Romantic Imagination Essay Example for Free

Romantic Imagination EssayThe Creation of Adam painted by Michelangelo in 1510, is i of the most beautiful and famous painting representing the Creation. It was painted on the ceiling of the Papal Sistine Chapel and is a masterpiece of High Renaissance art. It is a carve up of a larger scheme of decoration within the chapel, including various elements like a large fresco of The Last Judgement. Michelangelo demonstrated his skill in creating a huge variety of poses for the military man figure, providing an influential pattern for other artists ever since. So at the time, it was not conventional. The technique employed was fresco. The colours are beautiful. It represents a metaphor of Humankinds need for a covenant (accordo, convenzione) with matinee idol. Elohim creating Adam by William Blake is a colour print finished in pen and watercolour.It represents God creating the first human being. God is a supernatural being with wings, white hair and beard. He is bigger and stronge r than him and very powerful. Adam, instead, seems a very weak and low creature. He is stretched on the ground. In the picture there is also a great worm that entwines Adam and symbolizes the world of pain and sorrow, the devils temptations and also the fact that the human being is linked to sin and corruption. Blake uses cold colours, dull, dismal and gloomy. The atmosphere is very sad. The shapes of the protagonists are distinct and sharp. All these things suggest the tension of the creation and also the elan vital of God. For Blake the creation is a suffering moment for the creature, a moment of tension, because the author has a pessimistic view of life. Adam is innocent, weak and destined to sin.

What Does the Fence Represent in Frences Essay Example for Free

What Does the Fence Represent in Frences EssayIn reality, people be possessed of certain things that they carry around or have in their homes that will give them what they need to be in a comforting state of mind. In the play Fences by August Wilson, this item happens to literally be a partially built circumvent around a dirt yard with a raggedy looking house in the center of it. separately family member sees the border a little differently and provides a certain symbolic perspective on what it has to do with their family. Cory, who is Troy and Roses son, sees this fence as just another chore that his mom and dad are constantly making him go out of his way to help clear and virtuoso(a) this fence. He doesnt necessarily have much meaning behind how he sees it, but just gets annoyed when his parents ask him to help build it.In connection to this, Troy states to Cory, Your first chore is to help me with this fence on Saturday. Everything else comes after that (Wilson 31). Ins tead of going to football practice, Troy is making Cory help him build this fence. Troy wants Cory to work hard and have a good future, and by not letting him play football, hell have a better find on knowledge in the real world. On the other hand, Corys mom Rose has a different perspective on it. She states, Jesus, be a fence around me every day. Jesus, I want you to protect me as I travel on my way (Wilson 21).Rose sees the fence as a holy protective shield amongst herself, her house, and her family. She will feel safe when she sees the fence being built and protecting her from this. Finally, Troy takes much pride in this fence, which is wherefore he always is working on it or having Cory help him with it. Since the fence takes ultimately ten years to finally be completed, it symbolizes the partially built factor. The fence represents a wall that hold its the family and keeps unwanted things out. However since it is only partially built, problems are still probable to come in an d invade their family.

Elemica Global Expansion Strategy Business Information Technology Essay

Elemica Global Expansion Strategy Business Information Technology EssayElemica is a globose e-commerce company in the chemical industry which provides electronic network-based grade management and supply chain applications and work. This report aims at outlining the outline for Elemicas e- handicraft trading hub global elaborateness. First, the environmental analysis of Elemica has been discussed. The deck up analysis of Elemicas current business sector is discussed, followed by evaluation of elemicas online B2B industry utilise Porters five forces model. The motley ICT ch exclusivelyenges which ordain be faced by Elemica during global expansion gravel been identify. The various risks, opportunities visible(prenominal), associated be and scathing success factors for the global expansion have been discussed. A strategy map has been defined along with a fit score card which measures the effectiveness of the B2B expansion strategy. After exploring completely the oppor tunities and risks involved and evaluating the effectiveness of the strategy, the following recommendations have been madeSwitch to foul reckoning in tramp to easily expand into foreign market place and be updated with the up-to-the-minute engine room.Follow all the regulatory compliances in its e-business initiative and apply business ethics to be followed in dissimilar countries. undertake that all the cross-border proceedings follow security protocols and be safe and secure.Being sensitive to cultural differences in expanding countries and making the change management process smooth.These recommendations go out thus help Elemica to successfully expand its B2B e-business strategy and establish a dominant position in the world market.Table of ContentsEXECUTIVE abridgment 2Table of Contents 31.INTRODUCTION 42. ENVIRONMENTAL ANALYSIS 52.1 COMPANY ANALYSIS 52.3 CORE COMPETENCIES 82.4 MAJOR rival 82.5 CURRENT melodic line MODEL 82.6 MARKET ANALYSIS AND TRENDS 92.8 INFORMAT ION AND COMMUNICATION TECHNOLOGY CHALLENGES 113. BUSINESS CASE FOR ELEMICA 134.PROPOSED PROJECT PLAN 194.1 PROJECT PLANNING AND CHANGE MANAGEMENT 195.ASSESSING ONLINE B2B INDUSTRY TRADING HUB 215.2STRATEGY MAP 246.RECOMMENDATIONS 266.4 BUSINESS PROCESS REDESIGN AND SYSTEMS INTEGRATION 286.7 SUPPORT SERVICES 29CONCLUSION 30LIST OF REFERENCES 31ANNOTATED BIBLIOGRAPHY 331.INTRODUCTIONThis report aims at sagacity the business of Elemica and hence, develops a strategic plan for the global expansion of e-business at Elemica. As the Chief Information Officer (CIO) of Elemica, an in-depth analysis of the company is presented in the report. It includes environmental analysis of Elemicas online B2B trading industry hub and alike identifies the potential for global expansion of e-business.The report entrust assist the company to expand its core activities in the foreign market. It also highlights the risks associated with expanding the e-business globally. It identifies the target groups, the characterization of target groups, and how to build value into Elemicas dish ups as desired by its invitees, which atomic number 18 essential for the success of e-commerce (Fellenstein Wood 2000). many an(prenominal) inhibiting factors related to assimilation, security, language, legal rules, cross-border selective information flow, ethical regulations etc. which atomic number 18 present in global corpses (Laudon Laudon 2006), have also been discussed. It also evaluates the en wear thin plan by providing a Balanced take Card to measure its effectiveness and a strategy map that will ensure the integration of strategy with writ of execution.The basic routine of this project is to determine whether Elemica should go ahead with the global expansion of its online B2B trading hub or non..2. ENVIRONMENTAL ANALYSISElemica is a global e-commerce company founded by 22 leading corporations in the chemical industry which provides web-based order management and supply chain app lications and services. It provides a unity hub which provides companies with a cardinal-stop end pointant role through which companies raise defile and sell chemicals to one another through their ERP systems or web alternative. It changes companies to link their internal IT systems through a sluggish platform. Elemica is the first e-commerce company in the chemical industry which has successfully commercialized its ERP-to-ERP connectivity. It provides a modular, hosted solution that simplifies sales, procurement and financial processes integrate supply chain partners in order to diminish communication barriers and foreshorten overhead and errors.2.1 COMPANY ANALYSISElemica is a privately held company with 150 employees. It has 2500 partners in its supply chain network and $60 billion in annual proceedings. It is headquartered at Pennsylvania with offices in Frankfurt, Amsterdam, Seoul, London, Singapore, Shanghai and Tokyo.VISION To be the leading provider of supply chain integration and optimization services to the industries we serve tire and rubber, chemical, energy and selected manufacturing industries. Clients rely on Elemica solutions and services to deliver Bottom Line Results, Enhanced Supply Chain Reliability, Quick and Easy Implementation, and Deep Industry Expertise.(Source www.elemica.com)SWOT ANALYSIS It is necessary to conduct a SWOT analysis of Elemica in order to develop a competitive advantage by identifying its strengths, weaknesses, opportunities and threats (Friend, 2009). It will enable Elemica to build on its strengths, overcome its weaknesses, identify the opportunities available and reduce its exposure to threats.STRENGTHSOne of the most sophisticated technology platforms in B2B spaceA single hub for all transactionsOne stop solution to its clientsAddresses e-commerce hires of companies of all sizesHelps companies automate their businessesCreates efficiencies and economies of scaleReduces clients overhead and errorsWEAKNESSE SDoes not buy, sell or own a productHighly fragmented chemical industry with large come in of companiesInternet is required for the serviceOPPORTUNITIESExpansion into internationalist marketsDiversifying its industry such as the rubber and tire industry, etc. where B2B e-business is possibleIncluding reviews and feedback from long term customers so that new companies get attractedFacility of online auctionsProviding for private collaborative hubsTHREATSNon-acceptance of business model in international marketsOutdated technology in some timeEmergence of new competitors with better technology2.2 VALUE PROPOSITION OF ELEMICAValue proposition is the hit that a companys products or services provide to its customers. (Turban et al, 2010, p. 591). The value proposition offered by Elemica is as followsA single hub for all the companies to do all their transactions.Only one connection needed for all transactions unlike some other companies offering alike services.A super platform which c onnects the ERP systems of all participating companies which allows the companies to electronically communicate with each other and to conduct the transactions.Acts as an intermediary which only links all the companies together and then they butt conduct confidential transactions electronically.Enables a company that signs up for its services to conduct business with all the other buyers as well(p) as suppliers which are linked through Elemica.It offers tetrad modules procurement, logistics, and customer replenishment (automate inventory replenishment and ordering), and order management.Provides support of Elemicas Professional Services and Implementation Team to its new clients. This ensures that the on-boarding process is successful and amplifications acceptance of the business value with its major trading partners.Addresses e-commerce needs of chemical companies which are of all sizes.Results in improved operational efficiency, reduced costs and a higher voice of safe and re liable deliveries2.3 CORE COMPETENCIESThe core competency of Elemica is to provide web based order management and supply chain applications and services. It delivers this byProviding four modules procurement, logistics, and customer replenishment (automate inventory replenishment and ordering), and order management.Single hub for all transactions.2.4 MAJOR COMPETITORThe major competitor of Elemica in this space is ChemConnect, which was founded in 1995. It offers services similar to Elemica, but it does not connect the ERP systems of the participants. It has 9000 customers and is spread out in around 150 countries. (Figures as in 2009).2.5 CURRENT BUSINESS MODELElemica provides a one-stop solution to all its customers to carry out transactions. It integ range the flow of information among the trading partners by using a Business Process Network (BPN). Once a client is connected to Elemica, it gets access to thousands of buyers and suppliers. The clients are charged for the service o n the basis of volume of usage.The business model works in the following wayWhen a client is in need of some material, it puts up a put across on its ERP system.This message goes to Elemicas platform asking its members for the availability of the material.Several of Elemicas members respond to the message by responding with quotations.At this point, both the purchaser as well as the seller is anonymous.The client decides from whom to purchase based on the quoted prices.When the shipping is arranged, the identity of the parties is revealed.When the order is confirmed, the platform is apply to paln and co-ordinate delivery, automate invoice and pay one another.Elemicas revenues are generated by charging transaction fees from its clients on a per-transaction basis.Elemicas business model is sustainable because it integrates all the supply chain partners, thus reducing the communication and transaction time. The customers are able to connect to a large number of buyers and suppliers o n a single platform, without having to purchase any internal system for themselves. Also, since they are charged on a transaction basis, the revenues are sustained and sustainable and are more(prenominal) efficient than older EDI based solutions which charged on the basis of inter-company transactions. Also, it addresses the needs of chemical companies of all sizes. It thus results in increase operational efficiency, lowering of costs, little inventory, and safe and speedy deliveries. These results in customer satisfaction and thus result in attracting more new customers.2.6 MARKET ANALYSIS AND TRENDSWith the advent of earnings, on that point has been a major shift in the way companies do business. There has been a high visibility of B2C e-commerce, whereas it is the B2B e-commerce which provides a large amount of marketplace spending ( Pierfrancesco Manenti, 2010). The fit spending by B2B e-commerce is more than 85% of the total spending of B2X e-commerce all over the world ( tally to IDC estimate).Research has shown that B2B e-commerce is more used by the firms in U.S. However, it is suppuration at a fast pace in Europe as well because the manufactures are becoming more acceptable to this concept.It has been found that only 4% of the total turnover in manufacturing sector is generated through B2B e-commerce sales (data from Eurostat). Hence, there is a great scope for e-commerce to expand in new countries as well as expand their business domain, which provides Elemica with a great business opportunity.2.7 EVALUATION OF ELEMICAS ONLINE B2B INDUSTRY TRADING HUBThe beat out way to evaluate Elemicas online B2B industry is by using Porters five forces model. According to the model, there are 5 forces which affect the industry and the economic value that gets divided among the industry players (Turban, 2007).Threat of new entrants Due to continuous advances in technology, there is always a threat of a new company coming up with a latest technology and domi nating the market scenario. This talent make Elemica outdated. Hence, there is a high risk of new entrants coming into the market which makes it inevitable for Elemica to infinitely improvce it systems and be updated with the latest techniques.Bargaining personnel of Suppliers The bargaining force play of suppliers is limited for Elemica because Elemica just provides a platform for them to make transactions. Also, the suppliers in the chemical industry are also buyers themselves, and hence are capable on each other. Also, Elemica provides them with a neutral platform where they can easily transact with intermediate costs and time wastage removed.Threat of substitute products or services Threat of substitute products/services entering the market is high because e-commerce is a very dynamic business. Any new technology or concept can easily replace it. Also, physical transactions can also easily act as a substitute to online services.Bargaining Power of Buyers The bargaining powe r of buyers is again limited because of the interdependence of buyers and suppliers on each other. But since they have a large number of options available, they can easily choose from among them and get the best deals.Rivalry among Existing Competitors There is a large scope for e-commerce online industry to grow as a whole. Also, with limited competitors in this space, there is less of a rivalry and majorly the company providing easy and better services will dominate the market.2.8 INFORMATION AND COMMUNICATION TECHNOLOGY CHALLENGESWith Elemica planning to expand globally, there are several(prenominal) ICT challenges that will be faced by ElemicaAs the customers will cash in ones chips increasingly global, a major chaleenge for Elemica is to manage the relationship between buyers and suppliers who may survive to different countries and cultures. Hence, Elemica mustiness develop a Customer Relationship Management (CRM) system in order to ensure that the customer relationships ar e long term, sustainable and add value.It will also need to be considered as to how Elemica will integrate the legacy systems that the companies currently use. Instead of connecting the ERP systems of the companies to the hub, Elemica can switch to cloud computing which will eliminate the need for integration.In order to keep up with the latest technology, Elemica can switch to cloud computing which will provide all the network facilities over the network without any need for connecting the ERP systems of the clients. The companies will then be able to access their account at any computer with internet access. This will reduce the costs incurred as well as attract more number of customers globally.While handling cross-border transactions, Elemica needs to be extra elaborated about the security issues and the data transfer protocols and standards to be followed. It needs to be in compliance with the international copyright laws and security standards.3. BUSINESS CASE FOR ELEMICA3.1 OPPORTUNITIES AND OBJECTIVESThe opportunities available with Elemica are as followsExpand its business to other countries and thus provide online supply chain integration by acting as a neutral platform for all the transactions. The challenge is to expand the system into other countries and also take care of the logistics for distribution.Adopting latest technologies so that the live technology does not become obsolete. This will add more customers to the e-business and also make the business model more sustainable.For global expansion, Elemica can shift to cloud computing. This will save the companies from connecting their ERP systems to central software. The applications needed to run the business could be stored on servers. This will save the company costs and companies across the globe can easily do business just by logging into the internet. It will help them connect to anybody and anywhere in the world. Also, the customers can easily collaborate and work on big projects in real time.Another opportunity in the area of expansion for Elemica is that it can allow buyers to compare products from different vendors and customize their product requirements from a variety of vendors.Elemica must also start interaction among the vendors wherein they can post their comments and reviews about its services. This will help attract new customers and also enhance the credibility of the company.3.2 CRITICAL conquest FACTORSCritical success factors (CSFs) are a few key activities that can determine the success or failure for any type of organization (McLeod Schell, 2001). By identifying the critical success factors, companies can develop strategies and also prioritize their activities for future business (Ward Peppard, 2002). The critical success factors for Elemica to go in for a global expansion areNeed to be more customer oriented in order to be sensitive to cultural differences and be responsive to their varying needs.The web interface must also be in the local language of the countries where Elemica plans to expand.Deliver secure and reliable connection to its users. Ensure that all the transactions and data transfers remain confidential and privacy policy is adequate.Compliancy with international standards must be maintained before entering into expansion into international markets.The tax implications must be kept in mind for the success of a business in other countries. It needs to be ensured that the company is in compliance with the local tax rules.Need to be up-to-date with the latest technology so that the business model does not become obsolete and also to prevent competition.3.3 cost AND BENEFITS (ROI)It is essential to calculate the return on investment before taking any business decision to ensure that the returns will be favorable for the business. It is a tool which helps in evaluating information technology and electronic commerce investments (Turban, 2008). The ROI formula divides the total net benefits (revenues less cost s, for eachYear) by the initial cost, resulting in a ratio that measures the ROI for each year or an entire period (Turban 2010).The various costs involved in the expansion of Elemica globally will be merchandise costs A marketing strategy needs to be developed in order to attract customers all across the globe. Also, advertising costs will be incurred to establish the brand image of Elemica in new countries. This will be a significant cost because the marketing campaigns need to be customized according to different locations and local markets.Operating costs Operating costs will differ for each country. This will include the training assistance program costs and other support costs to its customers. These costs will vary because the currency values in each country will vary and the exchange rates also need to be taken into account. Also, operating costs will increase because now the hub needs to be customized for local markets and more number of customers mean higher maintenance c osts.Employee costs More number of employees will be needed to wrap up the expanding business. Local people will have to be recruited in order to understand the local needs and be responsive to them accordingly.Administrative costs Administrative costs will go up with an increasing number of customers.Opportunity costs It is the cost associated with not taking an electronic commerce initiative (Schneider, 2007). If Elemica does not go ahead with the expansion, some costs will be incurred for not going with this plan, called as opportunity costs.The revenue will be generated throughTransaction fees The clients are charged on a per transaction basis. With change magnitude number of customers, the number of transactions will increase and hence the revenue.Training fees The training fees charged for increasing acceptance and making the on-boarding smooth will also increase with increasing number of members.3.4 BENEFITS OF EXPANDING GLOBALLYThe benefits associated with expanding global ly areIt will offset sales decline in the domestic market, if any. Even if there is not much decline in revenues in the domestic market, having a global network will act as a safeguard for future.It will increase the life cycle of our services because it may be possible that this technology gets outdated in the domestic market, but in new markets this might mollify be new.If Elemica goes into cloud computing, it will attract a large set of new clients, both in the domestic as well as international market, thus leading to increased revenues and higher market share.It will improve its competitive position and help in establishing itself as a global brand.3.5 RISKS ASSOCIATEDHaving a web based platform makes the system susceptible to risks associated with the internet. Hence, it is important that the problems which will most likely cause damage is addressed (Van der Walt, 2002). Hence, the risks associated with global expansion of Elemicas e-business are as followsSecurity issues With data and transactions scanning across the globe, there might be security concerns and different protocols to be followed in different countries. Also, there might be concerns regarding the misuse of information that is transferred over the internet.Payment issues With difference in currencies and exchange rates, it might become difficult to make payments among the collaborating parties, which might result in loss of cross border transactions.Threat of Frauds Proper mechanism would have to be in place to prevent any fraudulent customers to marijuana cigarette the network and take undue advantage.Server crashes There might be server crashes due to expansion into remote areas which might cause the entire system to fail and thus result in huge losses.Improper integration Risk of improper integration of the hub with ERP systems in remote locations.Violation of laws There might be systems which may violate the home country laws, thus creating troubles for Elemica in future.Cultural diff erences The local people in target countries might not be comfortable with the concept of online buying and selling of stock. This may lead to a failure of the entire business model in that country. Hence, a proper brain of the local culture needs to be developed before entering into expansion.Changing technology Elemica needs to be up to date with the latest technology so that their services do not become obsolete.Lack of IT infrastructure It might be possible that some countries might not have enchant internet infrastructure. This will hamper the expansion of e-business in that country.4.PROPOSED PROJECT PLAN4.1 PROJECT PLANNING AND CHANGE MANAGEMENTElemica needs to develop a detailed project plan to carry out all the planned projects, evaluate the various options available, identify specific milestones, allocate requisite resources, and manage the projects (Turban et al. 2010).There are five basic stages in developing a project (Haughey, 2010)InitiationPlanning and project desi gnExecutionMonitoring and controlling systemsCompletionElemica will first need to identify a project champion who will ensure that proper time, resources, and attention is given to the project throughout its initiation to implementation (Turban, 2008). Then a project team needs to be established who will develop a detailed project implementation plan. For expansion strategy, Elemica can pilot test it in some other country, which will help identify the problems and successes, thus helping in modifying the strategy accordingly (Turban, 2008). Accordingly, staff requirements are identified and fulfilled and training given to them for the latest technology. After the completion of the proposed plan, it should be reviewed at each stage in order to overcome the inefficiencies and loopholes which were identified and then constant monitoring of the project needs to be done.Change management is a major issue which needs to be handled by Elemica during its global expansion because people will resist change. An appropriate communication strategy needs to be developed which will aim at keeping all the employees as well as Elemicas clients up-to-date with the companys strategy and latest happenings. This will help them cope with the changes (Schneider, 2007) and also help them adopt the new changing culture easily. Confidence and buy-in needs to be inculcated within the employees so that their support can be garnered for the project, which will be essential for the success of the business.4.2 RESOURCE ALLOCATIONThe various resources which need to be allocated during Elemicas expansion will be human resources and IT resources.Human resources will include business managers, project managers, web designers, graohic designers, system operators and administrators (Schneider, 2007).IT resources which will be needed are the hardware and software development and its maintenance.5.ASSESSING ONLINE B2B INDUSTRY TRADING HUB5.1BALANCED SCORE CARDThe most popular system for performance management is the use of a balanced scorecard (Turban, 2007). It was designed by Kaplan and Norton in 1996 and it describes a holistic measurement system which flows from the overall strategy of the organization and crystallizes into measureable indicators (Kaplan Norton, 1996).A balanced score card evaluates the effectiveness from the following 4 perspectivesFinancialCustomerInternal Business ProcessesLearning and GrowthPERSPECTIVEOBJECTIVEMETRICrationale1) FinancialIncreased market share1) Increase in the number of clients2) Increase in the revenues3) Increase in the number of locations where Elemica provides servicesIncrease in market share is an important metric in determining whether the global expansion of the business has been successful or not. Only if there is an increase in the market share, it will indicate that the business is successful and is gaining more customers.Increased ROI1) Increase in the number of transactions between clients, hence resulting in increased re venues.2) Increase in the number of customers.It is important to measure the revenues earned in order to ensure that even if market share might have increased, the revenues have also increased along with it. Also, it is important to know that the returns are increasing on the money invested.2) CustomerIncreased customer satisfaction1) Increase in the number of repeat transactions2) Decrease in the number of customer complaints3) Increase in the number of positive customer reviews4) Reduction in the receipt time for resolving customer complaints.Customer satisfaction is a top priority for the success of any business. Customer satisfaction ratings will indicate whether the existing customers are satisfied with the services and this in turn will determine the new customers getting added to the network.Increased visibility of Elemica1) Increase in the number of transactions on Elemica.2) Increase in the number of new subscribers.3) Increased visibility among other chemical companies.Th is will determine whether the new marketing campaigns and expansion strategy has worked or not. Whether it will be able to generate more revenues or not.3)Internal business processesIncrease in efficiency1) Increase in the quality of service2) Decrease in the lag time between a complaint and resolving that complaint.3) Increase in the number of transactions that can be handled at a particular time.4) Increase in the speed of transactionsThis will help in delivering best service to the customers and will help in continuously improving upon the existing services.Better technology and transaction security1) Increase in the transaction security even while cross-border transactions take place.2) Adopting the latest technology and making the hub more user friendly and easy to implement.This will take of the security concerns which may arise during the expansion process in different countries. Also, the latest technology will keep Elemica inline with the competitors and help in dominating the market share.4) Learning GrowthBetter skilled staff competent to handle latest techniques and varying cultures1) Increase in % of employees who are highly skilled.2) Develop the competencies in the staff to work in a dynamic and competitive environment.A highly skilled and competent staff will ensure that the company progresses and delivers the best to its customers all across the globe.This will also help in identifying the gaps in the skills of employees and work upon them.Increased organizational learning1) Increase spending on RD to improve the technology used, hence delivering better services.This ensures that the latest and the best technology is used and the organization is ready to respond to the changing environment all across the globe.5.2STRATEGY MAPThe strategy map below shows the linkages between the four perspectives of Balanced Score Card and how they result in achieving the overall business strategy.INCREASED SHAREHOLDER VALUEHIGH ROIMORE MARKET SHAREFINANCIAL P ERSPECTIVE eruditeness GROWTH PERSPECTIVEHIGH EFFICIENCYCUSTOMER SATISFCATIONINCREASED VISIBILITYSECURITY COMPLIANCELATEST TEHCNOLOGYMORE CUSTOMERSMORE CITIESMORE TRANSACTIONS adroitness DEVELOPMENTINCREASE IN RDCOMPETENCIESHIGHLY SKILLED AND COMPETENT WORKFORCEINTERNAL PROCESS PERSPECTIVECUSTOMER PERSPECTIVE6.RECOMMENDATIONSThe following recommendations are in order of their priority. Each one will be needing 5-6 months to implement and can be started concurrently.6.1 OUTSOURCING OF ICT INFRASTRUCTUREIn order to strengthen the ICT infrastructure of Elemica, it should adopt cloud computing. It will hence result in business process automation. All the facilities will then be available over the network without any need for connecting the ERP systems of the clients. This will help in reducing the costs of setting up hardware or software and its maintenance. Clouds are a pool of easily operational as well as accessible virtualized resources such as hardware, development, platforms and /or services (Vaquero et al. 2009, p. 51).Shown below is how cloud c

Trends in the tourist sector: Georgia

Trends in the tourist sector galliumTourism Paths of the B deficiency Sea constituent Research and analyze of main trends of Tourism Sectors in Georgia (Part I)AbstractThe study ,, Research and analyze of main trends of Tourism Sectors in Georgia consists of cardinal parts, in the presented article we will propose the first part of the research which had been conducted in the frames of the project Tourism Paths of the Black Sea Region implemented by ICCT and funded by the European Union in the BSR. The survey results will help the countries surrounding the Black Sea to see the steady and weak sides in harm of tourism teaching, enabling them to make better planning in future. The study covered the hobby issues to catch local anaesthetic and foreign tourists preferences while traveling in Georgia, tourists travel motivations, main impact and influencing factors on tourists close how they got the culture about Georgia.Key Words Tourism trends, tourism sectors research and s tatisticsTarget Groups unknown and local tourists Tourist Information CentresResearch design and methodologyThe study was carried out in target cities and municipalities covering 12 administrative units Ambrolauri, Tbilisi, Rustavi, Tbilisi, Gori, Kv atomic number 18li, Batumi, Poti, Mestia, Mtskheta, Telavi, Kutaisi.About 150 respondents were questivirtuosod.Foreign and local tourists survey resultsDuring the researches the following amount of the respondents participated among which 92% were foreign tourists, and 8%- the Georgian tourists . 82% of foreign tourists visited Georgia for the first time, while 18% traveled for the second time. The absolute majority of tourists who arrived in Georgia was looking for the possibilities of recreation, cultural tourism, tourism activities and mountain walkingAmong the tourists were those whose aim was to have a holiday and those who showed their pastime in sightseeing, attending cultural events and sense of taste traditional Georgia n cuisine and wine.About 63% of the survey participants received the tourist information via the internet. Also the graduate(prenominal) rate went on recommendations provided by friends and relatives, resulting in a total of 44% . The role of travel jump onncies in the development of national tourism should be noted, which attracted 31% of total travelersMost of the tourists prefer traveling together with the partners or friends. Respondents experience concerning this issue was as followedTourists start planning to travel much earlier before they decide to travel. It should be noted that 43% of tourists arrange their travel schedule 1-3 months before the trip, 32% -1 month before, while 26% more than 3 months in advance. Among those who plan to travel more than 3 months in advance are the families who belong to the consumer segmentThe majority of tourists visiting Georgia apply to the low-cost airlines, only when for local transportation they prefer a rented car, which is proba bly determined by a low development level of public transportation The main bourgeon of tourists visiting Georgia for periods was ranging from 3 to 14 geezerhood. In particular, the average duration of the visit periods was distributed as followedDuring the general assessment the majority of the tourists highly estimated the conditions of the tourist sites 86% said that the flavor level of service was excellent. Only 2% complained on the service quality, while 12% refrained from answering. The impressions of the traveling were of high assessmentThe tourists assessment displayed strong and weak features of the emblematic tourist places. In particular, the environmental contamination was detectedUltimately, traveling along Georgia, the majority of respondents positively estimates their trip. 83% of travelers said they were satisfied with the decision to travel in Georgia . 68% of respondents believed that the experience of traveling in Georgia had exceeded all their expectations. Only 26% had a reason to express dissatisfaction, in general due to the pollution of the environment or the low quality of service.In order to create the travel motivations of tourists, especially for the second visit, it is not enough full to possess the rich cultural, historical and natural heritage resources. There are additional factors that affect the degree of tourists satisfaction. During the survey/study the following priorities were determinedIn Modern marketing the most effective advertising was considered to be the recommendations. The best way to determine a real impression of customers was to determine whether they recommended this product to their acquaintances. Providing from these factors, the percentage of spreading positive information among the respondents who had the second visits was very highTourist Information Centers in Georgia are in the development process. They can be found/are available only in the agile tourist regions and cities . One of the researc h directions of their work was to define efficiency and quality of service . 90% of respondents said that they were satisfied with the services provided by the Information CentersThe average travel time and expenses in Georgia are different. It depended on the users age, involvement status, sex and other variables. According to the overall data, the average uptake per tourist has the rate of 1,023 EUR. Among the most low budget segment of the tourist market are students and the high budget tourist are middle-aged employed women / men. In accordance with the nationalities, most of the money spent in Georgia falls on Russian, Ukrainian and Western European tourists.The different needs of the average expenditure was as followed (amounts are in euro currency)72% of visitors said that they did not exceed the cost incurred while traveling to Georgia by the specified amount. 20% of the guests said that the cost was much less than planned. The proportion of consumer respondents who said t hat the costs exceeded expectations were the students . Overall, tourism expenditure assessment is as follows In relation to travel costs 70% said that the service was worth the fee/expenses. 64% of respondents believe that in Georgia prices are reasonable for accommodation and food service . 70% think that the prices of additional services, excursions, spa services, entertainment and other facilities are absolutely acceptable.The average age of the surveyed tourists was 37 years old, including the youngest- 19 years old, while the oldest is 65 years old . Among the respondents 44% were women and 56% men.The distribution of tourists interviewed by country of origin are as followsResearch Results of Tourist Information CentresOne of the aims of the research was to share the experience and level of development of tourism in urban and regional information centers throughout the region in order to establish better tourists characteristics.As a result of the information obtained, it wa s possible to compile a profile of the typical tourist, taking advantage of the determination and identification of areas for development.The information centers were visited by 67% of foreign tourists and 33% of Georgian tourists. Among studied 12 administrative units only one region noted that there was provided a staff training sessions and communicative course of English.In other 11 regions negative answers were received about the trainings sessions in the regions that pointed to the lack of the work done in this direction. Urban and regional information centers occasionally cooperate with local public agencies and private companies involved in the tourism sector. However, a lot of work should be done, because it will encourage the rapid development of tourism at the local level92% of Tourist Information Centers say that they are still working on statistical data collection. See below the tourist characteristics of the regions which were based on the data received from the Tour ist Informational Centers later on they had filled the questionnaires.Characteristics of tourists by regionAmbrolauriTourist profileMountain Resort.The regions most combat-ready touristsGeorgian, Polish, Ukrainian, French and Israelis tourists.Consumers age20 to 60 years.The Consumers goal Vacation 82%, Cultural Tourism 45%, Ecotourism 20%.Interests83% of visitors interested in cultural and natural monuments.The type of consumer67% of tourists in the region were vacationers with familiesDuration of gravel42% of visitors stayed at an average of 10 daysThe everyday means of transportDue to the lack of transport and poor roads, 50% use a rented car, while 43% use the private cars, and a small portion of the bus.AkhaltsikheTourist profileThe region is rich of historical monumentsThe regions most active touristsPolish, Russian, Ukrainian and German tourists.Consumers age20 to 50 years.The Consumers goalIn this region 68% of the visitors were oriented to the recreation and cultu ral tours and 31% tourists were wishing to visit relatives and friends.Interests80% of visitors were interested in the historical and cultural monuments.The type of consumer89% of tourists in the region, are traveling with a partnerDuration of stay52% of visitors stayed at an average of 7 daysThe pop means of transportThis region is easily accessible and has comfortable transport facilities. 62% of visitors used a bus / mini-bus to arrive, while 32% used train.BolnisiTourist profileHistorical and multi-ethnic regionThe regions most active touristsRussian, Ukrainian, Azerbaijani and German tourists.Consumers age20 to 35 years.The Consumers goal45% of visitors to the region were cultural recreation-oriented and 40% of tourists were wishing to visit relatives.Interests 98% of visitors were interested to view the historical sitesThe type of consumer45% of tourists visited the region with a partner, while 35% of tourists were traveling with their families.Duration of stay42% of visitors stayed at an average of 7 daysThe popular means of transportTransport facilities are readily available in the region. 58% of visitors to the bus / mini bus travels, while 25% of the rented car.BorjomiTourist profileHealing / health resort.The regions most active touristsGeorgian, Ukrainian, Russian, Azeri and Kazakh tourists.Consumers age25-75yearsThe Consumers goalThe goal of the journey is to restore the health 65%, Ecotourism 20%, entertainment 5%.InterestsNature monuments, local healing discernment piss and rafting.The type of consumerThe consumer segment of families with children is 85% and the elderly couples 10%.Duration of stay25% of visitors stayed at an average of 7 days, and 65% stayed for 814 days.The popular means of transportThe public transport facilities connecting the region is well developed.Most of the tourists travel by minibus 55% and 20% by trainGoriTourist profileThe Historical regionThe regions most active touristsRussian, American, German and Polish tourists.Consumers age23-65 yearsThe Consumers goalCultural tourism 65%, visit to friends and relatives 25%.InterestsView historical and cultural sites 65%.The type of consumerSingle traveler 30%, middle-aged and older couples 55%.Duration of stayabout 7 daysThe popular means of transportThe public transport facilities connecting the region is well developed. The populartransport is a minibus 45%, rented cars 34%.KvareliTourist profileThe Historical region, Wine-producing region.The regions most active touristsGeorgian, Russian, American and German tourists.Consumers age2154 yearsThe Consumers goalVacation 30%, cultural recreation-35% and Entertainment 32%.InterestsThe local cuisine and wine tasting 45%, cultural sites 30%.The type of consumerSingle travelers 45%, young and middle-aged couples 40%Duration of stay7days 45%, 814 days-30%.The popular means of transportRented cars 35%, own cars 32% and minibus 30%.TbilisiTourist profileThe capital, administrative and c ultural center.The regions most active touristsPolish, Jewish, Ukrainian, Russian, German tourists.Consumers age2175yearsThe Consumers goalEntertainment 43% , businesses tours 35% and visit of relatives / friends 34%.InterestsCultural sites 45% taking part in events 48% of business meetings 35%.The type of consumerSingle travelers 30%, of of families 33% and of couples 37%.Duration of stay7 days 40%, 714 days 36%.The popular means of transportThe plane 65%, own cars 25% and the train 10%.TelaviTourist profileThe Historical region, Wine-producing region.The regions most active touristsCzech, Polish, Belgian, Israeli tourists.Consumers age3050yearsThe Consumers goalCultural Tourism 45%, and visit of relatives 24%.InterestsCultural sites 67%, the local cuisine and wine tasting 63%.The type of consumerMiddle-aged couples 47%, the families 52%.Duration of stay

Training practices used in the Shell Corporation

planning practices used in the collection plate CorporationPopulations ar growing and economies argon developing. The global demand for energy will continue to increase. And finding responsible ways to meet that demand will be the formation ch aloneenge of the 21st century. As result, more workers bespeaked in the thrum comp both which it fulfills demand in the market. So, many ways was weighn by suit to retain more workers in company, excessively retrain them to be productive worker in the company.In instance, they providing the fostering they need to full-of-the-moony optimize their skills and potential. Thats why they offer a huge range of instruction and festering activities. Trainee can choose one or more training which sufferd by beat out of the questOn-the-job learning you can expect to move both sideways and upwards through the condescension, building on your skills as you go preparedness for accepted professional qualifications either through external o rganizations or Shells own extensive training services and facilitiesPersonal development programmedDirection and raise from buddy schemes, mentoring and well-ordered appraisals with line managers.In addition to these initiatives, Shell as well has tailored training for all of their new starters, including inductions and Shell Life. Shell Life is a highly existential and interactive itinerary for graduates designed to develop your leadership potential. The course helps participants reflect on their personal direction and the leadership, interpersonal effectiveness and business awareness qualities theyll need if theyre going to have a successful calling with Shell.Shell breeze offers a number of different courses addressing subjects of importance to the Aviation Industry. These includeThe Aviation competency Education (ACE study)The Aviation Competence Education (ACE) provides personnel working in the Aviation Fuelling business with a basic knowledge of all facets of Aircra ft fuelling.The course incorporates a structured series of modules with clear concise training material, informative video presentations, training require analysis and documentation, programme development, plus refresher courses and assessments. Practical exercises and assessments warrant that the knowledge is absorbed and operator skills are proven in practice. It is in any case offered either as a traditional taught course delivered by Shell Aviation consultants, or alternatively in a series of self-learning computer modules.Train the TrainerThis three-day course provides the user with the ability to deliver for example, the ACE training in-house. The course syllabus includes communication techniques, the skills training process, recall retention and assessment skills.The Operations Training CourseThis focuses more deeply on the specifics of fuelling cognitive operations, and is delivered as a compounding of classroom and on-site teaching at one of Shells worldwide facilitie s. Courses are conducted mainly in English as cadence, but are also operable in other languages.The Famous Fuel Tech CourseOffers deeper insight in advanced Quality Control, product knowledge and covers more technical issues concerning sundry(a) aviation products and their use.The Supervising for Safety CourseTargets Aviation Operations Supervisors, and helps them understand their role in managing safety in the aviation workplace.OthersShell Aviation also offers competency assessment tools to customers WINGS, a general competency program, and CAF, an HSE competency program. Both of these assist management in profiling employees, deciding which competence levels they have reached, and identifying gaps in their knowledge.Courses are also custom designed based on specific customer needs and can cover all aspects of the supply chain, from the refinery to the wing-tip. As advanced(a) training methods are developed, improvements and revisions are made to the programmed and new materi als produced. These are incorporated into the refresher programmed together with updates to include developments in in operation(p) procedures and standards as they occur. This fastens that operators are invariably trained to the current standards.Training placements are available in multiple languages, using multi-lingual presenters and assessors. Training may be delivered by Shell Aviation or self-delivered by Aviation fuelling companies to their own rung. Whether Shell Aviation courses are delivered at the trainees workplace, or at Shell training centers, the benefits are always quickly secured. Training may be delivered by Shell Aviation or self-delivered by Aviation fuelling companies to their own staff.Whether Shell Aviation courses are delivered at the trainees workplace, or at Shell training centre, the benefits are always quickly secured.Furthermore, Shell also continues to complement the governments efforts to develop and enhance Malaysian homo capital through its i ntuition programmed. As the business community can play an integral role in realizing this manpower requirement, Shell contribute to sustainable development in the inelegant by enhancing our nations intellectual asset pool through scholarship .The assimilators to continue to work hard and be motivated to succeed not only in their studies but in their future careers.Funding from the Shell Scholarship Fund (SSF) set up by Shell Malaysia provides scholarships and incentive awards to deserving Malaysians to pursue studies in approved institutions either locally or abroad. Shell Malaysia invests RM11 one one million million million million country-wide in unhomogeneous educational assistance or capacity building programmed annually. Out of the amount, RM3.4 million is allocated for Sarawak. Some 235 students from Sarawak were selected to receive scholarships and bursaries from Shell this family.Shell would continue to partner the state government as well as other stakeholders in th eir long-standing educational, youth development and other community-oriented programmed which are designed with the underlying objective of progressing capacity building, knowledge enhancement, skill development and promoting health and safety and environmental concern. Shell also work closely with universities in Malaysia to regularly share information on the oil and gas industry and employment opportunities within Shell Malaysia as well as collaborate on research programmed. These include a study on dolphins conducted with UNIMAS and Sarawak Forestry Corporation as well as the Campus Ambassador programmed with Curtin University, Miri. The long running Shell Scholarship programmed has benefited many b duty young boys and girls from Sarawak and Sabah and a number of them have constrain leaders in their chosen fields within and outside Shell.Training was provided in many courses at Shell which provides students with a work-and-learn experience that compliments their classroom curr iculum. This opportunity will enable them to learn how to apply theory to practice, search career options and gain knowledge of the working world.Commercial opportunitiesCommercial Upstream and Midstream contract and ProcurementFinanceHuman ResourcesIT/Information ManagementSales and tradeSupply Chain and DistributionTradingTechnical opportunitiesAsset Maintenance engineeringDiscipline EngineeringGeology/GeophysicsPetrophysics solve EngineeringProduct Process ResearchProduction EngineeringProduction engineeringReservoir EngineeringWell EngineeringHSSEThere are many examples, in developing and enactment countries and indus visitationized ones, of the private sector directly sponsoring road safety initiatives. Four main areas of sponsorship have been identified (i) road safety education and knowledge conduct (ii) publicity and awareness campaigns (iii) enforcement and ( iv) driver training. Whilst these four groups are the main areas of business involvement in sponsorship, it shou ld be noted that this is not an exclusive list. There are examples of companies sponsoring road signs, or reflective markings to enhance the visibility of vulnerable road users and heavy goods vehicles in Central and vitamin Eern Europe. The initiatives invested in to date, however, do not loosely include hard engineering measures. Corporate sponsorship of the four main areas of involvement is discussed belowFor example, Petroleum companies have been identified as being a major contributor to child road safety education through a number of initiatives. These include resource material that teaches children about road safety, yet also ties in with the school curriculum and through direct investment in road safety education.For instance, BP developed a teaching resource pack in the UK, Living with Traffic, which was produced to help with primary school road safety education. Indeed, BPs own road safety team has been touring schools in the UK for some 30 long time teaching road safety to primary school children. Indeed, Shell, for their part, have descented road safety education for primary school children in Germany and established the Deutsche Shell offspring centre in 1950. Initially, participation involved development of fixed site business schools. Shell constructed the traffic schools and provided equipment including, eventually, miniature cars. In addition, mobile traffic schools were ofttimes provided in the form of equipment that could be taken to, and used in, individual schools. Deutsche Shell Youth Centre provides the equipment, and the State Government or town/rural districts fund the set up and operation be.It is important that publicity campaigns target according to areas of specific concern. For example, Shell Canada has provided training to their drivers addressing collisions with wildlife. This area of road safety was highlighted through observe accidents and identifying that a number of animal strikes were being recorded. To highlight the problem, Shell has worked with other petroleum companies and has helped develop workshops within the petroleum industry to identify ways and agent to reduce animal strikes. One trey of Canadian traffic accidents are attributed to animal strikes, and it is hoped that a reduction will lead to lower costs, improved profitableness and reliability of equipment.As well as car and truck driver training, cycle and motorcycle rider training is soon being sponsored in various positions. Shell Malaysia has been involved with the Emergency Motorcycle Unit (EMU) of the Malaysia Red Crescent Society. Volunteers in the EMU attend crashes and are able to get through traffic jams on a motorcycle where it would be impossible for a car or ambulance. In 1997, Shell assisted in training EMU volunteers in defensive riding, through its Road Safety Academy. The Road Safety Academy itself was built in 1991 to conduct safe and defensive driving courses for the companys own staff and contractors. 3M have been involved in Romania in highlighting the presence of vulnerable road users, such as cyclists, through the provision of retro-reflective safety devices and markings.Shells Introductory effort of Overdrive System Proves Safety and Efficiency for Running Casing on Floating Rig had objective to Conduct a safe introductory trial on a floating rig of theOverDrive system with its TorkDrive 750 HD (heavy-duty) casing running and drilling tool, Prove the ability of the OverDrive system to serve as the primary method for running casing on floating rigs in the future, Achieve no-incident health, safety, and environmental performance, Avoid cross-threading of connections, Minimize the time required for the rigs drillers and tool pushers to become proficient in the use of the OverDrive system.As a result, Shells first OverDrive system run (also the first OverDrive system run for any operator on a floating rig/semisubmersible) was successful, with no reportable incidents, No connections wer e cross-threaded, the operators drillers and tool pushers were running up to 16 joints per hour by the third hour of operation. The value to client are no reportable safety or environmental incidents occurred, use of the OverDrive system reduced operational risks and costs by eliminating manually operated, moving equipment from the rig floor, the need for a stabber was removed, and the number of rig floor personnel was lessen, training of Shells drillers and tool pushers by Weatherford personnel minimized non productive time and expedited operations.The success of this trial provided the operator with a proven means of avoiding the dangers of manual equipment manipulation on a floating rig. This success also reassured Shell that, with proper planning and discussion, new technology can be introduced safely and effectively without compromising the well.The Shell Training gist offers training in several areas including drilling and well operations, instrumentation and product operat ions. Classroom at the Shell Training Center designed to simulate operations on the rig.For example, PS3054 SUBSEA PRODUCTION OPERATOR TRAINING-PHASE I, this workshop is an introduction into the operation of subsea and subsea-related topside equipment. Issues addressed include an overall system presentation, equipment overviews, and flow assurance concerns, operating guidelines discussions, surveillance requirements, control system operation, ROV capabilities and the unloading of subsea wells. Shells standardized subsea system will be addressed significantly. Training videos, computer assisted training, control system simulator training, in addition to presentations by various Shell personnel and equipment manufacturers will be a portion of the training tools utilized during the workshop.The workshop is recommended for production operators or individuals that are involved in the operation of subsea systems. SKILL PERFORMANCE BASED PAY, upon completion of this course, successful part icipants will obtain the necessary foundation to self assess and certify at their field location the Level II subsea operations Skill Certification Manual. An introduction of Level III topics concerning site specific operating guidelines and simulator training will also be addressed. Objective of this workshop are Provide platform personnel with an understanding of the overall subsea system, Furnish operating personnel with a working understanding of operating guidelines and control sequences and Provide personnel with flow assurance knowledge as it relates to an operating environment.Outline of this workshop areI. SUBSEA SYSTEM OVERVIEWII. EQUIPMENT OVERVIEWIII. FLOW ASSURANCEIV. supervisionV. CHEMICAL SYSTEMVI. EROSION, CORROSION, SAND DETECTIONVII. OPERATING GUIDELINESVIII. MCS SIMULATOR TRAININGIX. FLOWLINE PIGGINGX. ROV OVERVIEWXI. UNLOADING SUBSEA WELLSAwarded MSC status in 2010, ShellBusiness Service Center Kuala Lumpur was incorporated in January 2000, and is one of six gl obal shared service centres of Royal Dutch Shell plc that provide a wide range of finance, accounting, human race resource, customer service, contracts procurement and information technology services to Shell operating companies globally. The KL centre wasthe first milestone towards the root words vision to enable the delivery of common business operations and services for Shell, at world-class operational excellence.The Shell Business Service Centre Kuala Lumpur (SBSC-KL) is one of six global business service centres providing finance, accounting, human resource, customer service, contracts and procurement services, and information technology to Shell operating companies globally. These centres enable the delivery of common business operations and services for Shell, at world-class operational excellence.Five services currently operate out of SBSC Kuala Lumpur.Finance OperationsFinance Operations provides finance, accounting and business services to Shell operating companies cr ossways the Asia Pacific and Middle East neighbourhoods. The finance processes includeRevenue Master Data Maintenance, Processing Invoice and Billing Adjustments, Cash Application and Allocation, Monitoring of Debts, handbill atonement and Reporting, Intra-Group Transaction ProcessingExpenditure Processing Invoices and Expense Claims, Payment Run ProcessingRecord to Report o Financial Reporting Group and Local Reporting, Business Planning and Analysis o Financial Accounting Bank Reconciliation, End of Day (Cash Forecasting), Fixed Assets o Hydrocarbon Management Stock Recording, Reconciliation Valuation, Accounts Payable, Contracts Pricing, Customs Excise, Chemical Stock AccountingManagement Information Management Internal Reporting, Variance Analysis, Decision Support, Budgeting PlanningGovernance, Risk Assurance (Controls Framework) Controls Migration, Controls Assurance, Governance Compliance, use DeployHR ServicesHR Services delivers a full range of HR services to She ll employees across Asia Pacific and the Middle EastFirst point of contact for HR support and adviceEnabling effective Self Service CapabilitiesManaging HR Data and InformationProvision of HR base of operationsPayroll ManagementProcessing of HR TransactionsDownstream Customer Service CentreThe Downstream Business to Business (B2B) Customer Service Centre (CSC) is a single touch point contact centre covering customer service order to cash activities for B2B, Retail and Lubricants business across Malaysia, Singapore, Indonesia and Hong Kong.Contracting ProcurementContracts and Procurement (CP) helps ensure standardization in the efficient management of monetary resources. CP supports Shell operations and capital projects by guaranteeing timely delivery of goods and services, to the right specification.Information TechnologyKuala Lumpur is the global hub for some of Shells Information Technology (IT) activities. Its service portfolio includes IT infrastructure services such as Deskto p, Applications Hosting, Helpdesk and Telecommunications. Collectively, these services involve the support of more than 1,500 servers and 115,000 desktops across the group worldwide. It also provides business applications support and applications development, both predominantly SAP-based.IT operates on a truly global basis, and provides an opportunity to showcase Malaysian IT talents to the world.Shell Malaysia today awarded seven scholarships to the value of RM251, 000 to enable outstanding Sarawak-born students with disability to realize their full potential and pursue pre-university or first-degree studies at approved institutions locally. Datuk Tuan hajji Fadillah Yusuf, Deputy Minister of Science, Technology and Innovation, presented the scholarships to the recipients, in the special award ceremony held at a hotel in Kuala Lumpur this morning.This special category of education assistance was introduced this twelvemonth to mark Shells 100th year of operations in Miri. Similar sc holarships will be offered to students originating from Sabah and Peninsular Malaysia from 2011. In making the announcement, Anuar Taib, Shell Malaysia Chairman, said that the Company was imperial to contribute to sustainable development in Malaysia through the enhancement of its intellectual asset pool. Education is often seen as the great leveller. With the introduction of these special scholarships, we need to offer a more inclusive education assistance programmed, where the mental capability of our applicants becomes the only criteria for selection. With the inclusion of this category of scholarships, we hope that no talent with sensible disabilities misses out on the opportunity of a good education on account of financial inabilities, Anuar says. Shell recognizes the importance of high quality education in fuelling the countrys growth and prosperity, and applauds the Governments focus on improving educational outcomes to build a competitive workforce and high income, Anuar a dds.Shell Malaysia has been awarding scholarships and bursaries for over 40 long time as part of a long-standing commitment in support of the governments effort to develop human capital.In 2010, Shell presented scholarships and awards to the value of RM14.5million to students in Malaysia to pursue boost studies at local and foreign universities.The partnership programmed that held on March 2009, was organized by Shell Malaysia Gas Power and the School of Engineering and Information Technology of UMS, in collaboration with Department of Environment (DOE) and Department of Occupational Safety and Health (DOSH). Over the last three years, over 250 students from UMS as well as UNIMAS have successfully completed this capacity building programmed, which highlights Shells best practices in HSE and showcases how they are applied in the workplace using real-world examples.The programmed is designed to benefit student engineers as they enter the workforce, to help them appreciate the import ance of good HSE practices, and recognize their roles and responsibilities in ensuring their implementation.In 2008, in order to help develop the undergraduates capabilities in Deepwater, Shell has been and will continue to sponsor a Deepwater Platform Model competition in collaboration with the Faculty of Civil Engineering. Shell and UTM are also currently looking into the possibility of setting up of a Deepwater laboratory. Deepwater is a challenging environment and Shell has developed the ability and the necessary technologies to conquer its complexity and provide access to the oil and gas that lies deeper, in dispersed reservoirs. Shell has set up a Deepwater Engineering Office in Kuala Lumpur to manage the Companys deepwater projects in the region and is able to easily draw on its experts to assist in the capacity building of the UTM.Training Development initiatives at Shell can drive your career progression based onProfessional DevelopmentOnboardingEarly Career Development ac complishment ProgrammesFinance in ProjectsFormal LearningInformal LearningOnline LearningThe firmly believe Finance can support Shell in building on its position and reputation as a stellar(a) global energy company. But realizing their potential as a firm means continuing to attract, develop and retain great people in Finance. At Shell, there are committed to your ongoing professional development. Their in-house team, Shell Finance Learning, provides a comprehensive Onboarding programme, a broad range of formal and informal learning, networking events and workshops globally. They are also offer e-learning and a number of initiatives with a clear Diversity Inclusiveness focus. In addition, Shell runs a Leadership Development Framework. These development courses are designed to help people with high potential to develop the specialist skills and experience theyll need to establish themselves as senior members of the organization. This whole learning programmers is supported by a tai lored Finance Competence Framework that helps applicant identify the requirements of his job, match them with his own competences and locate gaps for Training Development.Onboarding means the firm want to ensure that you feel at home with us straight away So whenever you join firm in Finance, youll undertake a comprehensive half day Onboarding programme entitled Welcome to Shell. Early Career Development means if you join firm at the early stages of your finance career, youll be able to take advantage of firm Develop Early Career Development programme. Key features of this programme include assignment rotations, development discussions and mentoring or coaching.In other hand, Shell also developing talented young Malaysians. For Shobana Gnanam, 18, who grew up in a modest home in Selangor, studying abroad always seems like a distant dream. Undeterred, she worked hard and scored straight As in the Sijil Pelajaran Malaysia public examination. Her efforts have been rewarded she is no w pursuing A levels on a Shell scholarship, in preparation for further studies in Britain in 2010. The Shell Malaysia Scholarship Awards are presented annually to students in Sabah, Sarawak and Peninsular Malaysia. We invested over RM11 million (US$3.1 million) in these awards in 2008, benefiting some 530 students. apart(predicate) from the scholarship awards, Shell supports such capacity building programmes like the joint development of a Deepwater laboratory in Universiti Teknologi Malaysia, an industrial welding course aimed at addressing a national shortage in this area, a personal computer assembly and maintenance course, and Practical Environmental, Safety and Industrial Guidance for Engineers (PRESTIGE) for engineering undergraduates.With the full support of Shell, employees and contractors have been helping in many ways like build homes for the less fortunate, run blood donation drives, take special needs children to self-development camps, trek to marginalised communities in the interior to offer clothing, medicines or household essentials and join communities in keeping beaches clean. Upstream employees took the spirit of the programme further by establishing the Shell Employees Voluntary Fund (SEVF), to respond to crises and emergencies. Staffs who sign up have deductions made from their monthly salaries and the funds collected are distributed to community projects selected by a committee. In 2008, SEVF provided financial relief of RM59, 000 (US$16,000) to fire victims, cancer patients, and other groups in need, with the company matching many of these donations.In 2008, Shell was named Malaysias almost popular graduate employer of the year in the inaugural Malaysias 100 Leading Graduate Employers and doctor jobs Students Choice Awards held by GTI Specialist Publishers.Shell was also the most popular graduate employer in the Engineering sector. The award is the result of surveys conducted by the GTI Group in the UK, Ireland and Australia, involving some 15,000 final year university students. Says Vimi Venugopal, Shell Recruitment Marketing Manager for Asia Pacific Winning the most popular graduate employer award is affirmation that Shell Malaysia is on the right track towards attracting the cream of the crop when it comes to engaging graduates. Noting that the Shell Campus Ambassador (CA) programme had contributed to this success, she added By liaising with students, careers advisers and academics, CA volunteers help to bring the Shell experience to life and play a vital role in enhancing Shell reputation among one of our break audiences.In the 2008, with the theme Small changes, big difference. With its emphasis on personal action, staff and contractors were encouraged to take steps and make pledges to change at least one aspect in their work that will help improve health and safety. Shell Malaysia Chairman Dato Saw Choo Boon took the lead when he assure to intervene on any non-complying behaviours he comes across, while a lso inviting staff to stop him should they spot him committing a non-compliant act. To help monitor safety performance, a standard safety measure had been used- Total Recordable Case Frequency (TRCF). This reflects the number of injuries of contractors and staff requiring medical treatment or time off work, for every million hours worked. The wounding rate has come down over time, improving approximately 23% since 20042. This reflects our efforts to build a safety culture where all employees and contractors must aim for refinement Zero operating with zero fatalities and significant incidents.Lost Time Injury frequency (LTIF) is an indicator of the number of injuries with time off work for every million hours worked by employees and contractors. Employees performance has been improving since 2005, successfully halving the number of cases per million work hours in 2006. Shell Company is a firm believer of enabling employee training that enhances performance. Their managements task is to ensure that their workforce is equipped with the knowledge, skills and attitudes that are necessary for optimal performance. Employee training forms an integral part of the corporate and human resources strategy and is available to all employees.

Eulogy for Son :: Eulogies Eulogy

Eulogy for SonIt has become immensely clear to me that words screwnot adequately or sufficiently describe the meat and value of Michaels short life. However, I take hold a compelling need to tell you of the things you already k straightaway about Michael. From my perspective as his father, I can say that I am so very proud of Michael not because he studied and worked hard in school as I wanted--he didnt not because he attained great awards as I wanted--he didnt achieve these either. Michael found his own direction and accomplished more meaningful things in his short life. maybe God took him because he already touched more hearts than most of us can touch in a full lifetime. In wholly 19 years he has touched the hearts of all here and many who could not be here. Our hearts are so sad now because Michael had made them so glad. Michael made us smile and Michael made us laugh. His many many friends will universally attest to that As Al noted, The savour you take is equal to the lov e you make and Michael sure made a lot Not only did he reach a hand of friendship to us, but he extended it halfway around the world to Novomoscovsk, Russia. Because of Michael, our sorrow is shared by a Russian family a family who also has three sons and with whom we stay to enjoy a close friendship. I am sorry his adopted Russian brother, Alec with whom Michael shared a year of school, fishing and fun, cannot be here with us today. However, I am so glad that Kris, Al, Dan and Laurel are here. Michael was our middle child and was the glue that held us close. To Kris, Michael was her little brother whom she helped raise and take help of who grew up to advise her of what clothing looked best when she was in doubt and who habitually stole her clean socks, a pair of which he is wearing now. To Al, whose school pals have moved away, Michael simply became his best friend and closest companion. For Dan, whom Michael watched over, protected, understood and loved for his uniqueness toget her they shared a common interest in computers which Michael had sparked and fostered. He was Daniels teacher and mentor. To Laurel, Michael was her idol whom she deeply loved and admired.

Are Criminals Born or Made? Essay -- Psychology, Micro-Criminological

As the act of roughshodity is a global phenomenon, there must wherefore be some explanation as to why this is some schools of thought strive to explicate this by means of genetics, whilst others take a more socially influenced approach. Although at the time, the micro-criminological theories of Lombroso and Sheldon may live appeared credible, modern research has attempted to refute such notions. In an epidemiological context, the act of crime is seen by some as a positive contribution to society, as noted by Durkheim (Kirby et al, 2000), although too much will lead to social instability, or anomie. In contrariety to Durkheims beliefs, a Marxist perspective would consider the mere notion of capitalism as criminal thus deeming the vast majority of global society to be in a constant state of anomie. However, there is still much dispute as to whether people are born, or made into criminals. This essay will deal the arguments within this debate. To be born criminal indicates a genetic heredity whereas if one is made the environmental influences are the signifi hobot factor in basis of criminal behaviour. Despite much controversy surrounding the notion of inherited criminal tendencies, there is much evidence to support such theories. Although Lombroso may have employed his theoretic atavisms in an attempt to provide a biologically deterministic method of reducing or preventing crime, they have ultimately lead to an giving up of gravitas concerning such a notion. However, as myopic as Lombrosos theories of criminality being a hereditary trait appears (Mannheim, 1965) research has shown shared physical characteristics to be commonplace in explicating the argument of genetic criminal behaviour. Although Lombroso presented... ...e fact it does not claim people will be born destined to commit criminal offences, but rather suggests an inherent predisposition towards such behaviours, which can be influenced by societal factors. In furthering a genetically predisposed and socially-influenced explanation, there is an teemingness of considerations when explicating criminal behaviour for example, a non aggressive, psychologically sound individual may be influenced by peer pressure into recreational drug usage, as hallucinogenic drug abuse commonly results from a combination of low self-esteem, peer pressure, inadequate coping skills, and curiosity. (Lippincott Williams & Wilkins, 2005) therefore suggesting that light recreational drug abuse can accrue to a dependence due to a multitude of social influences, which invariably leads to further crime in order to financially support an addiction.