faces. For example, the illegal use of GEs ultrasound equipment for sex-selection by practitioners in India or application of GEs global labour rights standards within its supply chain in challenging environments like China. Further information on steps the Company has taken to align its performance with its human rights policies would enrich the Report. à ´Ã¢â€š ¬Ã†â€™Ã… ¾ Progressing the Energy and Climate Change Agenda: Deepening of reporting on the Companys contribution to the U.S. Climate Action Partnerships commitment to 60-80% reduction in U.S. emissions by 2050 how, on a practical level, GE plans to help achieve these goals via technology adaptation or expansion of ecomagination. à ´Ã¢â€š ¬Ã†â€™Ã… ¾ User-focused reporting: Experiment and explore how best to reach and communicate with the companys diverse range of stakeholders, especially those with particular, set interests or those who may have limited access to the Web. ge Public responsibilities Companies confront many dilemmas when conducting business, in rich or poor countries alike, when defining their role in communities: understanding the proper role of governments and the right level and quality of influence from companies that are sometimes larger than governments themselves; the need to respect different cultures but still make sure that the same values are applied all around the world; the need to have an educated workforce that fits in the companys processes while trying not to change local cultures; expectations that companies will provide for all; and disappointment when companies need to close plants or leave communities. Much has been written and discussed about the impact of multinationals on communities. Stakeholders have many different views and perceptions, and there is little agreement about how to measure impacts, both positive and negative. I think, however, that there are two basic questions that companies need to answer: 1. Are we really listening to the stakeholders who are actually impacted at every step of the value chain of our business? 2. What are communities going to be like when our company leaves? Many stakeholder dialogues are going on around the world, and it is certainly a remarkable and great step to have companies like GE whose sheer size allows them to have significant positive impacts when defining their course of work listening to diverse views and exchanging ideas with non-business partners. They are, however, mostly focused on stakeholders who speak English or belong to organized groups with some international affiliation. Maybe it could be good to actually exchange ideas with the impacted communities themselves to form a more complete picture. Companies should come into communities planning for the time when they leave, be it two years or 70. Hopefully, that way one can avoid creating dependency and promote ownership from day one. It is probably more complex to start and carry business with this view, but it is surely better to prevent risks than to manage crises. Public Policy GE has increasingly focused on deepening and improving its ability to work effectively with governments throughout the world. We firmly believe that a better understanding of GEs vision and business activities and governments impact on those pursuits will serve both parties well. Moreover, we have made a concerted effort to enhance our working relationships with government officials. The rules governing governmental transactions and advocacy activities differ from country to country, and can be varied and complex. Our total commitment to integrity has led us to continuously educate GE leaders on changes in the rules and regulations governing interactions with government officials. The Public Responsibilities and Audit Committees of the Board are briefed regularly on our government relations and compliance activities. I spend much of my time travelling internationally and meeting people at every level within and outside GE. Our strong commitment to corporate citizenship makes GE a very attractive place for lawyers to work. My ability to attract the best lawyers and maintain the legal teams strong internal sense of community is greatly assisted by the fact that the Company is committed to promoting the Rule of Law and is actively working with governments and communities to promote ethical behaviour. GE lawyers are inspired and motivated knowing that such a strong commitment runs through the veins of the Company. Global Initiative to Combat Nuclear Terrorism In 2006, the U.S. and Russian governments launched the Global Initiative to Combat Nuclear Terrorism. As a global citizen, GE is deeply concerned that every safeguard be taken to ensure that legitimate commerce in nuclear materials is not exploited by terrorist organizations. As a global producer of nuclear power plants, nuclear fuels, radioactive isotopes for healthcare applications, and radiation detection equipment, GE has the experience and expertise to make a substantial contribution to this goal. In 2007, GE worked with the U.S. Department of State to express support for the Global Initiative, and in 2008, we will participate actively in several projects, including the development of a model national nuclear detection architecture document; international cooperation in developing technical approaches to remotely detect radiological materials; and minimizing the use of highly enriched uranium in the production of medical radioisotopes. Countries of concern GE devotes significant resources to ensuring that business activities are in compliance with all applicable laws, that they are conducted with integrity and achieve value for our shareholders worldwide. While our policy has always required that our businesses follow U.S. sanctions and other applicable laws, in 2008 we adopted a policy that goes beyond what current laws require. In light of reputational and business risks associated with doing business with countries designated as State Sponsors of Terrorism by the U.S. Department of State (Cuba, Iran, North Korea, Sudan, and Syria), the Company will not accept business in these countries except activity that is authorized by the U.S. Government for humanitarian or public policy purposes. This approach augments a policy adopted in 2005, when GE and its board decided it would no longer do business in Iran because of developing conditions in that country. The exceptions were to run down existing commitments and humanitarian activity authorized by U.S. Government licenses. Since then, GE has done everything it said it would do in 2005. As of the end of June 2008, the preexisting commitments with Iran have been completed. At all times GEs policy was fully compliant with U.S. and all applicable laws. In fact, GEs policies have been more restrictive than U.S. law. Recent sales to Syria have been very small, involving healthcare products as well as non-U.S. origin power, oil and gas, and lighting. In recent years, GE has had very little activity in the Sudan, almost all involving the sale of healthcare products. GE has not had any sales to North Korea in the past three years. Since 1996, GE has not accepted business in Myanmar (Burma). Recommendations GE is