The Humane Conditions of the United States’ Japanese Internment Camps

In light of the assault on Pearl Harbor, Canadian and American governments took extraordinary activities to forestall conceivable Japanese assaults, most importantly are the internment camps. Japanese internment camps housed Japanese US and non-US residents from 1942-1945. The financial and social components encompassing the camps were uncommon. The United States dealt with the issue with fairly an honorable viewpoint while Canada then again completely executed dispossession, separation, however overlooked a review of any kind. As opposed to the United States, Canada totally abused the Japaneses’ financial assets. Without further ado before their departure to the camps the â€Å"to-be-interned† Japanese would rapidly sell a few or the entirety of their own belongings whether to the legislature or other white non military personnel purchasers. Under the War Measures Act of 1943, the Japanese were required to pay charges for each sold thing which would later be unloaded; their territory and different properties, if not sold, were promptly appropriated. Afterward, the property was exchanged to white Canadians and stayed away forever. â€Å"Dispossession of Canadian residents, was in opposition to British standards of equity and to the Atlantic Charter,† reported Dr. Henry F. Angus, contrary to Japanese internment. He exhibits that and still, at the end of the day were there people that perceived the unjustness of the camps. The expenses previously mentioned were utilized for the installment of government workers and furthermore to subsidize the internment camps and pay representatives who took over sea businesses typically consumed by Japanese. The United States was liable for reallocating some private properties, yet not about the measure of which Canada was mindful. The Canadians exploited the camps to their fullest degree. In Canada the social states of the Japanese internment camps were unique in relation to the Unites States camps which had the necessities, for example, food, haven, and water. The ten Japanese internment camps in the United States were exceptional to the excruciating conditions in which Japanese Canadians had to live. Japanese Americans had offices, for example, mess corridors, shower houses, clothing structures and recreational territories on the powers. The prisoners could practice and join the work power to help themselves and spend their wages in the camp store. Youngsters went to class and most families went to chapel on Sundays. Limitations to which they needed to withstand included leaving the premises, crimes, love of the state Shinto, food and water apportions, and others. Canadian camps gave amazingly restricted assets to the interned, here and there giving just 10 toilets to 1,500 ladies, while deficiencies of food were normal. As infection spread so did a disdain of both American and Canadian Caucasian residents whether they were mindful or not for the Japanese’s imprisonment. Roughly 60 years after the fact, the US felt an ethical commitment to change around 550 Japanese residents that were related with internment camps. Around 12 million US dollars were dispersed to the couple of staying misled families. This is humiliating and deplorable at any rate, conceding our foul play publically. Anyway they assumed liability for their activities which clarifies how Japanese drenching and social acknowledgment in America’s society created Americans’ quietude and respect. Through such remuneration of cash and now and again property Americans recaptured the confidence of the Japanese somewhat. Canada then again demonstrated almost no leniency to the sensitive minority and interned each Japanese outsider. Families were destroyed decisively, isolating spouses from wives and youngsters from moms, leaving families with literally nothing however sharpness and harsh regret in the wake of being subjects to the government’s deadly force. Preceding introducing the Japanese internment camps Canada and America were drenched in a condition of dread after the assault on Pearl Harbor. The two areas had consented to illuminate the other of changes in arrangements inside the internment camps when they were fabricated. One nation took care of off the other, attempting to discover some defense for their horrible treatment of the interned Japanese. As the United States reallocated land Canada confiscated vessels for financial benefit; while the way of life in American internment camps was low, the Canadians made it one stride further, furnishing them with little supplies and a socially brush off. The United States kept up the Japanese internment camps superior to the Canadians, giving them scant necessities yet empathetic conditions. Works Cited Challenge to Democracy, A (1944). U. S. War Relocation Authority. Walk third, 2010 http://www. file. organization/subtleties/Challeng1944 The Politics of Racism . Ann Sunahara. Walk third, 2010 http://www. japanesecanadianhistory. ca/

Essay on Case Study

Paper on Case Study Paper on Case Study Section 4 Contextual investigation - John Jacob, Inc., Online Trading System 1. Regarding phone overview, in what capacity should clients be chosen to take an interest? Should the client test be arbitrary? What inquiries ought to be posed? Clients ought to be haphazardly chosen to take part in a phone review. You can acquire arrangements of arbitrary phone numbers that are made by PC projects, or you can make your own rundown from nearby phone indexes. Inquiries that ought to be posed are: 1. What is you yearly salary? 2. To what extent have you utilized our administrations to purchase, sell, or exchange stock? 3. What kind of stocks do you own or will claim later on? 4. What is your sexual orientation? 5. Is it accurate to say that you are at any rate 18 years or more seasoned? If not request an individual in the family that is 18 years or more seasoned. 6. How could you catch wind of us? 7. Is it accurate to say that you were ready to explore through our site without issues? 2. As for the poll, show some potential inquiries to incorporate. Make sure to incorporate both close-and open-finished inquiries. Some conceivable close-and open-finished inquiries in a poll are: 1. Do you have any recommendations for upgrading our administrations? 2. How might you measure your general fulfillment with our administrations? Rating from 0 to 10. 3. How likely would you say you are to keep on utilizing our administrations? Rating from 0 to 10. 4. How likely is it that you would recommend a companion/collaborator to attempt our administrations? Rating from 0 to 10. 5. How frequently do you purchase, sell, or exchange stocks from us? Day by day, Weekly, Hourly, Monthly. 6. What was the speed of our site? Extremely Slow, Slow, SO-SO, Fast, Rapid. 3. Regarding the center gathering, by what means should clients be chosen to take an interest? Who should lead the conversation? What inquiries ought to be posed? Should a form of the current framework be accessible as a conversation help? Should a model of the new framework be accessible as a conversation help? The clients that ought to be chosen for a center gathering ought to be you ought to include similitude inside a gathering with respect to delineating qualities. For instance, separate gatherings for educators, guardians, and directors. You ought to include assorted variety inside a gathering with respect to different qualities that may impact reactions. A few models are: 1. People 2. Blacks, Hispanics, and whites 3. Old and youthful 4. Land and word related blend 5. Earlier information or demeanor toward the point What's more, you should avoid people that know each other or potentially people of incredibly unique position, financial position, as well as unfriendly perspectives. The individual that should lead the center gathering conversation ought to be a person with information or is qualified in-bunch elements and center gathering conversations. Inquiries that ought to be posed in a center gathering are: 1. What do you accept ought to be improved access to our site? 2. What's your opinion about the new client face of the site? 3. By what method should the improved and quicker site be advanced? 4. What do you accept ought to be improved access to their portfolios? 5. How well is the current client face working? I believe that a form of the current framework should be accessible as a conversation help with the goal that the individual talking can utilize it for reference. I likewise imagine that a model of the new framework should be accessible as a conversation help. You can utilize these two frameworks to look at the distinctions, great and awful. 4. As for the JAD meeting, in what capacity should clients be chosen to take an interest? Who else ought to take an interest? What are the central necessities that ought to be resolved during the meeting? This will regularly require the program supervisor, the task chief, the business heads, the topic specialists (SME), end clients, various software engineers and maybe some others to be there. You are searching for interest from everybody with whom this venture will have an immediate or roundabout impact. We can't overlook the

Top 5 Textile Companies - Free Essay Example

Arvind Mills | | | | Arvind Mills| | Type| Public (NSE, BSE)| Industry| Textiles| Founded| 1931| Headquarters| Ahmedabad| Key people| Sanjay Lalbhai (CEO MD) Arvind N. Lalbhai| Products| Denim, Knits, Khakhis| Revenue| Rs. 23. 45  Billion| Net income| Loss Rs. 480  Million| Employees| 26000| Website| www. arvindmills. com| Arvind Mills, the flagship company of the Lalbhai Group, is one of Indias leading composite manufacturer of textiles. Its headquarters is in Ahmedabad, Gujarat, India. It manufactures a range of cotton shirting, denim, knits and bottomweights (Khakis) fabrics. The Evolution 1930 was a year the world suffered a traumatic depression. Companies across the globe began closing down. In UK and in India the textile industry in particular was in trouble. At about this time, Mahatma Gandhi championed the Swadeshi Movement and at his call, people from all India began boycotting fine and superfine fabrics, which had so far been imported from England. In the midst of th is depression one family saw opportunity. The Lalbhais reasoned that the demand for fine and superfine fabrics still existed. And any Indian company that met this demand would surely prosper. The three brothers, Kasturbhai, Narottambhai and Chimanbhai decided to put up a mill to produce this superfine fabric. Next they looked around for state-of-the-art machinery that could produce such high quality fabric. Their search ended in England. The best technology of that time was acquired at a most attractive price. And a company called Arvind Limited was born. Arvind Limited started with a share capital of Rs 2,525,000 ($55,000) in the year 1931. With the aim of manufacturing the high-end superfine fabrics Arvind invested in very sophisticated technology. With 52,560 ring spindles, 2552 doubling spindles and 1122 looms it was one of the few companies in those days to start along with spinning and weaving facilities in addition to full-fledged facilities for dyeing, bleaching, finis hing and mercerizing. The sales in the year 1934, three years after establishment were Rs 45. 76 lakh and profits were Rs 2. 82 lakh. Steadily producing high quality fabrics, year after year, Arvind took its place amongst the foremost textile units in the country. In the mid 1980’s the textile industry faced another major crisis. With the power loom churning out vast quantities of inexpensive fabric, many large composite mills lost their markets, and were on the verge of closure. Yet that period saw Arvind at its highest level of profitability. There could be no better time, concluded the Management, for a rethink on strategy. The Arvind management coined a new word for it new strategy – Renovision. It simply meant a new way of looking at issues, of seeing more than the obvious and that became the corporate philosophy. The national focus paved way for international focus and Arvind’s markets shifted from domestic to global, a market that expected and accep ted only quality goods. An in-depth analysis of the world textile market proved an eye opener. People the world over were shifting from synthetic to natural fabrics. Cottons were the largest growing segments. But where conventional wisdom pointed to popular priced segments, Renovision pointed to high quality premium niches. Thus in 1987-88 Arvind entered the export market for two sections -Denim for leisure ; fashion wear and high quality fabric for cotton shirting and trousers. By 1991 Arvind reached 1600 million meters of Denim per year and it was the third largest producer of Denim in the world. In 1997 Arvind set up a state-of-the-art shirting, gabardine and knits facility, the largest of its kind in India, at Santej. With Arvind’s concern for environment a most modern effluent treatment facility with zero effluent discharge capability was also established. Year 2005 was a watershed year for textiles. With the muliti-fiber agreement getting phased out and the disbandin g of quotas, international textile trade was poised for a quantum leap. In the domestic market too, the rationalizing of the cenvat hain and the growth of the organized retail industry was likely to make textiles and apparel see an explosive growth. Arvind has carved out an aggressive strategy to verticalize its current operations by setting up world-scale garmenting facilities and offering a one-stop shop service, by offering garment packages to its international and domestic customers. of Lee, Wrangler, Arrow and Tommy Hilfiger and its own domestic brands of Flying Machine, Newport, Excalibur and Ruf ; Tuf, is setting its vision of becoming the largest apparel brands company in India. Copyright  © 2009 Arvind Limited History and operations Arvind Mills was established in 1931. It was founded by the three brothers Kasturbhai Lalbhai, Narottambhai Lalbhai and Chimanbhai Lalbhai one of the leading families of Ahmedabad. * 1931 – Arvind Mills Ltd. is incorporated with share c apital Rs. 2525000 ($55000) in Ahmedabad. Products manufactured are dhoties, sarees, mulls, dorias, crepes, shirtings, coatings, printed lawns ; voiles cambrics, twills gaberdine etc. * 1987 – The Company took up a modernisation programme to triple the production of denim cloth and to produce double yarn fabrics for exports. The new product groups identified were the indigo dyed blue denim, high quality two-ply fabrics for exports, and special products such as butta sarees, full voils and dhoties. * 1991 – Arvind reached 100  million meters of denim per year, becoming the fourth largest producer of denim in the world. * 1992 – The Company increased the production of denim cloth by 23,000 tonnes per day by modernising the plant located at Khatraj of Ankur Textiles. * 1993 – The Company proposed to expand the denim manufacturing capacity by 85,00,00  metres per annum. The Company also proposed to set up a new composite mill for producing annually 120 lakh metres of high quality shirting fabrics to be marketed in the domestic as well as international markets. * 1994 – The Companys operations were divided into 3 units viz. , Textile Division, telecom division and garments division. * 1995 – The performance of textile division was significantly affected due to an unprecedented rise in cost of cotton. * Garment division launched ready to stitch jeans pack under the brand `Ruf Tuf`. 1997 – The marketing and distribution network of `Newport` brand was strengthened and the relaunched `Flying Machine and Ruggers` brand were strengthened. * The Company reported a fire in the goods godown folding packing department in Naroda Road unit of the company. * Arvind Mills sets up the anti-piracy cell for the first time in India to curb large scale counterfeiting of their highly successful brands Ruf Tuf and Newport jeans. * Arvind Mills adopts the franchisee system for the manufacture and distribution of Ruf and Tuf j eans. Arvind Fashions, doubles its capacity in the state-of-the-art manufacturing facility in Bangalore to produce Lee jeans. * 1997 was also the year when arvind mills started facing serious troubles financially * 1998 – Arvind Mills emerges as the worlds third largest manufacturer of denim. * Arvind Mills goes live with SAP R/3 ERP package in April 1998 in their new manufacturing units. * 1999 – Arvind Mills sets a two-month deadline for hiving off its garments division into a separate company and sale of its real estate in Delhi. * 2000 – CRISIL downgrades the debenture issues of Arvind, indicating that the instruments were in default. 2001 – Arvind Mills defaults on a $125  million floating rate note issue and puts forward a debt restructuring proposal that could significantly reduce its debt burden and sharply improve its financial health. * Arvind Mills posts a net loss of Rs 44. 59 crore for the quarter ended September 30, 2001. * 2003 – F or the fourth quarter, Arvind Mills witnesses 280% growth in the net profit * Arvind Mills Ltd is assigned a `P1+` rating by CRISIL, which indicates a very strong rating for their commercial paper. * 2004 – Company turns itself around showing remarkable improvement in financial performance. 2005 – For the fourth quarter in a row, Arvind Mills has managed to post a profit growth in excess of 80 per cent. Businesses * Fabric * Denim * Shirtings * Khakis * Knitwear * Voiles * Garment Exports * Shirts ; Jeans Own Brands 1. Main stream Excalibur Flying Machine 2. Popular Ruff ; Tuff New Port University 3. Premium Arrow USPA Sansa belt Izod Pier cardin Paris 4. Popular Cherooke 5. Bridge to luxury Gant , USA. 1949 Joint Venture Brands 1. Bridge to Luxury Tommy Hilfigure Nautica 2. Premium Lee Wrangler 3. Popular Wrangler hero Riders Financial restructuring In the mid 1990s, Arvind Mills undertook a massive expansion of its denim capacity even though other cotton fabrics w ere slowly replacing the demand for denim. The expansion plan was funded by loans from both Indian and overseas financial institutions. With the demand for denim slowing, Arvind Mills found it difficult to repay the loans, and thus the interest burden on the loans shot up. In the late 1990s, Arvind Mills ran into financial problems because of its debt burden, and it incurred huge losses in the late 1990s. The company came up with a massive debt-restructuring plan for the long-term debts being taken up in February 2001. This complex financial restructuring exercise, which involved several domestic and international lenders, is considered to be the benchmark and a case study in India. - Top of Form Raymond Group | | | | Raymond Limited| | Type| Public (NSE, BSE)| Industry| Textiles| Founded| 1925| Headquarters| Mumbai, India| Key people| Gautam Singhania Chairman Managing Director| Products| fabrics, designer wear, denim, cosmetics toiletries, engineering files tools, prophylac tics and air charter services| Website| www. raymondindia. com| The Raymond Group is one of Indias largest clothing and apparel companies, with over 60% market share in India. Established in 1925 it has a net earnings of Rs. 2,100 crores. It sells textiles, readymade garments, engineering tools, prophylactics and toiletries. Vijaypat Singhania is the chairman emeritus of the company and Gautam Singhania the Managing Director. Contents| Company Divisions * 1. Textile With a capacity of 35 million meters in wool wool-blended fabrics, Raymond commands over 60% market share in worsted suiting in India and ranks amongst the first three fully integrated manufacturers of worsted suiting in the world. 2. Engineering J. K. Files Tools and Ring Plus Aqua Ltd. are the group companies that are engaged in the manufacture of precision engineering products such as steel files, cutting tools, hand tools, agri tools and auto components. * 3. Aviation Raymond Ltd. is one of the first Corporate H ouse in India to launch Air Charter Services in India in 1996. Brands * Raymond Raymond manufactures worsted suiting fabric in fine grade wool. Raymonds domestic distribution is spread with more than 30,000 outlets that stock and sell Raymonds range of fabrics. * Manzoni Manzoni is a luxury lifestyle brand offering a range of formal wear and sportswear including shirts, suits, trousers, jackets, ties and leather accessories. * ColorPlus ColorPlus is one of Indias premium casual wear brands offering shirts, trousers, knits and survival gear. Some of the technological innovations it is well known for; include thermo-fused buttons, golf balls, rough jeans, wrinkle technology, stain-free fabric, and the cone dyed technique. [3]. * Zapp! Raymonds range of kids wear. The brand brings to 4–12 years a wide range of clothes, accessories, bed and bath linen and more. The first Zapp! store has been launched in Ahmedabad with ten more on their way. * Be: HOME Be: HOME is a specialt y multi brand Home Retail Chain that present soft home furnishings accessories which are sourced from across the globe (private International). Spanning from a mid to premium pricing range, Be: HOME provides an assortment of quilts, blankets, robes, apparels, wall decor, vases, candles, gourmet cooking range. * Park Avenue Launched in 1986, Park Avenue is premium formal wear brand. The brand has received the Most Admired Menswear Brand for the year 2009. [4] * Parx Parx is a premium casual lifestyle brand bringing semi-formal and casual clothes for 22-30 year olds. Parx was launched in 1999. * Notting Hill This brand caters to popular price segment offering affordable choice to people transitioning from tailored clothing to readymade[5]. The brand collection features mens lifestyle products comprising suits, shirts, trousers, jeans, t-shirts and also accessories like ties, handkerchiefs and socks. * The Raymond Shop The Raymond Shop is a retail store offering complete wardrobe solutions for men. - Top of Form Bottom of Form Bottom of Form | | | | | | | | |   Home Business Textiles| | | | | | Growth through Consumer ProductsReliance’s Manufacturing Division at Naroda, Ahmedabad is one of the largest and most modern textile complexes in the world. The Company’s flagship brand VIMAL is one of the most trusted brands of premium textiles in the country. Main growth drivers for VIMAL are retail presence across India, innovation and focus on premium products and men’s formal wear. RIL is distinctly known for shepherding a new era in fabrics. The flagship brand VIMAL, which was relaunched in the middle of 2007-08, is one of the most trusted brands of premium textiles in the Country. With the commissioning of new investments in design, modern weaving, state-of-the-art finishing equipments, RIL continues to operate one of the most modern textile complexes in Asia. Major growth drivers for VIMAL continued to be retail presence across Indi a, constant innovation in products, cost efficiency and improved customer service. The division continued adding clients in auto textiles and is now a significant supplier to major automobile manufacturers in India. The division continued its forays in the defence / police / paramilitary services by supplying specialised fabrics for their applications. New product initiatives included: * Fresca anti-microbial and anti-bacterial work-wear apparel fabrics * Home furnishing and auto-textiles * Silk-Amino suiting fabrics * Fire-retardant and water-repellent tent fabrics for defence/ police services * Insect ; mosquito repellent nets, as per WHO standards, which will find usage in several areas of the world affected by mosquitoes / insects| | | | | | | | | | |  © Reliance Industries Limited. | | | The Wadias first venture, over 250 years ago, was in the area of ship building, more than 355 ships were designed and built by the Wadias, including men-of-war for the British Navy. It was on one such ship that the American National Anthem was composed, and on another Wadia built deck that the Treaty of Nanking, ceding Hongkong to England, was signed. The Spring Mills began operations in 1903 Emerging opportunities : With the wave of industrialization in the 19th century, trading grew, and with it, opportunities for new areas of business. In 1879, Bombay was next only to New Orleans as the worlds largest cotton port. It was at this time that Nowrosjee Wadia set his sights on Indias mushrooming textile industry. On August 23rd, in a humble redbrick shed, he began a small operation. Here, cotton yarn spun in India was dip dyed by hand in three colors-turkey red, green and orange-and laid out in the sun to dry. Humble opportunities : The Bombay Dyeing Manufacturing Co. Ltd. had been born. A modest beginning for a company that was to grow in the following 115 yr. into one of Indias largest producer of textiles. Along the path of growth and diversification, Bombay Dyeing has spawned dozens of other companies. In technical and financial collaboration with world leaders, such companies have pioneered the manufacture of various chemicals and have grown to be leaders in their new fields. It was more than just a company that was born in 1879, a legacy was born. A legacy that would give rise to one of Indias most respected business houses. | Grasim Industries From Wikipedia, the free encyclopedia Jump to: navigation, search | This article is written like an advertisement. Please help rewrite this article from a neutral point of view. For blatant advertising that would require a fundamental rewrite to become encyclopedic, use {{db-spam}} to mark for speedy deletion. (November 2008)| | This article does not cite any references or sources. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (September 2007)| Grasim Industries Limited is a Aditya Birla Group company that star ted in 1948 and which started as a textile manufacturer. Since then Grasim has successfully diversified into Viscose Staple Fiber (VSF), cement, sponge iron and chemicals [1] Contents[hide] * 1 Textile * 2 Grasim Industries Limited * 2. 1 Global footsteps * 2. 2 Focus of Growth Post MFA * 2. 3 Joint ventures * 2. Looking Forward * 3 Footnote * 4 External links| [edit] Textile Aditya Birla Group operates over 40 companies in 12 countries across 4 continents. Grasim is one of its flagship companies and It is the world’s second largest producer of Viscose Rayon Fiber with about 21% market share. Textile and related products contributes to 15% of the group turnover. [edit] Grasim Industries Limited Grasim Industries Limited was incorporated in 1948; Grasim is the largest exporter of Viscose Rayon Fiber in the country, with exports to over 50 countries. This, along with Aditya Birla Nuvo can be considered as companies of the AV Birla Group. Grasim is headquartered in Nagda (kha rach) kosamba [edit] Global footsteps Indo-Thai Synthetics Company Ltd was incorporated in 1969 in Thailand, started operations in 1970, this was Aditya Birla Group’s first foray into international venture. Aditya Birla Group incorporated P. T. Elegant Textiles in 1973 in Indonesia. Thai Rayon incorporated in 1974, this was the second company in Thailand, operating in Viscose Rayon Staple Fiber. Century Textiles Co. Ltd. s taken over by Aditya Birla Group in 1974; this company is a weaving and dyeing plant manufacturing and exporting variety of synthetic fabrics. PT Sunrise Bumi Textiles incorporated in 1979, it produces yarn exported over 30 countries in 6 continents. P. T Indo Bharat Rayon incorporated in 1980 produces Viscose Staple Fiber in Indonesia to become a dominant player in the domestic market as well as export markets. Thai Polyphosphates and Chemicals was started in 1984 in Thailand to produce Sodium Phosphates, presently merged with Thai Epoxy and Allied Product s Company Limited (1992), Thai Sulphites and Chemicals Company Limited (1995) to form Aditya Birla Chemicals Ltd. This company supplies to sectors such as food, textiles, electrical and electronics, composites, leather, plastics and automobiles. PT Indo Liberty Textiles was incorporated in 1995 to manufacture synthetic spun yarn. In 2004, the Staple Fibre Division of Grasim Industries Ltd was presented with the Stockholm Industry Water Award for the companys efforts to reduce water usage and improve their overall environmental impact. [citation needed] [edit] Focus of Growth Post MFA In late 1990s and later, the focus was the textile business because of the end of Multi-Fiber Arrangement (MFA) which opened a host of opportunities to Indian exporters. In this period, Aditya Birla Group took a three route strategy for growth. * Rapidly enhance existing capacities * Acquire and Build Garment brands for local and international markets Jayashree textiles was acquired by Aditya Birl a Nuvo (formerly Indian Rayon), is a leading producer and exporter of yarns and fabrics to 50 countries with a turnover of $413 million. It acquired Madura Garments in 2000 to enter the branded garments business. Has brands such as Louis Philippe, Van Heusen, Peter England, Allen Solly, SF Jeans among others and also a global supplier to global buyers such as Marks ; Spencer’s, Polo etc. * Vertical integration to get cost advantage AV Cell Inc. , a joint venture between Aditya Birla Group and Tembec, Canada, established operations in 1998 to produce softwood and hardwood pulp for the purpose of internal consumption among different units of the Group. Together, Aditya Birla Group and Tembec, Canada have acquired AV Nackawic Inc. , which produces dissolving pulp, as a further step to integrate. Grasim industries Ltd. is a leading player in the Viscose Staple Fiber (VSP). The Aditya Birla Groups VSF manufacturing plants straddle Thailand, Indonesia, India and China. At eac h of these locations, further capacity expansions are under way — in Thailand by 31 ktpa; in Indonesia by 37 ktpa; in India by 64 ktpa and in China by 30 ktpa. These brownfield expansions, slated to be completed by the second quarter of 2008, will further notch up the Groups VSF production from 566 ktpa to 727 ktpa and entail an investment close to US$ 260 million. Grasim wants to follow a strategy of backward integration, right from plantation stage to the final VSF stage. The Groups VSF business operates through its three companies — Grasim Industries in India, Thai Rayon Corporation in Thailand and Indo Bharat Rayon in Indonesia, which also oversees its Chinese operations at Birla Jingwei Fibres, China. [edit] Joint ventures Thai Rayon Promoted in 1974 by the Aditya Birla Group, Thai Rayon is the sole manufacturer of Viscose Rayon Staple Fibre (VSF) in Thailand. More than 50 per cent of Thai Rayons VSF throughput is directly exported to more than 20 countries wor ldwide. The VSF meets the stringent quality expectations of customers in USA, Mexico, Europe, Turkey, Canada, Israel, Australia, South Korea, Philippines, Indonesia, Pakistan, Bangladesh and Sri Lanka. PT Indo Bharat Rayon Marketed under the brand name of Birla Cellulose, the company produces a wide range of VSF in engineered specifications for textiles and non-woven applications. The companys strong focus on environmental protection is reflected through its investments in a sophisticated state-of-the-art waste-water treatment plant and scientific waste disposal systems. [edit] Looking Forward They have recently acquired Pulp VSF Plants in Canada and China respectively. They have also initiated a Pulp Plantation Project in Laos | | | | ACC  Ã‚ · Bajaj  Ã‚ · Airtel  Ã‚ · BHEL  Ã‚ · Cipla  Ã‚ · DLF  Ã‚ · Grasim  Ã‚ · Gujarat Ambuja  Ã‚ · IDBI  Ã‚ · HDFC  Ã‚ · HDFC Bank  Ã‚ · Hero Honda  Ã‚ · Hindalco  Ã‚ · HUL (formerly HLL)  Ã‚ · ICICI Bank  Ã‚ · Infosys  Ã‚ · ITC  Ã‚ · LT  Ã‚ · Maruti  Ã‚ · NIIT  Ã‚ · NTPC  Ã‚ · ONGC  Ã‚ · Ranbaxy  Ã‚ · Reliance Comm.  · Reliance Energy  Ã‚ · RIL  Ã‚ · SBI  Ã‚ · Sun Pharmaceutical  Ã‚ · TCS  Ã‚ · Tata Motors  Ã‚ · Tata Steel  Ã‚ · Wipro| | | All-time BSE Sensex companies| | | | ABB  Ã‚ · ACC  Ã‚ · Bajaj Auto  Ã‚ · BHEL  Ã‚ · Bharat Petroleum  Ã‚ · Bharti Airtel  Ã‚ · Cipla  Ã‚ · Dabur  Ã‚ · Dr. Reddys Laboratories  Ã‚ · GAIL  Ã‚ · GlaxoSmithKline  Ã‚ · Grasim Industries  Ã‚ · Gujarat Ambuja Cements  Ã‚ · HCL Technologies  Ã‚ · HDFC  Ã‚ · HDFC Bank  Ã‚ · Hero Honda  Ã‚ · Hindalco Industries  Ã‚ · HLL  Ã‚ · Hindustan Petroleum  Ã‚ · ICICI Bank  Ã‚ · Indian Petrochemicals  Ã‚ · Infosys  Ã‚ · Jet Airways  Ã‚ · ITC Limited  Ã‚ · L;T  Ã‚ · MTNL  Ã‚ · Mahindra ; Mahindra  Ã‚ · Mahindra Satyam  Ã‚ · Maruti Udyog  Ã‚ · National Aluminium Company  Ã‚ · NIIT  Ã‚ · ONGC  Ã‚ · Oriental Bank of Commerceà ‚  Ã‚ · PNB  Ã‚ · Ranbaxy Laboratories  Ã‚ · Reliance Communications  Ã‚ · Reliance Energy  Ã‚ · Reliance Industries  Ã‚ · Siemens  Ã‚ · SBI  Ã‚ · SAIL  Ã‚ · Sun Pharmaceutical  Ã‚ · Suzlon  Ã‚ · TCS  Ã‚ · Tata Motors  Ã‚ · Tata Power  Ã‚ · Tata Steel  Ã‚ · VSNL  Ã‚ · Wipro  Ã‚ · Zee| Top of Form Bottom of Form

Recent Global Economic Recession - Free Essay Example

Sample details Pages: 14 Words: 4086 Downloads: 10 Date added: 2017/09/23 Category Advertising Essay Type Argumentative essay Tags: Investment Essay Did you like this example? Foreign Investment during the recent global economic recession ABSTRACT:- The year 2008 marked the end of a growth cycle in international investment that started in 2004 and saw world foreign direct investment (FDI) inflows reach a historic record of $1. 9 trillion in 2007. Since then FDIs have been decreasing. The fall in global FDI in 2008–2009 is the result of two major factors affecting domestic as well as international investment. First, the capability of firms to invest has been reduced by a fall in access to financial resources, both internally – due to a decline in corporate profits – and externally – due to the lower availability and higher cost of finance. Second, the propensity to invest has been affected negatively by economic prospects, especially in developed countries that are hit by the most. The setback in FDI has particularly affected cross-border mergers and acquisitions (MAs), the value of which was in sharp decline in 2008 a nd early 2009 as compared to the previous year’s historic high. It has also taken the form of a rising wave of divestments and restructurings. Nevertheless, some favorable factors for FDI growth are still at work, some of which are even a consequence of the crisis itself. Public policies will obviously play a major role in the restoration of favourable conditions for a quick recovery in FDI flows. Structural reforms aimed at ensuring more stability in the global financial system, renewed commitment to an open environment for inward and outward FDI and the implementation of policies aimed at promoting investment and innovation are key issues in this respect. INTRODUCTION:- The current global financial crisis has its roots in the US, Europe and other advanced countries. Its proximate causes include sub-prime lending, faulty distribution models, unsustainable financial engineering and derivatives usage, and faulty credit rating by agencies, a lax regulation and large globa l imbalances in those countries. But the fundamental cause of the crisis was the loose and excessively accommodative monetary policy followed by the US and other advanced economies from 2002-04. The global economic crisis has triggered a slowdown in global economic growth that is manifesting itself in a demand-driven fall in international trade exacerbated by the deficit of credit and trade finance; falling commodity prices; declining remittances; contracting foreign direct investment (FDI); and the potential of declining official development assistance (ODA). With a globalized system, a credit crunch can ripple through the entire (real) economy very quickly turning a global financial crisis into a global economic crisis. EFFECT ON FOREIGN INVESTMENT:- The financial instability triggered by the United States subprime crisis which began in summer 2007 has led to a progressive deterioration of the investment situation. Foreign direct investment (FDI) flows declined by more than 20% in 2008 . In 2007, the capital outflows from US to emerging market economies spurted to around $600 billion per annum, only to crash soon . The effect of the sudden reverse flow of capital (particularly of portfolio investments) was a particularly traumatic experience for the EMEs. It had severe implications for their monetary management and financial stability. The global crisis has a direct bearing on capital inflows into India. The rate of FDI inflow recorded an increase in 2008-09 compared to the previous year, the FIIs (net) recorded heavy stream of outflows from India in 2008-09 contrary to a healthy rate of inflow in the previous year . A major challenge for developing countries is to continue to attract foreign investment during the crisis to stimulate economic activity, especially for investments that serve long-term development goals and enhance competitiveness (e. g. investments in infrastructure, agriculture, sustainable energy, material/resource/energy efficiency and technology). While 2007 was a record year for FDI to developing countries , equity finance is under pressure and corporate and project finance is already weakening . The proposed Xstrata takeover of a South African mining conglomerate was put on hold as the financing was harder due to the credit crunch . There are several other examples e. g. in India . In the face of the global economic slowdown (and recession in a number of major economies), tighter credit conditions and falling corporate profits, many companies have announced plans to curtail production, lay off workers and cut capital expenditure, all of which has implications for FDI . However, the impact of the crisis varies widely, depending on region and country, with consequences for the geographic pattern of FDI flows . The current crisis began in the developed world, though it is rapidly spreading to developing and transition economies. Developed countries have thus been directly hit by the financial crisis, wh ile its effects on developing economies have so far been indirect in most cases, with varying degrees of severity among regions and countries. This has direct consequences on the geographical patterns of FDI inflows. There is ample evidence that the global crisis is having a negative impact on international investment. Tighter credit conditions and lower corporate profits have weakened companies’ capability to finance their overseas projects; while the global economic recession and a heightened appreciation of risks have eroded business confidence. Many large TNCs have revised their global expansion plans downward, and divestments have taken place . The trend is widespread, hitting all sectors and all three major types of foreign investment (i. e. market-, efficiency- and resource-seeking foreign investment) . FDI flows to financial services, automotive industries, building materials, intermediate goods, and some consumption goods have been the most significantly affect ed, but the consequences of the crisis have been quickly expanding to FDI in other activities, ranging from the primary sector to non-financial services. Concrete examples of decreases in FDI †¢Financial services are experiencing a wave of restructuring in most affected countries. AIG of the United States, for example, is selling off its Japanese and Philippines insurance affiliates . In the mining industry, Rio Tinto (United Kingdom and Australia) and Anglo American (United Kingdom) have indicated that they will reconsider their global expansion plans in the light of waning business confidence and the worsening economic outlook . British Petroleum announced in October 2008 that it will cut 5,000 jobs worldwide in 2009, mainly in developed markets . †¢In the Democratic Republic of the Congo, for example, there has been a spate of mine closures forced by the global economic downturn, and fly-by-night investors have undermined the mining industry’s sustainability and the welfare of its workers. In the automotive industry, leading United States automobile maker General Motors announced in November 2008 – even before the bailout granted by the United States Federal Government – plans to cut costs and capital spending while raising funds through the sale of assets . Daewoo, a subsidiary of General Motors, announced that it would temporarily close Republic of Korea factories in the same month . Opel, a subsidiary of General Motors, has asked for more public support from the German Government . Ford shut down its operations in Berdaux, France, due to poor sales, from October 2008 to January 2009 . French automaker PSA halted its car production in China, and it intends to temporarily close factories in Spain and France. Another French automaker, Renault, also plans to reduce jobs significantly in Europe. Nissan also eliminated 20,000 jobs . †¢Lafarge the world’s largest cement producer also sold its cement and aggregates u nits in Italy to local group Sacci . †¢GlaxoSmithKline (United Kingdom), the world’s second largest drug maker by revenue, is cutting its operations in the United States . French cosmetics group L’Oreal, faced with a sales slump, announced in November that it would close two factories in Europe, one in Monaco and one in Wales (United Kingdom) . †¢ArcelorMittal (Luxembourg) and POSCO (Republic of Korea) have started to revise their growth plans . The setback in FDI has particularly affected cross-border mergers and acquisitions (MAs). It has also taken the form of a rising wave of divestments and restructurings. International Greenfield investments have been less impacted to this point, but could be increasingly affected in 2009 as a large number of projects are presently being cancelled or postponed. In developing and transition economies, FDI inflows have so far remained more resilient. The growth rate of FDI inflows to developing countries, while lower t han in 2007 (when it exceeded 20 per cent) should still reached 4 per cent. The situation is rapidly deteriorating. UNCTAD estimates that global FDI inflows declined by 15 per cent in 2008, to about $1. 6 trillion This sharp decrease marks the end of a growth cycle which lasted four years. Further decline is anticipated for 2009, especially as regards flows into developing countries. While the decrease in FDI inflows has hit developed countries the hardest, some developing economies with open but weak financial systems are also very vulnerable to external shocks . They face unprecedented challenges from the possible drying up of financial flows from both official and private sources. For example, FDI inflows are expected to have declined sharply in such countries as Indonesia, the Republic of Korea, Pakistan, Singapore and Turkey, due to fallout from the financial crisis. A major exception is the United States, where FDI flows may have risen by 38 per cent in 2008 to $321 bill ion (annex table). This can be explained by two major factors: foreign parent companies may have transferred capital to their United States affiliates in financial distress, in the form of equity or intra-company loans, and/or the crisis in the United States economy has triggered new opportunities for the acquisition of local firms by foreign interests . Reduced access to finance. Financial factors have negatively affected TNCs’ capacity to invest , both internally and externally, as tighter credit conditions and lower corporate profits curtail TNCs’ financial resources for overseas investment projects (as well as domestic ones). On the one hand, credit has become less abundant and more expensive. The external funding environment for non-financial companies has deteriorated markedly since mid-2008 , making it more difficult for them to invest in foreign operations or to make cross-border MA deals. The gloomy evolution of markets, including the looming sharp econo mic recession worldwide (and even recession in a number of developed countries) and a heightened appreciation of risk, has also reduced firms’ propensity to invest for further expansion both domestically and internationally of production capacity. Risk aversion. Companies’ investment plans may also be scaled back due to a high level of perceived risks and uncertainties, in order to develop resilience to possible â€Å"worst-case† scenarios regarding financial and economic conditions . There has been a recent rise in divestments and restructuring of operations. Companies indeed undertake divestments and make cuts in existing production capacity – either by shutting down plants or factory lines, or by selling some of their assets to other companies– to restructure foreign operations, save costs, or improve their balance-sheet situation, especially through lowering the debt-equity ratio . There is also evidence that cross-border MAs have already be en sharply affected as a direct consequence of the crisis, with a 17 per cent decline in cross-border MAs in the first 10 months of 2008 as compared to the same period of 2007. The decline in cross-border MAs is of utmost importance for FDI flows, which are strongly correlated with cross-border MA amounts. However, positive driving forces remain at work. There are a number of reasons why TNCs might remain committed to FDI, even in the midst of the crisis. First, a number of large emerging economies, such as Brazil, China, India and the Russian Federation, have remained attractive to FDI, particularly to market-seeking FDI. They maintained relatively high economic growth rates (compared to advanced economies) in 2008 . As prospects continue to deteriorate in developed countries (more markedly than in developing ones), investors will favour the relatively more profitable options available in developing countries . Examples of FDI in developing and transition economies arising fr om continuing market opportunities in those countries, or the longer-time horizons of investing TNCs include: †¢PepsiCo announced in early November that it would invest an additional $1 billion to expand its production in China in the next four years , while at the same time shutting down six factories and laying off 3,300 workers in the United States in order to cut costs . Italian automaker Fiat Group and OJSC Sollers signed a letter of intent in November to expand production of Fiat cars in the Russian Federation , where demand remains strong, despite the slowdown in the automobile industry in Europe and the United States. This is part of the shift of production towards emerging economies. For example, in 2008, the total number of car sales in the â€Å"BRIC† countries (Brazil, the Russian Federation, India and China) was expected to exceed that in the United States . Second, financial crises and tough economic periods also offer opportunities to companies to buy a ssets at â€Å"bargain prices† and take advantage of large-scale industry consolidation in some activities. For aggressive, cash-rich TNCs – or those from cash-rich countries – the acquisition of undervalued assets may boost their investment in both developed and developing countries, depending on the circumstance and opportunities . Examples of increases in FDI through cross-border MAs:- Japanese financial companies have recently acquired several United States financial companies affected by the financial crisis . †¢Financial companies established abroad by Icelandic firms were also bought up: Glitnir AB (a branch of Glitnir in Sweden), and DLG Ltd. and Kaupthing Singer Friedland Premium Finance Ltd. in the United Kingdom, both of which were owned by Kaupthing Bank, were acquired by HQ AB (Sweden), DM Plc (United Kingdom) and Close Brothers Group Plc (United Kingdom), respectively, in 2008 . Several mega MA deals (those with an acquisition value of over $ 1 billion) have occurred in manufacturing industries (such as computer equipment, aircraft and pharmaceuticals) in the United States since September 2008 . Third, companies are still committed to increasing their level of internationalization in the medium term, a finding which constitutes a significant indicator for a future upturn in FDI flows . Large TNCs around the world still seem to be eager to pursue internationalization strategies (and thus increase FDI expenditures in the medium-to-long term). Fourth, new sources of FDI have emerged, especially from the South. Emerging economies and countries well-endowed with natural resources are becoming a growing source of FDI, either through the internationalization strategies carried out by their TNCs, or through the investment activities of their SWFs. FDI inflows The global economic crisis has translated into a sharp decline in FDI inflows both for developed and developing countries. FDI into developed countries in 2008 decreased by an estimated 25 per cent compared to 2007, mainly as a result of the protracted and deepening problems affecting financial institutions and the liquidity crisis in financial markets. As cross-border mergers and acquisitions account for the bulk of FDI in most developed countries, these countries are particularly vulnerable to the credit crunch . Almost all developing countries and countries with economies in transition have been affected by the global financial and economic crisis, but to different degrees. The setback is associated with a rising wave of restructuring and divestment and the cancellation of a large number of Greenfield projects, as well as a decline in cross-border mergers and acquisitions. Compared to cross-border mergers and acquisitions, international Greenfield investments were less impacted in 2008. But they were increasingly being affected in 2009, as a large number of projects awere being cancelled or postponed. FDI outflows FDI outflows from the Uni ted States went down as large repatriations of reinvested earnings and debt from foreign affiliates of the United States corporate sector took place and new investments abroad were halted . FDI outflows from Europe also declined. FDI outflows from the South slowed down, but to a lesser degree than those from the North. Therefore, the share of developing countries in global FDI outflows continues to rise, highlighting an increasingly significant presence of TNCs from the South. Many of them see their capability and propensity to invest abroad inevitably weakened due to the global financial crisis. However, in a few dynamically growing countries, the driving forces of capital outflows, such as a large amount of foreign currency reserves, enhanced firm competitiveness and supportive government policies are still at work . In addition, companies and sovereign wealth funds from these economies are, in general, less affected by the financial turmoil than are enterprises in developed countries; they may continue to be active in overseas investment as part of their long-term strategies and become more important actors in the global FDI arena . For them, the global financial crisis and tough economic period ahead may create good opportunities to buy bargain assets, which can help promote cross-border mergers and acquisitions. However, they have also become more cautious in view of the considerable financial losses that some recent overseas investments have caused. POLICY RESPONSES – KEEPING INTERNATIONAL TRADE AND INVESTMENT FLOWING AND REVIEWING DEVELOPMENT STRATEGIES India has made changes in its FDI regulations several times. One in December 2008, wherein larger share of foreign ownership in many activities such as industrial parks, mining and petroleum, air transport was decided. And the other in February 2009 , which facilitated application of caps on foreign ownership in strategic sector (defence, aviation, telecommunications). It also swt out new paramenters to calculate parameters for calculation of indirect foreign investment in an Indian company . It further clarified the circumstances in which an Indian company with foreign investment will be required to obtain government approval for making downstream investments in India. Another protectionist measures include state initiatives to come up with a funding package of $6. 8 billion or 300 billion rupees – this fund will be used for infrastructure, i. e. schools, roads, and hospitals . The offers announced by Union Finance Minister, Pranab Mukherjee, in Union Budget 2010-11, to enhance investment ambiance in India on February 26, 2010 entail: †¢Measures implemented to un-complicate the FDI system †¢System for computation of indirect foreign investment in Indian firms has been comprehensively classified. †¢Entire liberalization of costing and imbursement of technology transmit charges and trademark, and royalty expenses. Additionally, the Indian government has permitted the Foreign Investment Promotion Board (FIPB), to sanction FDI tenders of up to US$ 358. 3 million. The global financial and economic crisis has stimulated consideration and implementation of mitigating policies and measures by countries and the international community. Some of these measures are valid in terms of safeguarding domestic industries and jobs . The challenge is to restore the credibility and stability of the international financial system, to provide stimulus to economic growth and to encourage investment and innovation. A number of policy initiatives at the national level could stimulate FDI. Three categories of policy measures can be distinguished. First, many developed countries have adopted large-scale bailout plans and rescue packages for the financial sector . Providing State guarantees to financial institutions could have a crowding-in effect on FDI, as these companies might be considered as â€Å"safe† investments by foreign in vestors. Moreover, some countries have even actively sought the participation of foreign investors in individual rescue deals . Second, several countries – such as the United States, France, Germany and Spain – have announced large public investment programmes, mainly aimed at infrastructure investments, which not only builds confidence in economy but also opens up investment opportunities by TNCs. Third, a number of countries have adopted fiscal or monetary stimulus measures which might also have a positive impact on FDI flows. PROTECTIONISM IS STILL A THREAT Over recent months, many national governments have resorted to various policy measures to safeguard domestic industries and employment affected by the global crisis. With regard to investment, there are few signs of deliberate government actions to impede the cross-border flow of investment in reaction to the crisis. However, there is a risk that the massive increase in state intervention and the greater ro le of governments as economic agents could have a downside in terms of indirectly impacting investment policies, especially in terms of active policies favoring investment domestically and discouraging investing abroad. One of the more interesting aspects of the current wave of investment protectionism is governments† response to sovereign investments. The number and size of worldwide SovereignWealth Funds (â€Å"SWFs†) have both seen substantial increase between 1990 and today. Numerous governments in developed countries have partially or fully nationalized domestic companies or are envisaging such a step . For instance, the French Government established a Strategic Investment Fund in December 2008 , which since then has acquired shares in several distressed companies. In February 2009, it augmented its capital participation in VALEO, a French producer of car parts . Reducing foreign investment, including divestment abroad, may be an economic necessity and may be unavoidable even in the absence of state intervention. Much depends on whether the trend towards more state ownership and control remains a temporary â€Å"fire fighting† measure during the crisis, or whether it results in more permanent structural changes with long-term implications. Nationalization policies and increasing state interference reduce investment opportunities for private investors – domestic and foreign – and may create an investment disincentive. While many private investors may currently not have much interest in acquiring enterprises that were or are to be bailed out, state ownership or control may become a more serious investment obstacle in the future if it is maintained after the actual crisis is over. A key global priority must be to resist and arrest tendencies towards protectionism and economic nationalism. In this regard, confidence in the multilateral trading system must be strengthened, with strong support by all countries to concl ude the Doha Round on balanced and pro-development terms on an urgent basis. To avoid divestment, developing countries need to consider how to accommodate the cost-saving strategies of TNCs. For instance, a number of developing countries have included tax relief in their economic stimulus packages . CONCLUSION: The negative impact of the current financial crisis and the economic aftermath from it on FDI are likely to become stronger, and a further decline in global FDI flows is expected at least in the short-to-medium term. Countries with healthy macroeconomic fundamentals and robust financial systems are likely to recover sooner. Despite clear signals of economic slowdown, a number of large dynamically growing economies may remain attractive to market-seeking FDI, There are however a few positive forces still at work that can provide some relief to global investment flows. These include, for example, investment opportunities triggered by cheap asset prices and industry restru cturing, large amounts of financial resources available in some dynamically growing countries such as sovereign wealth funds, and quick expansion of new activities such as fuel switching, renewable energy, material/resource/energy efficiency and some other environment-related industries. The crisis was less destructive to FDI than had been feared. While investment budgets, including those for FDI, were squeezed during the crisis, TNCs did not engage in wholesale divestment of their foreign affiliates. The crisis did, however, accentuate one recent trend, namely the shifting of TNCs? geographical focus to developing and transition economies. Also, the various economic stimulus programmes recently launched in many countries may have a positive impact on FDI inflows. The commitment of G20 leaders to take steps to facilitate trade and investment may also help to improve business confidence among companies. BIBLIOGRAPHY:- Articles †¢The Global Economic Downturn and Protectioni sm, Raymond J. Ahearn, Congressional Research Service †¢Protectionism And Sovereign Investment Post Global Recession, Dr. Efraim Chalamish , OECD Global Forum on International Investment †¢UNCTAD Investment Brief, Global FDI in Decline due to the Financial Crisis, and a Further Drop Expected, November 1, 2009 †¢Does Foreign Direct Investment Promote Development? , Theodore H. Moran, Edward M. Graham, and Magnus Blomstrom, Institute for International Economics †¢Assessing the impact of the current financial and economic crisis on global FDI flows. Note prepared by the UNCTAD secretariat. April 2009 †¢Ã¢â‚¬Å"Congo miners suffer as boom turns to bitter bust†. Barney Jopson Financial Times. 10 March 2009. †¢ â€Å"Corporate profits: global recession intensifies downside risks†, Morgan Stanley, Global Economic Forum, 6 November 2008. †¢Mehrdad Baghai, Sven Smit, and S. Patrick Viguerie, â€Å"MA strategies in a down market†, The M cKinsey Quarterly, September 2008 †¢Ã¢â‚¬Å"Importance of the substitution effect between investment abroad and home† study by E. L. Yeyati, U. Panizza and E. Stein (2007). â€Å"A global love affair: a special report on cars in emerging markets†, The Economist, 15 November 2008. †¢World Investment Prospects Survey, 2008–2011 (UNCTAD, 2008a) †¢Press notes of 2009 ,Government of India Ministry of Commerce Industry †¢World Investment Prospects Survey 2010-2012, UNCTAD Websites: †¢https://www. adbi. org †¢https://www. rediff. com †¢ https://www. iie. com †¢ https://www. twnside. org. sg †¢ https://www. yourstory. in †¢ https://www. mining-journal. com †¢https://www. iom. int †¢ https://www. ifatca. org †¢https://www. asianewsnet. net †¢ https://www. iningtopnews. com †¢https://www. msnbc. msn. com †¢https://www. bloomberg. com †¢https://www. worldcarfans. com †¢https://www. wor ldbank. org †¢https://www. bloomberg. com †¢https://www. globalcrisisnews. com †¢https://biz. thestar. com. my †¢https://www. reuters. com †¢https://www. cosmeticsdesign. com †¢https://www. nytimes. com †¢https://www. turkishweekly. net †¢https://in. reuters. com †¢https://www. india-server. com †¢https://www. unctad. org †¢https://www. euractiv. com †¢https://www. imf. org †¢https://www. forbes. com †¢https://www. swfinstitute. org †¢https://www. mayerbrown. com Don’t waste time! 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Economics, Politics and Business. Today, the relationship is an alliance, and â€Å"as two of the world s leading trading nations, the United States and Germany share a commitment to an open and expanding world economy.† (Bureau of European and Eurasian Affairs, 2015) Germany was the strongest supporter of the Transatlantic Economic Council (TEC), â€Å"a political body that seeks to deepen cooperation between the United States and the European Union by promoting economic growth through increased

Parking Facility

Question: Write a proposal that promotes ideas for improving student parking at XYZ University. " Answer: Introduction To arrange for the proper parking facility for the students of XYZ University in the downtown area within the university campus. Project Purpose There is a major crisis as far as parking is concerned with the increase in the number of students and the rising number of vehicles which are being used for communication to the university (John, 2011). The university being in a downtown area, more number of vehicles are coming up and the parking space is decreasing every passing day (Shoup, 2011). Approach The University Sponsors Program Officer has been approached and the matter has been put up before him; The area being a downtown region, suffers from over parking issues and the snapshots of this problem have been shown to the authorities; A three level parking facility in the university campus to be established; The research and design has been provided and it has also been shown that the infrastructure is already there in the university and it needs to be worked upon; The parking will be made available for all students who come in their personal vehicles at the rate of $3 per hour; Certain tactics to meet with the problem have been identified. These are staggering the class timings, efficient management of the incoming vehicles and the availability of valet parkers who can efficiently park the vehicles (Edwards, 2002). Institutional Resources To slow down the inflow of traffic, the university can think of schemes to offer incentives to those students who do not drive; They can think of developing the structure to multi level parking; Another very viable solution is to provide a van pool service (Peng, 2011). This can sort out the issue as well as raise funds for the university. Budget Around $100 were spent for identifying the costs involved. Wordy Expressions: a. Push the red button in case you see smoke rising from the cooking surface; b. more than 40% of the people polled believe that the government spending should be cut down; c. Please send further information on the new line of pesticides; d. Because two of the three highways were being repaired, I was late for my appointment by 20 minutes. Sentence Types: a. Tim got additional duties for his promotion. (Simple) Tim was given a promotion and assigned with additional duties. (Compound) Tim was assigned with additional duties in connection to his promotion. (Complex) b. Our corporate Counsel, Eileen will write the letter on our behalf. (Simple) Eileen is our corporate counsel and he will write the letter on our behalf. (Compound) Eileen, who is our corporate counsel, will write the letter on our behalf. (Complex) Parallelism: a. This is in parallel structure. b. According to the survey, most employees prefer either holding the employee cafeteria open later or its hours keeping the same. c. This is in parallel structure. d. Our career guidance book will cover writing resumes, application letters, and techniques for taking interviews. Writing Confidently: a. There is no reason why a wristwatch should not be bought for dressy occasions. b. There is no point to disagree that my offer provides good value for money. c. I am sure that my offer provides good value for money. d. I hope you will visit our gallery on your next visit to galleries in this area. Using Nondiscriminatory Language a. The mayor opened contract talks with the union who represented the policemen of the area. b. While the salesmen are at the convention, their better halves will be treated to a tour of the citys landmarks. c. Our company gives each supervisor a day off on his birthday. d. Our public relations director, Heather Marshall, will ask her secretary, Bonita Carwell, to take notes during the presidents speech. e. Neither Rev. Batista nor his secretary, Doris Hawkins, had met the family that had arrived lately. References Edwards, R. (2002).Making policy work. London: RoutledgeFalmer. John, P. (2011).Making policy work. Milton Park, Abingdon, Oxon: Routledge. Peng, Q. (2011).ICTE 2011. Reston, VA: American Society of Civil Engineers. Shoup, D. (2011).The high cost of free parking. Chicago: Planners Press, American Planning Association.

Paul Cronan Essays (2703 words) - Supervisor,

Paul Cronan Paul Cronan Case Ethical Analysis This case involves a corporate response to AIDS in the workplace. The return to work of Paul Cronan, a person with AIDS, after a much-publicized lawsuit, led to a walkout of his coworkers. This case documents the circumstances, which preceded the work stoppage. Analyzing this case from Paul Cronans supervisors point of view there are three main ethical issues to be considered: duty to protect the interests of the company, New England Telephone (NET); obligation to maintain the rights of the other employees; and duty to provide for the safety and privacy of Paul Cronan. There are ample examples throughout the reading to support identification of these three issues. It is evident that there is substantial interaction between Cronan and his supervisors in the early stages of his illness. Cronan contacted his first boss, Charlie OBrian, asking for permission to leave work for a doctors appointment on three occasions. Cronan disclosed his illness to OBrian on the third attempt to leave early from work. On his return to work he was instructed by his boss to see the company doctor. Later he contacted OBrian, asking to be put on medical leave. Months later when he was well enough to return to work he contacted his new supervisor, Richard Griffin, who informed him that he needed a medical release to return to his job. He also asked Griffin for a transfer to a less volatile environment. These examples prove that the two men were Paul Cronans supervisors and thus had to be concerned for the safety and well being of Cronan. There is evidence to support that there were other employees in Cronans department. When his illness was revealed co-workers purportedly threatened to lynch him if he returned. Later it was reported that damaging graffiti had been written on the bathroom stalls. On his return to work after the legal settlement fellow employees treated him like a leper. That same day, several co-workers filed a grievance with the local union protesting his re-instatement. The next day the workers walked off the job to reduce their contact with Cronan. Later several employees spoke of their fear of the disease and discomfort with Cronan. These examples prove that there were other employees in the department and thus the supervisors had to see that their rights were upheld, also. Next, it is evident that the supervisors were agents of the company. Since Paul Cronan worked for NET and they, based upon the reading, were his supervisors, it leads one to surmise that they also worked for NET. The supervisors were obligated by company practice to report matters involving employee attendance to up line supervisors who in turn would report incidences to the human resource department. Upon returning to work from an extended leave the employees contacted their immediate supervisor who then contact the company regarding such matters. When Cronan receives a re-instatement letter from NET it was mentioned that Griffin was his supervisor at that time. These examples prove that the supervisors were representatives of the company and acted as liaisons between the employees and the company and thus were responsible for promoting the interests of the company. A front line supervisor is always caught in the middle in disputes between the company and the employee and disputes between co-workers. When there are disagreements between a supervisor and an employee, the supervisor is often on his own with little support from upper management, even though he is an agent of the company. The very nature of the job puts the supervisors in a position where they have to be concerned about the rights and needs of all three parties in this case: the company, Paul Cronan, and the other employees. For this reason they are forced to weigh problems, some that have no clear right or wrong answers, and address them, hopefully, in ethical terms. It must be assumed that ethical values are important to the supervisors, and that they want to make decisions that compromise these values as little as reasonably possible. The process of evaluating and choosing among ethical values, personal goals and the likely consequences of actions is far from simple. To make a responsible