Adverb(ial) Phrases in English

An adverb phrase (or adverbial phrase) is a word group with an adverb as its head. This adverb may be accompanied by modifiers or qualifiers. An adverb phrase can modify a verb, an adjective, another adverb, or even an entire sentence or main clause. As shown in the examples below, it can appear in a number of different positions in a sentence. Examples of Adverbial Phrases The Cheshire Cat vanished quite slowly, beginning with the end of its tail.The players responded surprisingly well to all the pressures of the playoffs.The best way to preserve the flavor and texture of fresh vegetables is to cook them as quickly as possible.As quickly as possible, we cleaned the fish and placed them in coolers.The air was warm, stirred only occasionally by a breeze.Only occasionally is there a rumble in the sky or a hint of rain.Snow fell much earlier than usual.My daughters choice of driving music is,  surprisingly enough, classic rock. Quotes With Adverb Phrases James Russell Lowell If youth be a defect, it is one that we outgrow only too soon. Beverly Barton, Close Enough to Kill Bernie watched Jims face for a reaction.  Surprisingly enough, he grinned. Adverbial Phrases Without Adverbs Theyre called adverbial phrases because they can occur in the same range of positions as single adverbs. Many such adverbial phrases, paradoxically, do not contain an adverb. Such adverb-less adverbial phrases are typically prepositional phrases, as italicized in the examples below from James R. Hurford in Grammar: A Students Guide. On Friday night, Im playing squash.Their marriage broke up in the most painful way.May I, on behalf of the shareholders, congratulate you? Positioning Adverb Phrases Jame R. Hurford, Grammar: A Students Guide Like adverbs, adverb phrases can cause confusion because there is some flexibility in where they occur within sentences, and even in modifying the sentence structure. As well, adverb phrases are sometimes embedded in other phrases. Examples are: Laura, a better, gentler, more beautiful Laura, whom everybody, everybody loved dearly and tenderly.He had taken her hand sympathizingly, forgivingly, but his silence made me curious.David, on the lowest step, was very evidently not hearing a word of what was being said. Our first example identifies an adverb phrase following the verb loved; the next example shows an adverb phrase following the noun hand and removed from the verb it modifies; the third example has an adverb phrase embedded into a verb phrase was...hearing. Such flexibility makes it more difficult to identify these phrases; therefore, noting the head adverb can be of help. Sources Barton, Beverly. Close Enough to Kill. Hardcover, Zebra Books/Kensington Publish, 2006. Hurford, James R. Grammar: A Students Guide. Cambridge University Press, January 27, 1995. ODwyer, Bernard. Modern English Structures: Form, Function, and Position. 2nd Edition, Broadview Press, June 16, 2006.

Social Media And International News Coverage - 1520 Words

Terrorist attacks occur around the globe, but how does the location and the target affect the world’s response to the attack? The following will investigate two attacks that occurred in two very different parts of the world at relatively the same time and the reasons for the disparity in their attention on social media and international news coverage. The 2015 Baga Massacre occurred January 3-7 in the Nigerian town of Baga. The series of mass killings was committed by Boko Haram, a Salafi jihadist group. Boko Haram raided the regional Multinational Joint Task Force base, then turned on the locals. Grabbing their machetes, a group of young men fought the attackers off, but a few hours later, Boko Haram fighters returned with increased numbers and opened fire, forcing everyone to run. As many as 15,000 people fled to Chad with another 5,000 seeking refuge 100 miles away in the capital Maiduguri (Fessy). Disputes exist about the number of fatalities, with estimates varying from 150 to 2,000 deaths, part of this indeterminacy is that the government did not make an effort to solidify the death toll and no one stayed behind to count the bodies after Boko Haram ravaged the city (Fessy). On January 7, 2015, two brothers Saà ¯d and Chà ©rif Kouachi attacked the French satirical newspaper offices of Charlie Hebdo in Paris. The newspaper w as known for printing satirized versions of religious and political figures and printed controversial depictions of the Prophet Muhammad, which was theShow MoreRelatedGender Biases in Sport Media Essay1229 Words   |  5 Pagesin Sport Media Introduction In today’s society, it is nearly impossible to imagine our lives without the media. Television, radio, social media, and other types of media are a big influence on our lives and we all use them on a daily basis. They give us our news, provide us with entertainment, and we base a lot of our views and beliefs off of what we see and hear in the media. The media have plenty of positive aspects; however, with the major influence they have on individuals, the media can haveRead MoreEssay on Nonviolent Resistance Helped by Communication Methods1251 Words   |  6 Pageshas become an effective way to achieve social or political goals. Peter Ackerman and Christopher Kruegler, the authors of â€Å"Strategic Nonviolent Conlfict: The Dynamics of People Power in the Twentieth Century,† mention how the appearance of non-violent action as a weapon of choice in resolving conflict is continuously increasing. However, social activists must pay close attention to the relationship betwee n new, mainstream and social media outlets and social movements due to the fact that the successRead MoreGender Stereotyping : A Televised Media Sports Coverage1332 Words   |  6 PagesTelevised Media Sports Coverage Anonymous University of Arizonaâ€Æ' Abstract Sports fans usually acknowledge various sports through different mass media outlets. To develop our comprehension of social qualities inserted in sports and to investigate current values and power structures in regards to men and women, it is important to explore the potential impact that media may have in manipulating conventions about gender-appropriate sport conduct. One question that will be answered is, does mass media influenceRead MoreThe Cnn Effect : An Exploration Of How The International Media1732 Words   |  7 Pages THE ‘CNN EFFECT’: AN EXPLORATION OF HOW THE INTERNATIONAL MEDIA ‘DRAGGED’ AMERICA TO SOMALIA POST 1991 BACKGROUND Mass communication is the process which public messages are transmitted and are directed at large audiences with different values not found at a particular place but in different places. In the media arena globalisation refers to worldwide distribution of the same programme content and the distribution of special interest information that is aimed at a globally dispersed minority audienceRead MoreHow Media Ownership Is Important For People871 Words   |  4 Pagesreceive information from a variety of mass media such as televisions, radios, and newspapers, and also get from new media such as the Internet. This information has affect people who use data for making social and political decisions (Ederstone, 2011, p. 140). 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The sheer horror and violent nature of the story and the photos as well as the constant international attention on terrorism makes the story impactful and fits with the unfortunately familiar narrative that has developed in the post-9/11 world. The story broke on Easter morning all over the world, and therefore, it fits four of the five criteria that Doris Graber and Johanna Dunaway set in Mass Media and American Politics for how stories are deemed newsworthy (113-114). However, the final criterionRead MoreSea World Research Rescue Foundation Inc.1227 Words   |  5 Pagespublic awareness. Positioning Sea World as â€Å"teach through lively activities† is also a priority. Past media coverage of Sea World has been largely marine mammal topics based, with little substantial discussion around animal conservation or Sea World information. Although the media port of Sea World provides several marine animal contents, it leads to the media relations problem: Sea World s media releases tend to using marketing strategies that have resulted in an increasing lack of credibility inRead MoreThe Russian Revolution Of 20131488 Words   |  6 Pagesattention in Ukraine and media from all over the world started covering the revolution on a daily basis. The Ukrainian Revolution gained big publicity but it seemed that the opinions expressed were differing – especially the ones coming from the Western media between the Russian media. This case study will examine how four different news websites – two western ones and two Russians - framed Ukraine’s Revolution of 2013, by researching the question ‘How Western and how Russian media were covering the eventsRead MoreThe Impact Of Media On Social And Political Decisions833 Words   |  4 Pagesthe information from a variety of mass media such as televisions, radios, and newspapers, and also get from new media such as the Internet. This information has affected to people who use data for making social and political decisions (Ederstone, 2011, p. 140). Media ownerships play an important role as man in the middle by collected facts from their journalists and spread to general public. Also the same information can disseminate to worldwide through new media. The purpose of this assignment is to

I Fail, Therefore I Am free essay sample

I practice creative failure. I didn’t win my Fifth grade spelling bee, but I have since become a Scrabble player maestro. I couldn’t do a left-handed cartwheel, but I can now execute sixteen fouette turns in a row. I wasn’t chosen to play the lead in the school play, but later narrated the prize-winning documentary at History Day. The list goes on. All my life, I have failed– then picked myself up, and succeeded at something else. In my proverbial dump heap of mistakes, setbacks, and defeats, there have been a few diamonds in the rough. From the day I learned what the word meant, I yearned to be valedictorian of my graduating class. I pulled more than my fair share of all-nighters, participated in countless study sessions, and devoured my textbooks. I made sure that each project I presented was the best one in the class– and nobody ever wanted to follow my presentation. We will write a custom essay sample on I Fail, Therefore I Am or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page I was well on my way to securing the number one class rank when I received some devastating news: my family was moving out of state. Being the eternal optimist, I convinced myself that being valedictorian was still attainable at a new school. I was disillusioned the following fall when I discovered that such would not be the case. The deck was stacked against transfer students, as honors classes taken elsewhere didn’t earn bonus credit like classes at the new school. As a result, my GPA suffered. I could have been a train wreck and wallowed away in self-pity. I could have cried myself to sleep every night, and had constant nightmares about fellow classmates giving the valedictory address. I could have tuned out and let my grades drop drastically. Instead, I accepted my failure as a reality check. I was more than a ranking. Not being valedictorian would not break me. Modifying the rules seemed a more apt response. And so I walked into the school counselor’s office to discuss the possibility of graduating early. The notion was met with dubiousness and reluctance. The obstacles were far too great I was told– the required classes wouldn’t fit in my schedule, and I would need to sit for thirteen exams to receive my AICE diploma. I persevered. My goal was fixed, and hurdles could be conquered one at a time. Almost a year later, I’m proud to say that I graduated with the Class of 2010, not 2011. I am not perfect, and I don’t expect to be. Defeat hurts. But every false step, every rout, every frustration, makes me that much stronger. And piece by piece, failure by failure, I’m building an empire.

Weimar Republic Political, Social and Economic Issues Essay Example

Weimar Republic Political, Social and Economic Issues Essay Political, economic and social issues in the Weimar Republic to 1929 Year 12 Modern History 2013 * Mrs Lynch Jenni Hamilton Due Date; The collapsement of the Weimar Republic was due to many social, political and economical issues within. From its birth it faced numerous political problems, for which the causes were many and varied. These problems included political instability, deep divisions within society and economic crisis; problems were constantly appearing for the new government. The Weimar Republic never really had a stable political party, having a whole six different parties between 1924-1928 does not create stability. Many of these parties were also narrowly sectioned, with messed up priorities such as to look after the interests of class area of religion that they represented within the Weimar Republic, loyalty to democracy was of least importance. In 1929 the misery that had aided the efforts of Weimar’s enemies in the early 20s had been relieved by five years of economic growth and rising incomes. Germany had been admitted to the League of Nations and is once more an accepted member of the international community. The bitterness at Germanys defeat in the Great War and the humiliation of the Treaty of Versailles had not been forgotten but most Germans appear to have come to terms with the new Republic and its leaders. Gustav Stresemann had decided to take on the job of leading a battle for a policy he felt was in his nation’s vital interest even though he was tired and ill and knew that the opposition would be stubborn. Stresemann was the major force in negotiating and guiding the Young Plan through a ‘plebiscite’. We will write a custom essay sample on Weimar Republic Political, Social and Economic Issues specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Weimar Republic Political, Social and Economic Issues specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Weimar Republic Political, Social and Economic Issues specifically for you FOR ONLY $16.38 $13.9/page Hire Writer This plan although opposed by those on the right-wing won majority approval and further reduced Germany’s reparations payments. The Weimar Republic was a bold experiment. It was Germanys first democracy, a state in which elected representatives had real power. The new Weimar constitution attempted to blend the European parliamentary system with the American presidential system. In the pre- World War I period, only men twenty-five years of age and older had the right to vote, and their elected representatives had very little power. The Weimar constitution gave all men and women twenty years of age the right to vote. Women made up more than 52% of the potential electorate, and their support was vital to the new Republic. From a ballot, which often had thirty or more parties on it, Germans chose legislators who would make the policies that shaped their lives. Parties spanning a broad political spectrum from Communists on the far left to National Socialists (Nazis) on the far right competed in the Weimar elections. The Chancellor and the Cabinet needed to be approved by the Reichstag (legislature) and needed the Reichstags continued support to stay in power. Although the constitution makers expected the Chancellor to be the head of government, they included emergency provisions that would ultimately undermine the Republic. Gustav Stresemann was briefly Chancellor in 1923 and for six years foreign minister and close advisor to Chancellors. The constitution gave emergency powers to the directly elected President and made him the Commander-in-Chief of the armed forces. In times of crisis, these presidential powers would prove decisive. During the stable periods, Weimar Chancellors formed legislative majorities based on coalitions primarily of the Social Democrats, the Democratic Party, and the Catholic Center Party, all moderate parties that supported the Republic. As the economic situation deteriorated in 1930, and many disillusioned voters turned to extremist parties, the Republics supporters could no longer command a majority. German democracy could no longer function as its creators had hoped. Ironically by 1932, Adolf Hitler, a dedicated enemy of the Weimar Republic, was the only political leader capable of commanding a legislative majority. On January 30, 1933, an aged President von Hindenburg reluctantly named Hitler Chancellor of the Republic. Using his legislative majority and the support of Hindenburgs emergency presidential powers, Hitler proceeded to destroy the Weimar Republic. Germany emerged from World War I with huge debts incurred to finance a costly war for almost five years. The treasury was empty, the currency was losing value, and Germany needed to pay its war debts and the huge reparations bill imposed on it by the Treaty of Versailles, which officially ended the war. The treaty also deprived Germany of territory, natural resources, and even ships, trains, and factory equipment. Germany’s population was undernourished and contained many widows, orphans, and disabled veterans living in poverty. The new German government struggled to deal with these crises, which had produced a serious hyperinflation. By 1924, after years of crisis management and attempts at tax and finance reform, the economy was stabilised with the help of foreign, particularly American, loans. This relative golden age was reflected in the strong support for moderate pro-Weimar political parties in the 1928 elections. However, economic disaster struck with the onset of the world depression in 1929. The American stock market crash and bank failures led to a recall of American loans to Germany. This development added to Germanys economic hardship. Mass unemployment and suffering followed. Many Germans became increasingly disillusioned with the Weimar Republic and began to turn toward radical anti-democratic parties whose representatives promised to relieve their economic hardships. The government no longer had sufficient resources to support the German economy, but continued to print paper money. This caused rapid inflation, which Germany used as an excuse for not being able to pay its second instalment towards the reparations. The French government, however, decided to force Germany to pay. It did this by sending French and Belgian troops to the industrial heartland of Germany, the Ruhr to collect reparations still owing to them, but the German Chancellor called for passive resistance by the workers of the Ruhr; a refusal to co-operate with the troops. This, however, led to the collapse of the German economy, as the government was forced to print more paper money in order to pay the striking workers in the Ruhr. This caused hyperinflation as Germany was not producing anything; its industrial heartland had been destroyed and yet the number of notes in its economy was increasing. The German currency soon became worthless and prices were constantly rising (For example, an American dollar in July 1914 was worth about 4 marks, whilst in November 1923, its equivalent in marks was 4,000,000,000,000 marks). This struggle is then proved by Gustav Stresemann in the following source; â€Å"We in Germany in recent years have lived on borrowed money, if a crisis ever hits us and the American withdraw their short-term credits then we would be bankrupt e are not only militarily disarmed, we are also financially disarmed† The social effects of this hyperinflation were disastrous, particularly for the German middle classes who had lost all their savings and pensions as a result. Then, in September 1923, Gustav Stresemann called for the end of passive resistance in order to begin the restoration of th e German economy. This led to great political humiliation however, as it showed that Germany had been forced to do what the French wanted. This led to the Munich Putsch, which was an attempt by the Nazi Party leader, Adolf Hitler to overthrow the government; Hitler was determined to show the German people that not all Germans were going to accept what the French had forced the German government to do. Bavarian police broke up the revolt however and Hitler was arrested. In Saxony, there was another revolt against the republic, but this was a communist revolt and a communist government was set up, but Stresemann ordered this government to resign or else it would face military action. Therefore, the Ruhr Crisis led to economic collapse, political humiliation, dissatisfaction within society, further opposition to the Weimar Republic and finally, it’s devastating effects caused people to start looking towards extreme solutions. The Weimar Republic, in spite of all its problems, did survive the crisis that had befallen it between 1919 and 1923; even though it had inspired violent political opposition from right and left wing groups, it had faced a devastating economic situation creating a high level of discontent within society, and had brought about serious political humiliation upon itself, it had still managed to survive. All these problems contributed to the political difficulties which Weimar faced during its first few years; a general hatred amongst Germans of the new system and constant opposition towards it. The political issue of the Treaty of Versailles was probably the most important individual cause of Weimars crisis however. It had been the Treaty of Versailles that caused nationalist opposition to Weimar and the German nation to step down to a second class power, losing much of its territory, having extreme military restrictions imposed on it, and it had been the treaty of Versailles that had brought about reparations, leading Germany into an extremely difficult economic situation causing further social tensions, and it had been this treaty that had inspired communist opposition by bringing about the need to get Germany back to work, causing the majority socialists (SPD) to cooperate with the old order. It can be argued that this treaty was responsible for most of the hatred of the German people towards Weimar between 1919 and 1923, but on the other hand, Germany would not have been able to negotiate peace had they not signed the treaty. Germany managed to survive this crisis of economic collapse, political humiliation and dissatisfaction within society. Bibliography Secondary Sources – * Republic to Reich, A history of Germany 1918-1939 Third Edition: K J Mason; Published 2007 * http://www. ohndclare. net/weimar5_affleck. htm Primary Source – * Republic to Reich, A history of Germany 1918-1939 Third Edition: K J Mason; Published 2007 Gustav Stresemann – page 43 â€Å"We in Germany in recent years have lived on borrowed money, if a crisis ever hits us and the American withdraw their short-term credits then we would be bankrupt we are not only militarily disarmed, we are also financially disarmed†

Corporate Crime †BP Oil Spill

Corporate Crime – BP Oil Spill Introduction Most organizations have strived to carry out their operations within the confines of the law. However, in some instances of, say negligence, has made them be entangled with lawsuits emanating from their operations. Some companies knowingly or unknowingly have committed corporate crimes in the pursuits of profit maximization.Advertising We will write a custom essay sample on Corporate Crime – BP Oil Spill specifically for you for only $16.05 $11/page Learn More In general terms, corporate crime refers to any crime committed by a company/organization or business entity. Similarly, Yeager (1980) illustrates that corporate crime is â€Å" the conduct of a corporation or employees acting on behalf of a corporation, which is prescribed and punishable by law†. This crime may also reflect the character of the management team as cited by Yeager (1980). BP is one of the respected companies which, in the eyes of many, was involved in corporat e crime. Though it may be argued that crime committed was not intentional, it had far reaching effects on the environment and climate. The crime the company committed occurred in the Gulf of Mexico, which in 2010, fixing environmental and economic issue. These included damage to aquatic life, water pollution and breakdown of businesses among others. It is reported that around 174 million gallons was spilled and spread over an area estimated 25, 000 square miles (Hayward, 2010). BP Oil Company BP is one of the largest oil suppliers of oil on the globe. The organization was engaged in steady operations until 2010, when it experienced lower profits because of the oil spill that happened in the Gulf of Mexico. The Spill happened in April 2010, when the Deep Water Horizon drilling,a company owned by Transocean Ltd, contracted by BP burst and begun burning near the shores of the Gulf of Mexico. The ship began sinking, gushing an estimated 55,000 barrels of oil per day. Efforts to contain the spill was unsuccessful. When it was successfully capped in September 2010, an estimated 205 million gallons of crude oil was already spilled into the ocean. The disaster caused a severe damage and endangered several â€Å"at risk† businesses along the Gulf. These industries included; tourism, recreational and commercial fishing and other businesses tied to natural resources.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More BP Oil Spill Effects Environmental Challenges The BP oil spill had several ethical implications to the organization and the environment as a whole. Some of the effects caused by the spill revolved around the wildlife and the environment. The spill contributed to the disruption of the ecosystem and the wildlife, these included both aquatic and terrestrial wildlife. Similarly, marine and wildlife habitats were extensively damaged, fishing and tourism aff ected as the fish were affected by the oil present in the water bodies. This made their survival a challenge. According to Steiner (2010) environmental and water pollution contributed to both human and aquatic health problems as it led to suffocation of aquatic life besides contaminating the oxygen concentration in water and the environment. Financial Loss Company The BP oil company did not only contribute to the destruction of the environment and wildlife, it incurred financial losses as well. For example, Steiner (2010) indicates that the compensation valuation in physical damages in contrast to actual claims was approximated to be about $20-50 billion. Many authors opine that this figure is one of the grand verdicts ever made compared to the more than $5 billion awarded to Alaska oil spill in American history (Amadeo, 2010). Businesses and Individuals Many businesses and private individuals also suffered financial loss in terms of property and economic damage. These included abou t 13,000 individuals. Among the businesses that suffered hugely included; property owners, the hoteliers, restaurateurs and oyster men. Loss of Life The BP oil pill contributed to loss of life. According to Gardner (2010) eleven people perished and animals and plants died as well. In addition to these deaths, several people were injured, because the spill covered a large surface area, Gardner (2010) notes that sea birds, fish and turtles among others died on a large scale. The coral reefs which add beauty to coastal beaches was also destroyed.Advertising We will write a custom essay sample on Corporate Crime – BP Oil Spill specifically for you for only $16.05 $11/page Learn More Social Fabric The Oil spill on the Gulf of Mexico confronted an environmental disaster never experienced in the American history. Because of the oceanic and geography processes, the ecological impacts of the spill had a greater impact on the coastal areas. Nevertheless, the s pill affected the social fabric and the ecology of the communities residing in these areas. The situation caused the inhabitants to reflect their relationships with the media, industries and government agencies. According to X, the communities residing at the coastlines blamed the regulating agency for improperly monitoring the extraction of the resource and the BP for the technical failure causing the spill. Along with the media, we viewed the agencies/institutions as incapable of conveying accurate information to the public or addressing critical technical aspects during the response process. Pyrrhic defeat theory illustrates that those who have authority to change the system opt not to do so because they benefit in the way it operates. In this case, the institutions which the residents trusted to be their aid did nothing tangible to safeguard their well being (Alario Freudenburg, 2003). Rather than being a center of first stop, the community argued the institutions and the indus try were colluding in efforts to extract the petroleum resource. Similarly, the media, BP and the institutions were believed as promoting their own interest rather than safeguarding the community through failure to properly represent the community and the story. Thus, the residents were convinced that the values bestowed to the institutions were geared towards political and profit making goals. In a nutshell, the institutions failed to implement policies that would have reduced the risk. Why BP Oil Spill is a Problematic Issue BP oil spill is one of the most complex cases ever to have happened in the world history. This is because the spill covered five Gulf States, that is, Alabama, Mississippi, Texas and Louisiana. The spill altered the structures already established. On a larger scale, it destroyed the livelihood of these states rendering the economic and social survival of thousands of people a challenge.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Also, Weiss (2010) illustrates that the compensation in terms of physical damages was at a high of $ 20-50 billions. Among the litigants, this amount was believed to be the grant judgement ever to be delivered. Similarly, the spill brought about many groups and individuals seeking compensation. For instance, groups such as the hotel owners of Florida and captains of charter boats sued the company as a result of losing customers. Also, about 15,000 fishermen in Louisiana sued the company by claiming the oil polluted the habitats of fish challenging fishing activities (Hayward, 2010). Another bizarre issue with this case is that there were both physical and non- physical damages occurring. However, under the Tort law, an appellant suing the organization, claiming for physical damages to property is limited to the economic loss but not on the damages inflicted on him/her. Similarly, under the tort law, all the affected parties have to correctly confirm the exact damages caused so as to facilitate quick recovery of their business (Gardner, 2010). As in the case of a BP oil spill, there were many diverse plaintiffs such as the boat operators, sports fishermen and seafood sellers. There were many ideological positions among the decision makers on how to approach the BP case. However, most arguments were inclined on the due course of the law. For example, the American Environmental Protection Agency (EPA) indicated that it would ban the company temporarily from securing new contracts with the government for it had failed to uphold business ethics in their business operations. Similarly, the ideal of criminal justice was upheld by the US government (Amadeo, 2010). The government pointed out that the BP should compensate all the victims of the tragedy. BP had to abide by the decision of the government; it set aside over 40 Billion in fines and settlements, clean up costs on the oil spill and additional 16 billion demanded by the Clean Water Act (Dyer et al., 1992). Sim ilarly, whereas it is in the public domain that the BP oil rig blew up in the Gulf of Mexico, and everyone admits including the BP company, some people have not believed this argument. They feel that this was not a mere accident. It was their unwillingness to improve safety, hence, an intentional act of conspiracy. Conclusion BP oil spill is considered a corporate crime. It led to a lot of actions that were considered criminal. This contributed to the loss of life, environmental pollution and health issues among others. For instance, the pollution of the environment contributed to the extinction of endangered birds and other aquatic species. Similarly, it collapsed family units as some people migrated to other areas for safety and loss of jobs. On commercial implications, properties were destroyed and businesses lost huge profits and business opportunities. For instance, tourist operators, fishermen and captains had their source of livelihood constrained. References List Alario, M. and Freudenburg, W.R. (2003). Paradoxes of Modernity: Scientific Advances, Environmental Problems, and Risks to Social Fabric? Sociological Forum, 17(2), 193-214. Amadeo, K. (2010). Gulf Oil Spill, US Economy. Web. Dyer, C.L., Gill, D.A., and Picou, J.S. (1992). Social disruption and the Valdez oil spill: Alaskan Natives in a natural resource community. Sociological Spectrum, 12 (2), 105-126. Gardner, D. (2010). Bp Market Plunge Wipes Billions Off UK Pension Funds as Shares In Oil Giant Suffer Fresh Falls. Web. Hayward, T. (2010). BP 2010; Strategy Presentation. New York, NY: BP Corp. Steiner, R. (2010). The Largest â€Å"Accidental Oil Spill† in History; Lessons of Bp’S Deepwater Horizon Disaster. Web. Weiss, D., C. (2010). BP Agrees to Pay $20 Billion into Compensation Fund. Web. Yeager, P., C. (1980). Corporate Crime. New Jersey: Transaction Publishers.

French Pronunciation of the Letter H

French Pronunciation of the Letter H The letter H is always silent in French. However, there are two different kinds of Hs: H  muet and H  aspirà ©. The type of H at the beginning of the word lets you know whether to make contractions and pronounce liaisons with that word. To find out whether the H in a particular word is muet or aspirà ©, check a good French dictionary. There will be an asterisk or some other symbol to distinguish the two kinds of Hs. French Words With H Click these links to hear the words pronounced in French:homme  Ã‚  Ã‚  (man)hockey  Ã‚  Ã‚  (hockey)haut  Ã‚  Ã‚  (high)hà ´tel  Ã‚  Ã‚  (hotel)hiver  Ã‚  Ã‚  (winter) Letter Combinations With H (Click for Detailed Lessons) CH H Muet Most French Hs are mute - that is, they are not pronounced and the word acts as if it begins with a vowel. This means that  contractions  and  liaisons  are required. For example,  le   homme  contracts to  lhomme  - you cant say  le  homme.  And  les  hommes  is pronounced with a liaison: [lay zuhm].Here are the most common French words that begin with  H  muet. For nouns, the gender is provided (in parentheses):habile  Ã‚  Ã‚  Ã‚  skillfulhabilità ©Ã‚  Ã‚  (f)  Ã‚  Ã‚  Ã‚  fitnesshabiller  Ã‚  Ã‚  Ã‚  to dresshabits  Ã‚  (m)  Ã‚  Ã‚  Ã‚  clotheshabiter  Ã‚  Ã‚  Ã‚  to live inhabitude  Ã‚  (f)  Ã‚  Ã‚  Ã‚  habithacker  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hackerHadà ¨s  Ã‚  (m)  Ã‚  Ã‚  Ã‚  Hadeshadj  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hajjhadron  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hadronhagard  Ã‚  Ã‚  Ã‚  distraughtHaà ¯ti  Ã‚  (m)  Ã‚  Ã‚  Ã‚  Haitihaleine  Ã‚  (f)  Ã‚  Ã‚  Ã‚  breathHalloween  Ã‚  (f)  Ã‚  Ã‚  Ã‚  Halloweenhalluciner  Ã ‚  Ã‚  Ã‚  to hallucinatehalo-  Ã‚  (prefix)harmonica  Ã‚  (m)  Ã‚  Ã‚  Ã‚  harmonicaharmonie  Ã‚  (f)  Ã‚  Ã‚  Ã‚  harmonyharpagon  Ã‚  (m)  Ã‚  Ã‚  Ã‚  skinflint, ScroogeHawaà ¯Ã‚  Ã‚  (m)  Ã‚  Ã‚  Ã‚  Hawaiihebdomadaire  Ã‚  Ã‚  Ã‚  weeklyhà ©bergement  Ã‚  (m)  Ã‚  Ã‚  Ã‚  lodginghà ©berger  Ã‚  Ã‚  Ã‚  to househà ©bà ©ter  Ã‚  Ã‚  Ã‚  to daze, stupefyhà ©breu  Ã‚  (m)  Ã‚  Ã‚  Ã‚  Hebrewhectare  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hectarehectique  Ã‚  Ã‚  Ã‚  hectichà ©donisme  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hedonismhà ©gà ©monie  Ã‚  (f)  Ã‚  Ã‚  Ã‚  hegemonyhà ©licoptà ¨re  Ã‚  (m)  Ã‚  Ã‚  Ã‚  helicopterhà ©lium  Ã‚  Ã‚  Ã‚  heliumhà ©lix  Ã‚  Ã‚  Ã‚  helixHelsinki  Ã‚  Ã‚  Ã‚  Helsinkihà ©matome  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hematomahà ©misphà ¨re  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hemispherehà ©mophile  Ã‚  Ã‚  Ã‚  hemophiliachà ©morragie  Ã‚  (f)  Ã‚  Ã‚  Ã‚  hemorrhagehà ©morroà ¯de  Ã‚  (f)  Ã‚  Ã‚  Ã‚  hemorrhoidhà ©patite   Ã‚  (f)  Ã‚  Ã‚  Ã‚  hepatitisherbage  Ã‚  (m)  Ã‚  Ã‚  Ã‚  pastureherbe  Ã‚  (f)  Ã‚  Ã‚  Ã‚  grasshà ©rà ©dità ©Ã‚  Ã‚  (f)  Ã‚  Ã‚  Ã‚  heredityhà ©riter  Ã‚  Ã‚  Ã‚  to inherithà ©roà ¯ne  Ã‚  (f)  Ã‚  Ã‚  Ã‚  heroin,  heroineherpà ¨s  Ã‚  (m)  Ã‚  Ã‚  Ã‚  herpeshà ©siter  Ã‚  Ã‚  Ã‚  to hesitatehà ©tà ©rosexuel  Ã‚  Ã‚  Ã‚  heterosexuelheure  Ã‚  (f)  Ã‚  Ã‚  Ã‚  hourheureux  Ã‚  Ã‚  Ã‚  happyhexagone  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hexagonhiberner  Ã‚  Ã‚  Ã‚  hibernatehibiscus  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hibiscushier  Ã‚  Ã‚  Ã‚  yesterdayhilare  Ã‚  Ã‚  Ã‚  beamingHimalaya  Ã‚  (m)  Ã‚  Ã‚  Ã‚  the Himalayashindou  Ã‚  Ã‚  Ã‚  Hinduhip-hop  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hip-hophippodrome  Ã‚  (m)  Ã‚  Ã‚  Ã‚  racetrackhippopotame  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hippopotamushirondelle  Ã‚  (f)  Ã‚  Ã‚  Ã‚  swallowhirsute  Ã‚  Ã‚  Ã‚  hairy, shaggyhistoire  Ã‚  (f)  Ã‚  Ã‚  Ã‚  story, historyhiver  Ã‚  (m)  Ã‚  Ã‚  Ã‚  winterholo-  Ã‚  (prefix)hologramme  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hologramhomà ©opathie  Ã‚  (f)  Ã‚  Ã‚  Ã‚  homeopathyhomicide  Ã‚  (m)  Ã‚  Ã‚  Ã‚  homicidehommage  Ã‚  (m)  Ã‚  Ã‚  Ã‚  tributehomme  Ã‚  (m)  Ã‚  Ã‚  Ã‚  manhomo-  Ã‚  (prefix)honnà ªte  Ã‚  Ã‚  Ã‚  honesthonneur  Ã‚  (m)  Ã‚  Ã‚  Ã‚  honorhonorer  Ã‚  Ã‚  Ã‚  to honorhà ´pital  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hospitalhoraire  Ã‚  (m)  Ã‚  Ã‚  Ã‚  schedule, timetablehorizon  Ã‚  (m)  Ã‚  Ã‚  Ã‚  horizonhorloge  Ã‚  (f)  Ã‚  Ã‚  Ã‚  clockhormone  Ã‚  (f)  Ã‚  Ã‚  Ã‚  hormonehoroscope  Ã‚  (m)  Ã‚  Ã‚  Ã‚  horoscopehorreur  Ã‚  (f)  Ã‚  Ã‚  Ã‚  horrorhorrible  Ã‚  Ã‚  Ã‚  horriblehorrifier  Ã‚  Ã‚  Ã‚  to horrifyhorticulture  Ã‚  (f)  Ã‚  Ã‚  Ã‚  horticulturehospitalità ©Ã‚  Ã‚  (f)  Ã‚  Ã‚  Ã‚  hospitalityhostile  Ã‚  Ã‚  Ã‚  hostilehà ´te  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hosthuile  Ã‚  (f)  Ã‚  Ã‚  Ã‚  oilhuà ®tre  Ã‚  (f)  Ã‚  Ã‚  Ã‚  oysterhumain  Ã‚  (m)  Ã‚  Ã‚  Ã‚  humanhumble  Ã‚  Ã‚  Ã‚  humblehumeur  Ã‚  (f)  Ã‚  Ã‚  Ã‚  moodhumide  Ã‚  Ã‚  Ã‚  humidhyacinthe  Ã‚  (f)  Ã‚  Ã‚  Ã‚  hyacinthhybride  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hybridhydr-  Ã‚  (prefix)hydraulique  Ã‚  Ã‚  Ã‚  hydraulichydrogà ¨ne  Ã‚  (m)  Ã‚  Ã‚  Ã‚  hydrogenhygià ¨ne  Ã‚  (f)  Ã‚  Ã‚  Ã‚  hygienehyper-  Ã‚  (prefix)hypo-  Ã‚  (prefix)hystà ©rie  Ã‚  (f)  Ã‚  Ã‚  Ã‚  hysteria H Aspirà © Hs in French words borrowed from other languages are usually aspirate. Though the  H aspirà ©Ã‚  is not pronounced, it acts like a consonant; that is,  contractions  are not permitted with it and  liaisons  are not made in front of it. For example,  le hockey  does not contract to  lhockey  but remains  le hockey. And  les  hà ©ros  (the heroes) is pronounced [lay ay ro]. If you were to pronounce this with a liaison, [lay  zay  ro], you would be saying  les  zà ©ros  (the zeros).Here are the most  common French words  that begin with  H aspirà ©.hà ¢bleur  Ã‚  Ã‚  Ã‚  boasterla  hache  Ã‚  Ã‚  Ã‚  axehacher  Ã‚  Ã‚  Ã‚  to chople  hachisch  Ã‚  Ã‚  Ã‚  hashishle haddock  Ã‚  Ã‚  Ã‚  haddockla  haie  Ã‚  Ã‚  Ã‚  hedgele haà ¯ku  Ã‚  Ã‚  Ã‚  haikule  haillon  Ã‚  Ã‚  Ã‚  ragla  haine  Ã‚  Ã‚  Ã‚  hatredhaà ¯r  Ã‚  Ã‚  Ã‚  to hatehaà ¯ssable  Ã‚  Ã‚  Ã‚  detestablehalal  Ã‚  Ã‚  Ã‚  halalle hà ¢le  Ã ‚  Ã‚  Ã‚  suntanhaleter  Ã‚  Ã‚  Ã‚  to pantle hall  Ã‚  Ã‚  Ã‚  hallla  halle  Ã‚  Ã‚  Ã‚  marketle hallier  Ã‚  Ã‚  Ã‚  thicket, brushle halo  Ã‚  Ã‚  Ã‚  halola  halte  Ã‚  Ã‚  Ã‚  breakle  hamac  Ã‚  Ã‚  Ã‚  hammockle hamburger  Ã‚  Ã‚  Ã‚  hamburgerle  hameau  Ã‚  Ã‚  Ã‚  hamletle hammam  Ã‚  Ã‚  Ã‚  hammamla  hampe  Ã‚  Ã‚  Ã‚  polele hamster  Ã‚  Ã‚  Ã‚  hamsterla  hanche  Ã‚  Ã‚  Ã‚  hiple hand-ball  Ã‚  Ã‚  Ã‚  handballle handicap  Ã‚  Ã‚  Ã‚  handicaple hangar  Ã‚  Ã‚  Ã‚  shedhanter  Ã‚  Ã‚  Ã‚  to haunthapper  Ã‚  Ã‚  Ã‚  to snatch, grabharangue  Ã‚  Ã‚  Ã‚  harangueharasser  Ã‚  Ã‚  Ã‚  to exhaustharceler  Ã‚  Ã‚  Ã‚  to harassla  harde  Ã‚  Ã‚  Ã‚  herdharder  Ã‚  Ã‚  Ã‚  to leashhardi  Ã‚  Ã‚  Ã‚  daringle  hareng  Ã‚  Ã‚  Ã‚  herringla  hargne  Ã‚  Ã‚  Ã‚  spiteful angerle haricot  Ã‚  Ã‚  Ã‚  beanharnacher  Ã‚  Ã‚  Ã‚  to harnessle  harpail  Ã‚  Ã‚  Ã‚  herdla  harpe  Ã‚  Ã‚  Ã‚  harp le  harpon  Ã‚  Ã‚  Ã‚  harpoonle  hasard  Ã‚  Ã‚  Ã‚  luck, chancela hà ¢te  Ã‚  Ã‚  Ã‚  hastehà ¢ter  Ã‚  Ã‚  Ã‚  to hastenhaut  Ã‚  Ã‚  Ã‚  highla hauteur  Ã‚  Ã‚  Ã‚  heightle  havre  Ã‚  Ã‚  Ã‚  havenhercher  Ã‚  Ã‚  Ã‚  to haulle hà ¨re  Ã‚  Ã‚  Ã‚  wretch,  young  stagle hà ©risson  Ã‚  Ã‚  Ã‚  hedgehogla  hernie  Ã‚  Ã‚  Ã‚  herniale hà ©ron  Ã‚  Ã‚  Ã‚  heronle hà ©ros  Ã‚  Ã‚  Ã‚  herola herse  Ã‚  Ã‚  Ã‚  hearse, harrowle hà ªtre  Ã‚  Ã‚  Ã‚  beech treeheurter  Ã‚  Ã‚  Ã‚  to strikele hiatus  Ã‚  Ã‚  Ã‚  hiatusle  hibou  Ã‚  Ã‚  Ã‚  owlle hic  Ã‚  Ã‚  Ã‚  snagle hickory  Ã‚  Ã‚  Ã‚  hickoryhideux  Ã‚  Ã‚  Ã‚  hideousla hià ©rarchie  Ã‚  Ã‚  Ã‚  hierarchyle hià ©roglyphe  Ã‚  Ã‚  Ã‚  hieroglyphehippie  Ã‚  Ã‚  Ã‚  hippiehisser  Ã‚  Ã‚  Ã‚  to hoist, heave, haulle hobby  Ã‚  Ã‚  Ã‚  hobbyhocher  Ã‚  Ã‚  Ã‚  to nodle hockey  Ã‚  Ã‚  Ã‚  hockeyla Hollande  Ã‚  Ã‚  Ã‚  Hollandle  homard  Ã‚  Ã ‚  Ã‚  lobsterHong-Kong  Ã‚  Ã‚  Ã‚  Hong Kongla Hongrie  Ã‚  Ã‚  Ã‚  Hungaryla  honte  Ã‚  Ã‚  Ã‚  shamele  hoquet  Ã‚  Ã‚  Ã‚  hiccuphors  Ã‚  Ã‚  Ã‚  outsidela  houe  Ã‚  Ã‚  Ã‚  hoela  houille  Ã‚  Ã‚  Ã‚  coalla  houle  Ã‚  Ã‚  Ã‚  swellhouleux  Ã‚  Ã‚  Ã‚  stormyle hooligan  Ã‚  Ã‚  Ã‚  hooliganla  houppe  Ã‚  Ã‚  Ã‚  tufthouspiller  Ã‚  Ã‚  Ã‚  to scoldla  housse  Ã‚  Ã‚  Ã‚  coverhousser  Ã‚  Ã‚  Ã‚  to coverle  houx  Ã‚  Ã‚  Ã‚  hollyle  hublot  Ã‚  Ã‚  Ã‚  portholela  huche  Ã‚  Ã‚  Ã‚  chest, trunkhuer  Ã‚  Ã‚  Ã‚  to boole  huguenot  Ã‚  Ã‚  Ã‚  Huguenothuit  Ã‚  Ã‚  Ã‚  eighthululer  Ã‚  Ã‚  Ã‚  to hoothumer  Ã‚  Ã‚  Ã‚  to smellhurler  Ã‚  Ã‚  Ã‚  to shriek

Discussion 7 Essay Example | Topics and Well Written Essays - 250 words - 1

Discussion 7 - Essay Example The first woman wore solid-color blouses, the second woman was middle aged and wore sophisticated shoes and dress whereas the third woman was trying to be attractive and wore jumpers which were provocative in nature and appealing. The author says that she noticed a great stability in the dressing styles of men as there were no volatile standards in dressing and shoe wear. She said that when she thought about the reason for not noticing the men in the conference, she came to know the fact that men are not marked. There do not try to be extra prominent anywhere. She says that she is there is no such thing as biological differences when it comes to the classification of genders rather it the â€Å"marking† factor which makes us man or woman. She gives the reference of the famous author Fasold who said the terms which are used to differentiate between men and women on the biological levels surfaced in the 19th century as the sex-indefinite pronouns. She says that being â€Å"marked† is the necessity for woman as they cannot survive in the cooperate world whereas men can work being

Social Responsibility Essay Example | Topics and Well Written Essays - 500 words - 1

Social Responsibility - Essay Example A company builds its brand and reputation through practice of social responsibility. A responsible company knows that a good company name is a quick way to build trust and reputation for its brands. These traits nurtures a company for growth, opening up new opportunities for the company to choose from. This art will eventually become a good culture in the company, making the staff remain genuine and trusted by the community. In addition, customers would want to relate with companies that care for them and the environment (Sims 59). Workers would seek occupation in businesses that care for the environment. That is, social responsibility would increase workers performances. In companies where the management does not recognize social responsibility, the workers seem to have a low job esteem. Workers feel better when they know that their efforts would make the world a better place for all. It makes all the daily struggles worth it. The company would not have to spend too much in motivational programs as the workers would have something to work for. In addition, it would be a positive way for attracting and retaining a good staff, thereby, reducing company cost for recruitment exercises each year (Taylor). Respect for social responsibility would boost a companys economic growth and maintain professionalism. A socially responsible company appears mature and trains the staff to be better managers, who not only care for their own growth, but the environment too. Unlike on the companies that are socially irresponsible, employees would form a relationship that could improve the services and living conditions for others. A responsible work force does not only benefit the company, but also the community. The workers learn to be better citizens and parents at home. It becomes greater than building a company, since the effect extends

Money in Marriage Essay Example for Free

Money in Marriage Essay Money is a vital component for a sustainable and harmony life. Knowing the main function of money in marriage is important for a successful marriage. According to (Loh,2012) a research by Smart Money magazine, cited by shows that 70% of spouses surveyed discuss about money no less than one weekly while 36% of men and 40% of women confess that they lied to their couple about their spending. Many couples do not aware about the importance of money. The ability to pay household and utility bills, the tendency to ensure the children get their rights as well as the chance to have a comfortable and sustainable living are therefore, the importance of money in marriage. One of the reasons why money is important in marriage is to pay household and utility bills. Just like how organizations have their organization’s financial details each year to trace how they spend their money to pay for things married couples also need to record their expenditure and examined them monthly. (Eugene, 2009). A couples need to distribute their money to pay the energy, electrical and telecommunication bills. Electricity is necessary to run all home utilities such as refrigerator, television, radio, including hot water heaters and water pump that allow toilet to work. Besides electrical bills a telecommunication bills also need to be managed well so that we can ensure smooth communication between a family members. The example of communication utilities is such as encompass telephone, satellite television service and Internet service. For instance communication utilities such as internet can be used by the family members especially children who are still study to find information, communicate with their friend, and sharing their opinion. A married couple also need to allocate their money for the household food budget. The monthly budget for the food and groceries of the house should be managed accurately. â€Å"It is significant to give them with a healthy-balanced diet and encourage them to work out frequently† (Vijaindren, 2012). Parents should aware that your child needs a variety of food to fuel his growth, strengthen his immune system and support his brain and nervous system. So it can be conclude that money is important in marriage to have a healthy lifestyle because an apple a day can keep a doctor away. Another importance of money in marriage is to ensure children get their rights. A beneficial education is a necessary for children (Rosmah, 2010). Every child should have an adequate education to secure their future. Money can be used to pay necessary fees regarding the education or study. For example, money can be used to pay an education fees for children who studying at primary, secondary or even children at the college. As an example, money is useful for buying a basic need for children education such as school uniform, stationeries, and of course a books. Every child deserved an additional education such as home tutor or tuition. With money, tuition fees and additional books can be paid consistently. According to Rosmah (2010, as cited in Lim (2010) a marriage that has consistency in money should give their children a well-nourished life. Every parent can make their children more valuable and comfortable with money. For example provide a comfortable shelter such as personal room for their uses. Furthermore with money parents will have the tendency to ensure that children get their rights. As an example, children nowadays will request for an up-to-date gadgets, such as smart phone, tablet, or even an android phone. This can be fulfilled with money. Thus, money is important not only for an adult, but can be very useful for a sustainable in children’s life. One of the other reasons why money is important in marriage is to have comfortable and sustainable life. Najib(2012, as cited in Shuman, 2012) â€Å"My feverent wish is to ensure that each and every one of our young productive adults and, indeed the future generation of Malaysian will have enough savings and financial assets to enjoy their retirement to the fullest†. This pension scheme is one of the ways to have a sustainable life. Many of young married couple do not aware about the importance of this pension scheme it is to persuade and influence people to set aside money for the upcoming and urgent situation. For instance one of the family members having any major health problem such as cancer or heart problem that need to spend a lot of money to heal at least this scheme can support it. Another importance of money is to keep away the future cohort to cope with difficulty and struggle to have a sustainable and comfortable life. Life insurance gives a person chance to propose a consistent financial for his or her family in the event of disaster or poor health problem happen to the family members (Morris, 2010). With the power of money a couple can buy a life insurance for their house, vehicle and family member. For example when a giant Tsunami hits Japan on 2012 many facilities and infrastructure has been demolished, at the same time many victim had lost their family members. So the reason why you need to take out an insurance policy is to look after who’s left behind you especially the ones that you loved. In a nutshell, the importance of money in marriage include chance to have a comfortable and sustainable life, the tendency to ensure the children get their rights as well as the ability to pay household and utility bills. Money is vital asset that are useful for a long time, and can secure the future. Thus, money must be managed well to ensure that the flow of money will run smoothly and can lead to a sustainable life and harmony marriage. Everyone must have their own budget so we can prepare for the unpredictable thing that may occur. Tracking your money expenses, create a monthly budget, prepare for unexpected emergencies, and plan for big expenses are few steps that can be made to managed money well. This can educate a person to become a discipline and independent in his life.

Into The Wild, by Jon Krakauer :: Into the Wild Essays

The tone is set in this chapter as Krakauer uses words to create an atmosphere of worry, fear, and happiness in McCandless’s mind. â€Å"The bush is an unforgiving place, however, that cares nothing for hope or longing†(4). McCandless is on the path of death, which creates worry and fear for the young boy. â€Å"He was determined. Real gung ho. The word that comes to mind is excited,† (6). Alex is very excited and care free, which Krakauer used to his advantage in making the tone of Alex’s mind happy. The author creates tones to make the reader feel the moment as if the readers were sitting there themselves. Krakauer uses dialogue and setting to create the mixed tones of this chapter. As one can see from the quotes and scenery the author uses tones that are blunt and are to the point to make the reader feel as though the emotions are their own. Krakauer uses plenty of figurative language in this chapter. He uses figurative language to support his ideas,t o express the surroundings, and tone around the character. To start the chapter he uses a simile describing the landscape of the area, â€Å"†¦sprawls across the flats like a rumpled blanket on an unmade bed,† (9). This statement is used to make reader sense the area and set the mood for the chapter. The use of figurative language in this chapter is to make a visual representation in the readers mind. â€Å"It’s satellites surrender to the low Kantishna plain† (9). The personification is used in this phrase is to make the reader believe and feel that the location is far away and so far that technology surrenders to mother nature. It is important for the reader to be aware of the distance that is so far from civilization. A lot of epigraphs used in the book also show figurative language. â€Å"The land itself was a desolation, lifeless, without movement, so lone and cold that the spirit of it was not even that of sadness†(9). Jack London is mentione d quiet a bit in this book and he also uses many forms of figurative language. The personification used above in the epigraph was meant to seem that the land was empty and had no life going on. â€Å"Wisdom of eternity laughing†¦Ã¢â‚¬ (9), is also personification that can suggest to the reader that the end of forever will never happen and so eternity is mocking everyone in its path of destruction.

Marketing Research Proposal

There are various research methods used in the research proposal writing. Most of the format is the same but the type of research depends on the type of data that one requires to take or the type of information required. The difference in the research method appears at the method of data collection. These methods range from qualitative research methods to quantitative methods. Judging from the amount of work at hard or the type, it determines whether one is going to use interviews, questionnaire, case study, experiment, observation, appreciative inquiry and so on. (McNamara 2008) When dealing with a research such as ‘What are the differences between the types of goods bought over the internet in France and England?’ In this case, it would be wise to use survey method of data collection. This is because of the type of goods involved. In this case, one is supposed to get into the field and take the samples of the goods that are sold in the internet in France and in England. With the survey, you will be required to collect the information from the supermarkets or the online shops base at France and those one based in England. This means that you need to collect as much information as possible. That means that the method to use must be cost effective. This place the survey method in a position to quickly and easily get a lot of information at a lower or a meaningful cost. (Corlien M et al 2003) Advantage: This method can be considered to have completed anonymous. It is inexpensive to the administrator as for example one will only need to sit behind the computer and surf. It is also easy to compare and analyze various data from various locations in this case the two countries. Also, you can get a lot of information since many sample data already exists or they are in records. However, it has some disadvantages which range from incomplete data collection since some goods are bought inn private and you might not be able to get them. But all in all I would suggest that this is the best method for this type of research in the method of data collection. (Malhotra 2004) With the question such as ‘Is water usage reduced by charging for it per litre instead of making a fixed charge per household?’ It would be advisable to collect the data using the interview method. In this case, one is supposed to get first hand information concerning the peoples reaction to the charges of water and thus it places the interview as the best option.. Though it is time consuming, costly and sometimes it might be very hard to compare the information, it happens to be the best for this type of information as the researcher will be able to get a wide range of information from the consumer and develop a relationship with the client. (McNamara 2008) There might be some other questions such as ‘Is employee motivation greater in small firms?’ that may require one to apply different methods of data collection. Such is the case study method. This would be very effective as the researcher would do a comprehensive study and comparison of cases from different places so that he can come with a conclusion. The researcher may also employ the method of use of checklists. This would be a quick and non threatening method of data collection as all that the researcher needs is to get the information of the employees’ performance from different companies and then compare the results to come up with a solution. (Malhotra 2004) If one has a question such as ‘Do happy employees lead to happy customers?’ you may be required to employ the method that will give you the best results. In this case, you are dealing with the personal experience of the employees themselves. Due to their security concerns, they may not be ready to give the answer concerning the way the questions are asked. So the best method to employ here is the interview and the observation method of data collection. With the interview, the researcher will be able to win the employees confidence so that they can share with them their experience and their feelings concerning the job. The researcher may also employ the observation method where he will be required to observe the customers reaction when dealing with some employees. It should be done in a way that it will not affect the customers’ reaction. However, this may cause distraction to the customers and result to the type of information collected being not so true and this leads to poor conclusions. (Corlien M et al 2003) Other questions such as ‘Do employee benefits make employees happy?’ require that one gets the real face to face conversation and response from the person addressed. In this type of question, I would suggest that the use of an interview is the best method. This is because, with the interview, one will be able to get the first hand information from the person involved. The researcher will be able to vary the type of question to get the real fact about the person’s feeling on employee benefit. (Malhotra 2004) After the data has been collected, the researcher should move to the next step which is the data interpretation and representation. Reference Corlien M et al (2003) Designing and Conducting Health Systems Research Projects Canada: IDRC Publication Malhotra N.K. (2004) Essentials of Marketing Research: An Applied Orientation Australia: Pearson Education McNamara C. (2008) Basic guide to program evaluation authenticity consulting publication available from (March 3, 2008) Â  

Great Gatsby Essay, Character Corruption Essay

Throughout the novel of The Great Gatsby corruption is a prevalent and reoccurring theme and lies within most characters. They become overwhelmed with their own self desires and goal to gain material possession that it blocks their true vision of innocence and morality. Daisy for example is introduced into the book as an innocent dedicated wife to Tom but as the book progresses there is an evident change in her character as she becomes increasingly corrupt. By the end of the book Daisy is selfish, destructive and careless as she handles the situation between her husband, Tom, and her ex lover, Gatsby. For example of her being careless, she lets Gatsby take the blame for her killing of Myrtle Wilson which eventually leads to Gatsby’s death which she seems to show no concern. She is destructive by cheating on her husband while having no real intentions of leaving him for Gatsby. Tom from the beginning of the novel was always seen as corrupt when he has an ongoing affair with Myrtle to satisfy his own needs and leave those needs and feelings of Daisy behind him. He focuses more on monetary value of things and his own self appearance than to the care which Daisy requires out of him as a husband. Tom is also a hypocrite in a way when he catches Daisy and realizes what she has been doing behind his back, he becomes fierce and angry with her while at the same time he has been doing the same behind her back for years. Jordan Baker is also extremely corrupt because of her dishonesty and her need to gossip. She is a social climber who will cling to anyone who means anything or has money for her to grasp onto. She will do whatever it takes to win or get her way, as shown when she cheats in her round of golf to win the tournament. Everything she does is for show and has no regard for other people or their feelings. She goes to Gatsby’s parties with no real concern for who he is while showing no gratitude or thanks for having the party. She is constantly looking out for herself and only herself trying to figure out ways in which she can be seen and become popular in the West and East Egg community. When Daisy was having her affair with Gatsby, Jordan supported her and was behind her during the whole thing, another example of corruption within Jordan. The people of West and East Egg are also all corrupt and consumed with themselves. This is shown when Gatsby dies because only two people show up to his funeral Nick and his father. These people attending his parties have no care for him or his house while they’re there and cannot even pay respect to a man that has died and has given every one of them more then he needed to. Gatsby himself is also a corrupt character in the book yet not nearly as blatantly as the others. Gatsby is corrupted by love and his dream to be with Daisy. Everything he’s ever done in his life such as the money he’s made and the parties he throws are for the slightest chance of him becoming reacquainted with his lost love, Daisy. He is constantly being used by everyone in West and East Egg as an outlet to their everyday lives. They have no regard for who he is and nor do they care. The people come and go as if it is routine for these parties and show no thanks to Gatsby. He has no true friends besides Nick in Egg. Gatsby, over the time of becoming rich has become overwhelmed and brought into the world of expensive material things all to impress Daisy, who previously could not be with him because he was not wealthy. All he can do is show that off so that in the slight chance she comes to one of his parties he can show her is wealth and what he has become. Gatsby is so drawn into and brain-washed over Daisy that she is all he can think about and all he sees is that green light across the bay, dreaming of the time when he and Daisy can finally be together again. This dream is crushed though because he cannot compete with Tom. Tom being categorized under ‘old money’ while Gatsby is categorized under ‘new money’ and big distinction in the communities of West and East Egg. He has devoted his life to becoming an exclusive member to the ‘old money’ people in Long Island but will never be able to reach that goal which corresponds to his goal of end up with Daisy. Corruption is an over arching theme throughout The Great Gatsby and all characters seem to reveal it in their own way with the exception of Nick who stays true to his midwest routes. Nick is never consumed in the material world or has the desire for anything greater than which he already has while all the other characters are always greedy and have desire for more things. They are all absorbed in their own world and worries that they have no time to see what others are doing or how they feel which is an easy way to lead to a corrupted lifestyle.

Path Analysis -- What it Is and How to Use It

Path Analysis What it Is and How to Use It Path analysis is a form of multiple regression statistical analysis that is used to evaluate causal models by examining the relationships between a dependent variable and two or more independent variables. By using this method, one can estimate both the magnitude and significance of causal connections between variables. Key Takeaways: Path Analysis By conducting a path analysis, researchers can better understand the causal relationships between different variables.To begin, researchers draw a diagram that serves as a visual representation of the relationship between variables.Next, researchers use a statistical software program (such as SPSS or STATA) to compare their predictions to the actual relationship between the variables. Overview Path analysis is theoretically useful because, unlike other techniques, it forces us to specify relationships among all of the independent variables. This results in a model showing causal mechanisms through which independent variables produce both direct and indirect effects on a dependent variable. Path analysis was developed by Sewall Wright, a geneticist, in 1918. Over time the method has been adopted in other physical sciences and social sciences, including sociology. Today one can conduct path analysis with statistical programs including SPSS and STATA, among others. The method is also known as  causal modeling, analysis of covariance structures, and latent variable models. Prerequisites for Conducting a Path Analysis There are two main requirements for path analysis: All causal relationships between variables must go in one direction only (you cannot have a pair of variables that cause each other)The variables must have a clear time-ordering since one variable cannot be said to cause another unless it precedes it in time. How to Use Path Analysis Typically path analysis involves the construction of a path diagram in which the relationships between all variables and the causal direction between them are specifically laid out. When conducting a path analysis, one might first construct an input path diagram, which illustrates the hypothesized relationships. In a path diagram, researchers use arrows to show how different variables relate to each other. An arrow pointing from, say, Variable A to Variable B, shows that Variable A is hypothesized to influence Variable B. After the statistical analysis has been completed, a researcher would then construct an output path diagram, which illustrates the relationships as they actually exist, according to the analysis conducted. If the researcher’s hypothesis is correct, the input path diagram and output path diagram will show the same relationships between variables. Examples of Path Analysis in Research Lets consider an example in which path analysis might be useful. Say you hypothesize that age has a direct effect on job satisfaction, and you hypothesize that it has a positive effect, such that the older one is, the more satisfied one will be with their job. A good researcher will realize that there are certainly other independent variables that also influence our dependent variable of job satisfaction: for example, autonomy and income, among others. Using path analysis, a researcher can create a diagram that charts the relationships between the variables. The diagram would show a link between age and autonomy (because typically the older one is, the greater degree of autonomy they will have), and between age and income (again, there tends to be a positive relationship between the two). Then, the diagram should also show the relationships between these two sets of variables and the dependent variable: job satisfaction. After using a statistical program to evaluate these relationships, one can then redraw the diagram to indicate the magnitude and significance of the relationships. For example, the researcher might find that both autonomy and income are related to job satisfaction, that one of these two variables has a much stronger link to job satisfaction than the other, or that neither variable has a significant link to job satisfaction. Strengths and Limitations of Path Analysis While path analysis is useful for evaluating causal hypotheses, this method cannot determine the  direction  of causality. It clarifies correlation and indicates the strength of a causal hypothesis, but does not prove direction of causation. In order to fully understand the direction of causality, researchers can consider conducting experimental studies in which participants are randomly assigned to a treatment and control group. Additional Resources Students wishing to learn more about path analysis and how to conduct it can refer to  the University of Exeter’s overview of Path Analysis and  Quantitative Data Analysis for Social Scientists  by Bryman and Cramer. Updated by Nicki Lisa Cole, Ph.D.

Precambrian - The Timeline of Biological History

Precambrian - The Timeline of Biological History The Precambrian (4500 to 543 million years ago) is a vast period of time, nearly 4,000 million years long, that began with the formation of the Earth and culminated with the Cambrian Explosion. The Precambrian accounts for seven-eighths of our planets history. Numerous important milestones in the development of our planet and the evolution of life occurred during the Precambrian. The first life arose during the Precambrian. The tectonic plates formed and began shifting across the surface of the Earth. Eukaryotic cells evolved and the oxygen these eary organisms exhaled collected in the atmosphere. The Precambrian drew to a close just as the first multicellular organisms evolved. For the most part, considering the immense length of time encompassed by the Precambrian, the fossil record is sparse for that time period. The oldest evidence of life is encased in rocks from islands off of western Greenland. Theses fossils are 3.8 billion years old. Bacteria that is more than 3.46 billion years old was discovered in Western Australia. Stromatolite fossils have been discovered that date back 2,700 million years. The most detailed fossils from the Precambrian are known as the Ediacara biota, an assortment of tubular and frond-shaped creatures that lived between 635 and 543 million years ago. The Ediacara fossils represent the earliest known evidence of multicellular life and most of these ancient organisms appear to have vanished at the end of the Precambrian. Although the term Precambrian is somewhat outdated, it is still widely used. Modern terminology disposes of the term Precambrian and instead divides the time before the Cambrian Period into three units, the Hadean (4,500 - 3,800 million years ago), the Archean (3,800 - 2,500 million years ago), and the Proterozoic (2,500 - 543 million years ago).

Evaluation of frontline the merchants of cool Essay

Evaluation of frontline the merchants of cool - Essay Example However, marketing is admittedly not that simple or easy, as consumers are quite fickle. They can change their minds readily, by following trends and whatever is considered as â€Å"cool.† Marketeers and advertising professionals can focus their efforts only on a particular sector or segment of the population, to achieve maximum effect. One can direct all marketing and advertising on middle-aged individuals, for example, for these are the people who are at the peak of their earning capabilities, at the prime of their careers. Or one can focus on youths which is also fast becoming a significant sector because of its huge spending power. Teenagers are the hottest consumer demographic today, at 33 million strong with a buying power of about $100 billion by themselves alone, and by influencing parents, can still command another $50 billion to spend. I will argue in this paper that the comparison made by media critic and professor Robert McChesney likening this population segment a s a massive empire to be colonized, an intellectual equivalent to Africa, is not very accurate. Discussion Teenagers as a separate demographic segment came into prominence only recently as family incomes rose during the last few decades. Teens today have more pocket money when compared to earlier generations due to this rising affluence brought by a good economy and a continued globalization in teen culture has a marked influence on how this sector came to the attention of professional marketeers. Teen lifestyle became a distinct marketing category that deserves all the attention from marketing and advertising professionals because teenagers' big spending power on consumer items is a crucial factor when selling items like CDs, films, television programs, clothing, jewelry, shoes, books, music, sports, and many other items. In a certain but limited sense, this is probably what Prof. McChesney referred to as a moral equivalent of the vastness of the African continent at the turn of th e previous century, when it was ripe for the taking and exploitation. The teen demographic sector provides a vast opportunity for the purveyors of youth culture, food, fashion, fun, beauty products, activities, etc. because of their huge spending power in absolute dollar terms. Teenagers in a way had become a legitimate sector as part of an American consumer polity (Lee & Zhou 102). However, the comparison of this teen demographic sector to the African continent is not very appropriate, as it is a bit of an exaggeration because of one key difference. In the time of British colonialism and imperialism, the colonized peoples of Africa were in no way able to offer some form of resistance. It was largely a one-way relationship, in which the British held all the cards, so to speak, with the African peoples in a very weak position in the relationship of colonial power and colonized people. The colonial encounter in Africa was that of inequality, the British from a position of strength and the Africans in a weak position (Asad 16) but this is clearly not the case when it comes to the teens in terms of marketing. The youth today have a voice or choice, in which they

Closed Forms by Borwein and Crandall Essay Example | Topics and Well Written Essays - 2000 words

Closed Forms by Borwein and Crandall - Essay Example Third section deals with detailed examples on closed forms. Next, recent examples of advanced research on closed forms are discussed. Then there is the fifth section titled â€Å"profound curiosities† (Borwein and Crandall 2010, p. 24) followed by the concluding section of the article. In the concluding section, several open questions have been discussed. The first section of this paper is particularly important because it explains the very significance of this article. In this section, the authors attempt to furnish a definition of closed form. But in doing this, the authors revisit a basic concept of mathematics, that is the concept of rigorous proof. The authors wish to furnish a rigorous definition of closed forms with the help of the concept of rigorous proof. However, the problem is that the general notion of rigorous proof is a kind of â€Å"community-varying and epoch dependent† concept (Borwein and Crandall 2010, p. 1). Consequently, even a potential rigorous d efinition of closed forms is likely to provide an exhaustive treatment to the matter. 2. Discussion The authors have adopted seven different approaches to define a closed form. The first three approaches are very basic and theoretical in nature. The fourth approach chiefly utilises set algebra with particular focus on exponential and logarithmic functions. Using this approach, Chow (1999) remarks that the term closed form must imply explicit in the sense that the expression in closed form is meaningful, clearly open to all calculations and standard mathematical operators can be applied (Borwein and Crandall 2010, section 1.0.4). Although most algebraic functions do not have a simple explicit expression, scientists and mathematicians are trying to introduce concepts like hyperclosure and superclosure. The fifth approach is again elementary in nature with emphasis on theory rather than correlative analysis with respect to sufficiently complicated equations and identities (Borwein and Crandall 2010). In discussing the sixth approach, the authors have put their own input to refine the understanding of this concept as deduced from previous research works of experts like Bailey, Borwein, and Crandall (2008). First, the Borwein and Crandall (2010) consider any convergent sum given by the following expression: x = ?cnzn (where x is a member of the set X) †¦ †¦ †¦ (1) Explaining the different variables and operators that are seen in (1), we must mention that c0 is rational; z is algebraic; and n ? 0. Furthermore, for n > 0 we have: , where B and A are integer polynomials such that deg B ? deg A. Also, the set X contains generalised hypergeometric evaluations as established by the authors (Borwein and Crandall 2010, section 1.2.2) as a part of the ring of hyperclosure denoted by H (which is begot from all generalised hypergeometric evaluations). Now according to the authors: â€Å"Under these conditions the expansion for x converges absolutely on the ope n disk |z| < 1. However, we also allow x to be any finite analytic-continuation value of such a series; moreover, when z lies on a branch cut we presume both branch limits to be elements of X. (See ensuing examples for some clarification.) It is important to note that our set X is closed under rational multiplication, due to freedom of choice for c0. † (Borwein and Crandall 2010, section 1.2.2) The merit of this approach is that it introduces us to the concept of hyperclosure.

Relapse Prevention Plan Essay Example | Topics and Well Written Essays - 250 words

Relapse Prevention Plan - Essay Example The initial procedure for early relapse prevention that Jed should use is as follows: he should recognize that he is undergoing an emotional relapse that is changing his behavior; he should also recognize that he is isolating himself and therefore he should ask for help. Nonetheless, Jed should understand that he is anxious and should employ new relaxation techniques (Addictions and Recovery.org, 2012). Consequently he should recognize that his eating and sleeping habits are deteriorating and practice good self-care. Prolonged emotional relapse will make him exhausted which might prompt him to go back to drinking; this will result into mental relapse (Melemis, 2012). The only way to avoid relapse is that he should take good self-care, and if he cant, he should ask for help. Whenever he feels a drinking urge he should call a friend, a support, or someone in recovery and share what he is undergoing. The moment he shares his feelings, the urge will automatically disappear (Clarkson,

Theory of Planned Behaviour Experiment Design

Theory of Planned Behaviour Experiment Design Project plan and questionnaire design for a practical experiment based on the theory of planned behaviour Introduction This experiment was designed to test the role of attitude in the outcome of a particular behaviour. The particular behaviour to be tested in this experiment was student class attendance. The hypothesis was that the more positive the attitudinal variables were, the more likely the behaviour outcome would be. This was assumed to be reflected in the intentions of the participants. The question posed was, does attitude affect the intention for class attendance? The role of attitude with regard to behaviour has been a concern of psychology for a number of years. Azjen and Fishbein’s theory of reasoned action was first introduced as a model reflecting the relationship between attitude and behaviour (1975). This took into account two variables, called the subjective norm and the attitude. These were seen as indicators of intention from which behaviour could be measured as an outcome. This concept was later revised to incorporate a third variable as yet another indicator of intention. This variable was called the perceived behavioural control. With these three variables informing the intention from which behaviours are an outcome, the theory of planned behaviour was born (Azjen, 1988, 1991). It is from this model that an attitudinal questionnaire was constructed to answer the question that this experiment posed. Method This experiment was designed to quantitatively test the intention of class attendance from a random sample of student participants. The intention of the participant’s behaviour was to be measured against the attitudes that the students had towards class attendance. In accordance to Azjen’s theory of planned behaviour, a questionnaire was drawn up to test the attitudinal beliefs towards class attendance and to compare the findings to their intention to attend. The questionnaire was broken down into two sections. The first section asked four questions regarding the participant’s intention towards attending class. This was to be answered by the participants on a scale ranging from one, most negative, to seven, most positive (Likert, 1932). The second section asked three sets of attitudinal questions. These were also to be answered on a Likert scale of one to seven. The questions used were based upon the three attitudinal variables inherent to the theory of action; a ttitude, subjective norms and perceived behavioural control. These questions were divided into the three relevant groups. Each group of questions was then alternated between two types of sub question. In the attitude group these questions were alternated between outcome beliefs and outcome evaluations. In the subjective norm group these were alternated between normative beliefs and motivation to comply. In the perceived behavioural control group these were alternated between perceived capability and perceived controllability. The answers from the attitudinal questions were then to be correlated with the results of the intention questions. This was believed to give quantitative insight into the question posed from the outset of this experiment. Questionnaire This questionnaire has been designed to find out the relationship between attitude and intention and its relationship to class attendance. As a participant, you will be one 50 students chosen at random to complete this questionnaire. All that is asked of you is to complete this questionnaire honestly so that we can gather the data required to facilitate our findings. You do not need to disclose your name or details. Your cooperation with this questionnaire is greatly appreciated and we would be happy to answer any further questions after completion. Section 1. Please answer these questions on your intention to attend class on a scale of one to seven. 1. Do you intend to attend class over the coming semester? Not at all _ _ _ _ _ _ _ Entirely 2. Do you wish to fully attend class over the coming semester? No, I do not wish to attend class at all _ _ _ _ _ _ _ Yes, I fully intend to 3. Please state how much you intend to be in class over the next semester (remember: a judge on the scale of 1 to 7, where 1 is not at all and 7 is fully) Not at all _ _ _ _ _ _ _ Fully 4. Over the next semester do you hope to attend class in full? Not all _ _ _ _ _ _ _ Fully Section 2. Please answer the following questions regarding your attitude to attending class on a scale of one to seven. 1. For me to attend class is: Bad _ _ _ _ _ _ _ Good Unimportant _ _ _ _ _ _ _ Beneficial Boring _ _ _ _ _ _ _ Enjoyable Worthless _ _ _ _ _ _ _ Valuable Unpleasant _ _ _ _ _ _ _ Pleasant Unnecessary _ _ _ _ _ _ _ Advantageous Insignificant _ _ _ _ _ _ _ Essential Painstaking _ _ _ _ _ _ _ Rewarding [measurement of attitude alternation of outcome beliefs followed by outcome evaluation] 2. Most people I know think that I * attend class. * Should not _ _ _ _ _ _ _ Should 3. It is expected of me to attend class. False _ _ _ _ _ _ _ True 4. My peers think that I * attend class. * Should not _ _ _ _ _ _ _ Should 5. My peers expect it of me to attend class. False _ _ _ _ _ _ _ True 6. My tutors think that I * attend class * Should not _ _ _ _ _ _ _ Should 7. My tutors expect it of me to attend class. False _ _ _ _ _ _ _ True 8. People that I respect think that I * attend class. * Should not _ _ _ _ _ _ _ Should 9. People that I respect expect it of me to attend class False _ _ _ _ _ _ _ True 10. The University thinks that I * attend class Should not _ _ _ _ _ _ _ Should 11. The University expects it of me to attend class. False _ _ _ _ _ _ _ _ True [measurement of subjective norms alternation of normative belief followed by motivation to comply] 12. For me to attend class over a semester would be Impossible _ _ _ _ _ _ _ possible 13. How much control do you believe that you have over your attendance of class? None _ _ _ _ _ _ _ Total 14. If I cared to I could attend class over a semester False _ _ _ _ _ _ _ True 15. It is up to me as to whether I attend class or not. How true is this statement? False _ _ _ _ _ _ _ True 16. The next semester can easily be attended by me. False _ _ _ _ _ _ _ True 17. Is it for you to determine whether you attend class or not? No, not at all _ _ _ _ _ _ _ Yes, entirely my choice 18. I could attend class over the next semester False _ _ _ _ _ _ _ True 19. Is it within your power to attend class? No, it is out of my reach _ _ _ _ _ _ _ Yes [measurement of perceived behavioural control alternation of capability followed by controllability] Bibliography Azjen., I. (1988) Attitudes, Personality and Behaviour, Milton Keynes: Open University Press. Azjen, I. (1991) Theory of Planned Behaviour: Organisational Behaviour and Human Decision Processes. Fishbein, M. Azjen, I. (1975) Belief, Attitude, Intention and Behaviour. Reading, MA: Addison-Wesley. Likert, R. (1932) A technique for the measurement of attitudes. Archives of Psychology. 1

The Cherry Orchard :: essays research papers

In drama â€Å" The Cherry Orchard† , Lopakhin and Madame Ranevsky are clashing individuals, who are not to be judged as either good or bad. Both characters are human, having honorable traits. Lopakhin and Madame Ranevsky's characters are incompatible in the other's mind. Madame Ravensky is a member of the falling aristocracy who is a lost romantic trapped in a fantasy world on the orchard while forgetting her troubles in the "real" world. Lopakhin is a money driven, sometimes vulgar, and socially rising individual. Lopakhin is trying to make a future by overcoming his past, but remains genuine and practical in his offering help. The orchard is a focal piece in the play, hence the name "The Cherry Orchard." The orchard is to be sold in a month after Madame Ravensky's arrival. Lopakhin believes that the only way the orchard estate can be saved is by chopping down the cherry trees and breaking up the property, which he intends to do if he buys the orchard. Madame Ravensky would rather the orchard be lost completely than changed from how it will remain in her memories forever. The orchard haunts Madame Ravensky. The orchard is where her son died, which is the saddest thing in her life, but at the same time the orchard was where Madame Ravensky grew up. She remembers all the innocence she had at the orchard, and the orchard would not be the same if it changed. No one can bring back the orchard in her family and she won't save it because the orchard is merely a memory. She is dropping in class as seen in her fifth floor apartment, but will still put on a pitying facade shown by her tipping a rupel. She seems ignorant, yet confident in her impracticality, because she loves the orchard so much but does not want to save it. This is true because Madame Ravensky may not want to save it. Her son died on the orchard as well as the orchard is where she used to live prosperously and like a little girl in her innocence and no worries. It is conceivable that she may not want to save the orchard and just keep it in her memories as she moves back to France excepting her fall in society but still living, acting wealthy. She the orchard reminds Madame Ravensky of the romantic times of her life and wants to hold onto them one last time.

Annual Report

A N N U A L R E PO RT 2 01 1 2011 was the year in which Carlsberg Malaysia moved boldly forward. With the successful execution of the new global positioning and bold new packaging, we reinforced the leading position of our ? agship brand, Carlsberg Green Label, and strengthened our extensive premium beer range to emerge as a stronger multi-brand portfolio company. Through enhancing operational ef? ciencies and advancing people empowerment efforts, we made great strides forward on the operational front and delivered pro? table, sustainable growth. moving boldly†¦ orward We strive to become the preferred partner of our customers and the preferred choice of our consumers by offering a dynamic portfolio of beverage brands Annual Report 2011 1 What’s Inside 2 3 4 12 18 20 22 24 52 58 61 68 Carlsberg Malaysia Group of Companies 2011 Achievements Chairman’s Address Review of Operations by Managing Director Review of Carlsberg Singapore’s Operations Management Team Management Team Pro? le Brand Portfolio Financial Summary Directors’ Pro? le Statement of Corporate Governance Statement of Internal Control and Corporate Risk Management 1 Audit Committee Report 76 Responsibility Statement 77 136 137 138 140 141 142 Financial Statements by the Board of Directors Carlsberg Malaysia’s Sales Of? ces Particulars of Group Properties Analysis of Shareholdings Material Contracts List of Recurrent Related Party Transactions Notice of 42nd Annual General Meeting Form of Proxy 151 Corporate Information 2 Carlsberg Brewery Malaysia Berhad (9210-K) Carlsberg Malaysia Group* Manufacturing of beer, stout and other malt related beverages: Sales and distribution of beer, stout, wines, spirits and other beverage products are done via the following subsidiaries:Singapore Carlsberg Singapore Pte Ltd Shareholding: 100% KEY BRANDS: Carlsberg Green Label, CARLSBERG BREWERY MALAYSIA BERHAD KEY BRANDS MANUFACTURED (INCLUDING LICENSED PRODUCTS): Carlsberg Gre en Label, Carlsberg Gold, Carlsberg Special Brew, Danish Royal Stout, SKOL, SKOL Super, Connor’s Stout, Asahi Super Dry, Jolly Shandy, Nutrimalt. Malaysia †¢ Carlsberg Marketing Sdn Bhd Shareholding: 100% KEY BRANDS: Carlsberg Green Label, Carlsberg Gold, Danish Royal Stout, Kronenbourg 1664, Kronenbourg Blanc, SKOL, Corona Extra. Presence in Sri Lanka market via the following associated company:Carlsberg Gold, Carlsberg Special Brew, Danish Royal Stout, SKOL, SKOL Super, Connor’s Stout, Kronenbourg 1664, Kronenbourg Blanc, Corona Extra, Asahi Super Dry, Jolly Shandy, Nutrimalt. Sri Lanka Lion Brewery (Ceylon) PLC Shareholding: 24. 6% KEY BRANDS MANUFACTURED, SOLD AND DISTRIBUTED: Carlsberg Green †¢ Luen Heng F & B Sdn Bhd Shareholding: 70% KEY BRANDS: Hoegaarden, Stella Artois, Budweiser, Foster’s, Erdinger, Leffe, Beck’s, Savanna, and numerous other wine and spirit brands. Label, Lion Lager, Lion Stout, Carlsberg Special Brew, Lion Strong Beer . * Carlsberg Malaysia† or â€Å"The Group† Annual Report 2011 3 2011 Achievements First ever Carlsberg Group Cash Race Prize for Asia For the very ? rst time for an Asian market, Carlsberg Malaysia won the Carlsberg Group’s Cash Race Prize. The prize was a result of the signi? cant improvements delivered by Carlsberg Malaysia following a renewed focus on capital management in the Asian region. Carlsberg Group Award for Community Engagement Carlsberg Malaysia was named winner of the Carlsberg Group’s ‘We are Engaged with Society’ Award at the CEO Conference in Kiev, Ukraine in June 2011.Carlsberg Malaysia won this award for impacting hundreds of schools, institutions and communities through its education fundraising platforms. Asia Responsible Entrepreneurship Awards (AREA) 2011 Counted among the top three exemplary companies in Asia, Carlsberg Malaysia received the Asia Responsible Entrepreneurship Awards (AREA) 2011 in the category of Social Empowerment. Second Gold at the Putra Brand Awards 2011 Carlsberg for the second consecutive year won Gold at the Putra Brand Awards – Alcoholic Beverage category.Organised in association with the Malaysia’s Most Valuable Brands, the Putra Brand Awards is a brand valuation exercise that recognises brands that are near and dear to the hearts of Malaysians. Thirteenth Gold Award at the Reader’s Digest Trusted Brand Awards 2011 The Carlsberg brand was voted the Gold winner at the Reader’s Digest Trusted Brand Awards for the 13th consecutive year. Recognised as one of the most representative and objective branding surveys in the region, the Reader’s Digest survey was carried out in eight markets across South East Asia. Carlsberg came up as the preferred brew. 4Carlsberg Brewery Malaysia Berhad (9210-K) Annual Report 2011 5 Chairman’s Address The Group turned in a pro? t after tax of RM167. 4 million, a 24. 8% growth in comparison to pro? t afte r tax of RM134. 1 million in 2010. Dear Shareholders, Carlsberg Malaysia delivered another year of strong growth on the back of commendable ? nancial and operational performance in 2011. In line with our annual report theme â€Å"Moving Boldly Forward†, the entire organisation worked diligently to reinforce the leading position of our jewel in the crown, Carlsberg Green Label, whilst strengthening our extensive premium beer range.Today, having emerged as a multi-brand portfolio company focused on delivering sustainable revenue and earnings growth, Carlsberg Malaysia is a much stronger contender in the Malt Liquor Market. On behalf of the Board of Directors, it is my pleasure and privilege to present the Annual Report and Audited Financial Statements of Carlsberg Brewery Malaysia Berhad for the ? nancial year ended 31 December 2011. A Weaker Operating Environment The year 2011 saw the global economy registering a relatively weaker performance as compared to the preceding year. The slower growth was attributable to unprecedented political turmoil in the Middle East and North Africa, a series of massive natural disasters around the globe, and the crises that hit the advanced economies. On the Malaysian front, domestic demand remained resilient in 2011, with private consumption remaining robust, underpinned by a healthy labour market and ? rm commodity prices. The Government’s ? scal and monetary policies remained accommodative and supported growth during the year. Malaysia registered lower GDP growth of 5. 1% in 2011 as compared to GDP growth of 7. 2% registered the year before. Robust Financial PerformanceAgainst this backdrop, the Carlsberg Malaysia Group continued to grow in line with the market to take a healthy market share in the premium segment. In 2011, Carlsberg Malaysia generated revenue amounting to RM1. 5 billion, an 8. 9% increase over the preceding year’s RM1. 4 billion. The Group turned in a pro? t after tax of RM167. 4 million, a 24. 8% growth in comparison to pro? t after tax of RM134. 1 million in 2010. Our strong performance came on the back of the successful roll out of 2011’s global Carlsberg brand packaging revamp and innovative consumer promotions under a new global brand tagline, â€Å"That Calls for a Carlsberg†. Carlsberg Brewery Malaysia Berhad (9210-K) Chairman’s Address Our subsidiary Carlsberg Singapore Pte Ltd (CSPL) and associate company, Lion Brewery Ceylon PLC, too delivered double digit growth in revenue and earnings for 2011. The Group also made strong inroads into the premium beer segment by leveraging the strengths of subsidiary Luen Heng F & B Sdn Bhd (LHFB) and its impressive super premium beer range. Additionally, cost ef? ciencies were optimised with strong operational synergies between our Malaysian and Singaporean businesses. Raising the Bar on Performance During 2011, we took many initiatives to improve performance.On the consumer and customer fronts, our teams worked hard to reinforce and promote the Carlsberg brand via exclusive and engaging brand experiences. Carlsberg’s position as Malaysia’s leading beer brand was reaf? rmed when it was selected for the coveted Gold Award at the 2011 Putra Awards. We were also accorded the Most Trusted Brand by Reader’s Digest readers in Malaysia and Asia for the 13th consecutive year, the only brand in the beer category to receive this. To reaf? rm our position at the forefront of product innovation, we focused our efforts on driving our beer brands.We brought new drinking experiences to our consumers and pursued beverage opportunities that reinforced our core competencies and infrastructure. We continued to tap LHFB’s impressive super premium beer portfolio comprising the No. 1 imported beer, Hoegaarden, as well as the fast growing Asahi, Erdinger and Budweiser brands. We also went on to invest in the Carlsberg Group-owned premium brands Kronenbourg 1664 and Kronenb ourg Blanc, while acquiring the rights to locally manufacture, sell and distribute Asahi Super Dry, the No. 1 beer from Japan.The growth of all these brands did much to bolster our position in the super premium beer segment. We also revitalised the SKOL Brand and re-energised the Danish Royal Stout brand so as to cater for different consumer segments and needs. Shareholder Value Creation In line with our commitment to delivering value to our shareholders and after considering the Group’s funding requirements, the Board of Directors is pleased to propose the distribution of 100% of the Group’s 2011 pro? ts. The Board of Directors is recommending a ? nal and special dividend of 65. 5 sen per ordinary share of RM0. 0 less Malaysian income tax and a special tax exempt dividend of 2. 0 sen per ordinary share of RM0. 50. Together with the interim gross dividend of 5. 0 sen per ordinary share of RM0. 50, the total gross dividend for the ? nancial year 2011 is 72. 5 sen per or dinary share of RM0. 50 (2010: total gross dividend of 58. 0 sen per ordinary share of RM0. 50). The ? nal and special dividends and tax exempt dividend will be tabled for shareholders’ approval at the coming annual general meeting on 26 April 2012. The Group continues to prioritise ef? ciency improvements and people development efforts.In 2011, we continued to optimise our cost structure and asset base by leveraging both global and local initiatives as well as the strong operational synergies between our Malaysian and Singapore businesses. The establishment of a Continuous Improvement (CI)-LEAN Programme empowered shop ? oor employees to improve the way things were done and deliver respectable ef? ciency improvements and cost savings. On the people front, we set out to inculcate a performance culture and leadership culture based on trust, ownership and diversity. All these efforts led to renewed employee con? ence in Carlsberg Malaysia as a company. Responsible Corporate Pra ctices Carlsberg Malaysia remains committed to growing pro? tably in a responsible manner. To this end we have integrated responsible corporate practices into our total business operations and value chain to drive pro? table, sustainable growth. I am pleased to announce that Carlsberg Malaysia has developed a new format Corporate Social Responsibility (CSR) Report which provides insights into the tangible outcomes we are delivering in the areas of the Marketplace, Community, Workplace and Environment.Our stand alone CSR Report underscores Carlsberg Malaysia’s commitment to good CSR practices as well as re? ects how deeply ingrained these elements are within our people and businesses. Annual Report 2011 7 Our strong performance came on the back of the successful roll out of 2011’s global Carlsberg brand packaging revamp and innovative consumer promotions under a new global brand tagline, â€Å"That Calls for a Carlsberg†. We are committed to elevating the wellbei ng of communities under our guiding principle â€Å"Sharing with the Community Unconditionally. 2011 saw us continuing to roll out our ? agship charity campaign â€Å"Top Ten† which entered its 25th year in 2011. One of the most established and transparent fund raising platforms for Chinese education, Top Ten successfully raised RM20 million in 2011. All in all, this popular initiative has raised more than RM369 million for 588 Chinese schools and institutions nationwide to date. In 2011, we also set out to strengthen our ties to Tamil education by introducing the English Essentials and Back to School projects for students from Tamil schools in Peninsular and East Malaysia.For our efforts, Carlsberg Malaysia won an award in the Social Empowerment category of the Asia Responsible Entrepreneurship Awards (AREA) 2011. We were also accorded the Carlsberg Group’s â€Å"We are Engaged with Society† Winning Behaviours Award 2010. Going forward, we remain committed to supporting the Government’s Economic Transformation Programme (ETP) and Malaysia’s ambition of becoming a developed and high income nation by 2020. We will align our objectives to support the ETP and other economic priorities particularly through focusing our efforts in the tourism, distributive trade and expatriate sectors.We are already indirectly supporting the Government’s tourism efforts through our support of major sports, food and fashion events. As we move boldly but cautiously forward into yet another challenging year, the Board of Carlsberg Malaysia remains committed to delivering pro? table, sustainable growth. Pro? tability will be driven by Malaysia’s leading beer brand, Carlsberg Green Label, and supported by a strong premium brand portfolio. We have set our sights on becoming the country’s most vibrant portfolio company in the near future and will undertake aggressive but prudent strategies to get us there quickly.Operationally, we w ill continue to optimise cost ef? ciencies and capacity utilisation in the brewery as well as leverage continuous improvement initiatives to deliver robust operational performance. On the people front, we will continue to invest in this key asset by inculcating a strong performance culture. All these, among other measures, will ensure that Carlsberg Malaysia continues to make strong progress. In Appreciation On behalf of Carlsberg Malaysia’s Board of Directors, I wish to express my utmost gratitude to our management team and staff for their unyielding loyalty, hard work and commitment to excellence.The successes of 2011 came on the back of their relentless focus and efforts. Our heartfelt appreciation goes to all our other stakeholders, including our distributors, suppliers, customers and consumers. Thank you for your unwavering support of the Group all these years. It is with great sadness that I take this opportunity to record the tremendous contribution to the Group over m any years by our late Deputy Managing Director, Dato’ Chin Voon Loong who passed away on 16 March 2012.I would also like to express my sincere appreciation to my colleagues on the Board for their wise counsel and guidance. Last but not least, my deep gratitude to our shareholders for your continued support and steadfast con? dence in Carlsberg Malaysia. We look forward to pursuing new heights of excellence and creating strong shareholder value as we stride con? dently forward into 2012. Thank you. Moving Boldly Forward The economic environment is expected to remain challenging in 2012 and this is expected to affect Malaysia particularly in terms of exports.However, the country is expected to be supported by resilient domestic demand, supported primarily by the continued expansion of private sector activity. Public sector expenditure too is expected to lend strong support to Malaysia’s overall growth performance. Given this outlook, the Carlsberg Malaysia Group welcomes the Malaysian Government’s prudent stand to not further increase excise duties for beer and stout in 2012 as Malaysia’s duties are already the second highest in the world. Dato’ Lim Say Chong Chairman Shah Alam 4 April 2012 Carlsberg Brewery Malaysia Berhad (9210-K) Ucapan Pengerusi Para pemegang saham yang dihormati, Carlsberg Malaysia telah menyampaikan satu lagi tahun pertumbuhan yang kukuh berlandaskan prestasi kewangan dan operasi yang baik dalam 2011. Selaras dengan tema laporan tahunan kami â€Å"Melangkah ke Hadapan dengan Penuh Keyakinan† (â€Å"Moving Boldly Forward†), seluruh organisasi telah bejerka dengan gigih bagi mengukuhkan kedudukan jenama terulung kami, Carlsberg Green Label, sementara memperkukuhkan rangkaian bir premium meluas kami.Hari ini, setelah muncul sebagai sebuah syarikat portfolio pelbagai jenama yang menumpu pada penyampaian pertumbuhan pendapatan dan perolehan yang mampan, Carlsberg Malaysia kini adalah pencabar yan g lebih mantap dalam Pasaran Arak Malt. Bagi Pihak Lembaga Pengarah, saya berbesar hati dan dengan hormatnya membentangkan Laporan Tahunan dan Penyata Kewangan Beraudit Carlsberg Brewery Malaysia Berhad untuk tahun kewangan berakhir 31 Disember 2011. Prestasi Kewangan yang Teguh Dengan latar belakang ini, Kumpulan Carlsberg Malaysia terus berkembang selaras dengan pasaran untuk meraih agihan pasaran yang agak baik dalam segmen premium.Pada 2011, Carlsberg Malaysia telah mencatat pendapatan berjumlah RM1. 5 bilion, satu peningkatan sebanyak 8. 9% berbanding RM1. 4 bilion pada tahun sebelumnya. Kumpulan telah merekodkan keuntungan selepas cukai berjumlah RM167. 4 juta, satu peningkatan sebanyak 24. 8% berbanding keuntungan selepas cukai sebanyak RM134. 1 juta dalam 2010. Prestasi mantap kami dicapai melalui pelaksanaan yang berjaya pengubahsuaian pembungkusan jenama Carlsberg global pada tahun 2011 serta promosi pengguna yang inovatif di bawah slogan jenama global baru, â€Å"That Ca lls for a Carlsberg. Syarikat subsidiari kami Carlsberg Singapore Pte Ltd (CSPL) dan syarikat bersekutu, Lion Brewery Ceylon PLC, juga menyampaikan pertumbuhan angka berganda dalam pendapatan dan perolehan untuk 2011. Kumpulan juga telah mengorak langkah yang mantap ke dalam segmen bir premium dengan memanfaatkan keteguhan subsidiari Luen Heng F & B Sdn Bhd (LHFB) dan rangkaian bir premiumnya yang amat mengagumkan. Tambahan lagi, keberkesanan kos telah dioptimumkan melalui sinergi operasi yang kukuh di antara perniagaan kami di Malaysia dan Singapura. Meningkatkan Tahap PrestasiKami telah mengambil pelbagai inisiatif untuk meningkatkan prestasi dalam tahun 2011. Dari segi pengguna dan pelanggan, pasukan kami telah berusaha dengan gigih untuk memperkukuh dan mempromosikan jenama Carlsberg melalui pengalaman jenama yang eksklusif dan menawan. Kedudukan Carlsberg sebagai peneraju jenama bir di Malaysia telah disahkan semula apabila ia dipilih untuk menerima Anugerah Emas terkemuka di A nugerah Putera 2011. Kami juga telah menerima anugerah Jenama Paling Dipercayai oleh para pembaca Reader’s Digest di Malaysia dan Asia untuk 13 tahun berturut-turut, satusatunya jenama dalam kategori bir untuk mendapat penganugerahan ini.Bagi mengesahkan lagi kedudukan kami sebagai peneraju dalam inovasi produk, kami menumpukan usaha kami terhadap pemacuan jenama bir kami. Kami memperkenalkan pengalaman meminum yang baru kepada pengguna kami dan mengejar peluang minuman yang memperkukuhkan kecekapan teras dan infrastruktur kami. Kami juga terus mempergunakan portfolio bir amat premium LHFB yang mengagumkan yang termasuk bir diimport Nombor 1, Hoegaarden, serta jenama-jenama yang pesat tumbuh seperti Asahi, Erdinger dan Budweiser.Kami juga melabur dalam jenama premium yang dimiliki Kumpulan Carlsberg, iaitu Kronenbourg 1664 dan Kronenbourg Blanc, sementara memperoleh hak mengeluarkan secara tempatan, menjual dan mengedar bir Nombor 1 dari Negara Jepun, Asahi Super Dry. Pertumb uhan kesemua jenama ini telah menyumbang dengan ketaranya dalam meningkatkan kedudukan kami dalam segmen bir amat premium. Kami juga telah mengaktifkan semula Jenama SKOL dan menggiatkan lagi jenama Danish Royal Stout bagi memenuhi segmen dan keperluan pengguna yang berlainan.Kumpulan terus mengutamakan usahausaha peningkatan kecekapan dan pembangunan tenaga insan. Pada 2011, kami terus mengoptimumkan struktur kos dan dasar aset kami dengan mengumpil dari kedua-dua inisiatif global dan tempatan serta sinergi operasi yang kukuh di antara perniagaan kami di Malaysia dan Singapura. Penubuhan Program Peningkatan Berterusan (CI)-LEAN (Continuous Improvement (CI)-LEAN Programme) memberi kuasa kepada pekerja di kilang untuk menambahbaikkan cara bekerja dan menyampaikan peningkatan kecekapan serta penjimatan kos yangPersekitaran Operasi yang Lebih Lembap Ekonomi global telah mencatatkan prestasi yang lebih lembap pada tahun 2011 berbanding dengan tahun sebelumnya. Pertumbuhan yang lebih lem bap berpunca daripada kekacauan politik di Timur Tengah dan Afrika Utara yang belum pernah berlaku sebelum ini, pelbagai bencana alam besar-besaran di seluruh dunia dan krisis yang melanda beberapa ekonomi maju. Di Malaysia, permintaan domestik kekal bertahan dalam 2011, dengan penggunaan swasta yang tetap teguh, disandari oleh pasaran tenaga kerja yang mantap dan harga komoditi yang kukuh.Polisi ? skal dan kewangan Kerajaan kekal melengkapi dan menyokong pertumbuhan sepanjang tahun. Malaysia mencatat pertumbuhan Keluaran Dalam Negara Kasar (KDNK) yang lebih rendah sebanyak 5. 1% pada 2011 berbanding dengan pertumbuhan KDNK sebanyak 7. 2% yang dicatat pada tahun sebelumnya. Perwujudan Nilai untuk Pemegang Saham Selaras dengan komitmen kami untuk memberi nilai kepada para pemegang saham kami dan selepas mempertimbangkan keperluan pendanaan Kumpulan, Lembaga Pengarah dengan sukacita ingin mencadangkan pengagihan 100% keuntungan 2011 Kumpulan.Lembaga Pengarah mengesyorkan dividen akhir dan khas bernilai 65. 5 sen setiap saham biasa berharga RM0. 50 ditolak cukai pendapatan Malaysia dan dividen pengecualian cukai khas bernilai 2. 0 sen setiap saham biasa berharga RM0. 50. Bersama dengan dividen kasar interim bernilai 5. 0 sen setiap saham biasa berharga RM0. 50, jumlah dividen kasar untuk tahun kewangan 2011 ialah 72. 5 sen setiap saham biasa berharga RM0. 50 (2010: jumlah dividen kasar bernilai 58. 0 sen setiap saham biasa berharga RM0. 50 sesaham).Dividen akhir dan khas dan dividen pengecualian cukai akan dibentangkan untuk kelulusan pemegang saham di mesyuarat agung tahunan akan datang pada 26 April 2012. Annual Report 2011 9 berkesan. Dari segi tenaga insan, kami telah memperkenalkan satu budaya prestasi dan budaya kepimpinan berdasarkan kepercayaan, pemilikan dan kepelbagaian. Kesemua usaha ini telah membawa kepada penambahan keyakinan kakitangan dalam Carlsberg Malaysia sebagai sebuah syarikat. Melangkah ke Hadapan dengan Penuh Keyakinan Persekitaran ekonomi dijangka akan kekal mencabar pada 2012 dan ini dijangka akan memberi kesan kepada Malaysia terutamanya dari segi eksport.Walau bagaimanapun, negara dijangka akan disokong oleh permintaan domestik yang bertahan, disokong terutamanya oleh aktiviti sektor swasta yang terus berkembang. Perbelanjaan sektor awam dijangka juga akan memberi sokongan kukuh terhadap pertumbuhan prestasi Malaysia secara keseluruhan. Memandangkan tinjauan ini, Kumpulan Carlsberg Malaysia mengalu-alukan langkah hemat Kerajaan Malaysia untuk tidak menaikkan lagi duti eksais bir dan stout pada 2012 memandangkan duti Malaysia kini adalah yang kedua tertinggi di seluruh dunia.Memandang ke hadapan, kami kekal komited untuk menyokong Program Transformasi Ekonomi (Economic Transformation Programme atau ETP) Kerajaan serta cita-cita Malaysia untuk menjadi sebuah negara maju dan berpendapatan tinggi menjelang 2020. Kami akan menjajarkan objektif kami untuk menyokong ETP dan keutamaan ekonomi lain terutamanya dengan menu mpukan usaha kami dalam sektor-sektor pelancongan, perdagangan pengagihan dan ekspatriat. Kami secara tidak langsung telah menyokong usaha Kerajaan dalam sektor pelancongan melalui sokongan kami dalam acara-acara sukan, makanan dan fesyen utama.Dalam usaha kami untuk mengambil langkah yang yakin tetapi berhati-hati ke dalam satu lagi tahun yang mencabar, Lembaga Carlsberg Malaysia kekal komited untuk menyampaikan pertumbuhan yang menguntungkan dan bertahan. Keberuntungan akan didorong oleh jenama peneraju bir utama Malaysia, Carlsberg Green Label, dan disokong oleh satu portfolio jenama premium yang teguh. Kami berhasrat untuk menjadi syarikat portfolio paling cergas di Malaysia pada masa hadapan terdekat dan akan melaksanakan strategi yang agresif tetapi berhemat untuk mencapai matlamat ini dalam masa yang singkat. Amalan Korporat yang BerprihatinCarlsberg Malaysia kekal komited untuk meningkatkan keuntungan dengan cara yang bertanggungjawab. Untuk mencapai matlamat ini, kami telah menyepadukan amalan korporat yang berprihatin ke dalam keseluruhan operasi perniagaan dan rangkaian nilai kami untuk mendorong pertumbuhan keuntungan yang bertahan. Saya sukacita untuk memaklumkan bahawa Carlsberg Malaysia telah membangunkan satu format baru untuk Laporan Tanggungjawab Sosial Korporat (Corporate Social Responsibility atau CSR) yang memberi gambaran ke dalam hasil ketara yang kami akan sampaikan dalam bidang Pasaran, Komuniti, Tempat Kerja dan Alam Sekitar.Laporan CSR lengkap kami menekankan komitmen Carlsberg Malaysia terhadap amalan CSR yang baik serta mencerminkan betapa tertanam dengan kukuhnya elemen-elemen ini di kalangan tenaga kerja dan perniagaan kami. Kami komited untuk mempertingkatkan kesejahteraan komuniti di bawah panduan prinsip kami iaitu â€Å"Berkongsi dengan Komuniti Tanpa Bersyarat. † 2011 menyaksikan penganjuran berterusan kempen amal utama kami iaitu â€Å"Top Ten† yang memasuki tahun ke-25 pada tahun 2011. Salah satu dari platfor m kutipan dana paling mantap dan telus untuk pendidikan Cina, Top Ten telah berjaya mengumpul RM20 juta dalam 2011.Pada keseluruhannya, inisiatif popular ini telah mengumpul lebih RM369 juta untuk 588 buah sekolah dan institusi Cina di seluruh negara sehingga kini. Pada 2011, kami juga telah mengukuhkan pertalian kami untuk pendidikan Tamil dengan memperkenalkan projek Keperluan Penting Bahasa Inggeris dan Kembali ke Sekolah untuk pelajar dari sekolah Tamil di Semenanjung Malaysia serta Sabah dan Sarawak. Untuk usaha kami, Carlsberg Malaysia telah meraih anugerah dalam kategori Pemberian Kuasa Sosial di Anugerah Keusahawanan Bertanggungjawab Asia (Asia Responsible Entrepreneurship Award atau AREA) 2011.Kami juga telah menerima Anugerah Kelakuan Kemenangan â€Å"Kami Terlibat dengan Masyarakat† 2010 Kumpulan Carlsberg. Dari segi operasi, kami akan terus mengoptimumkan kecekapan kos dan penggunaan kapasiti di kilang bir serta mengumpil inisiatif peningkatan berterusan bagi meny ampaikan prestasi operasi yang teguh. Dari segi tenaga insan, kami akan terus melabur dalam aset penting ini dengan memupuk satu budaya prestasi yang kukuh. Kesemua ini, antara langkahlangkah lain, akan memastikan bahawa Carlsberg Malaysia akan terus berkembang dengan mantap.Penghargaan Bagi pihak Lembaga Pengarah Carlsberg Malaysia, saya ingin mengucapkan setinggi-tinggi penghargaan kepada pasukan pengurusan dan kakitangan di atas kesetiaan, kegigihan dan komitmen mereka terhadap kecemerlangan. Kejayaan kami dalam tahun 2011 adalah disebabkan oleh tumpuan dan usaha gigih mereka. Penghargaan tulus ikhlas kami juga adalah untuk semua pemegang kepentingan kami, termasuk pengedar, pembekal, pelanggan dan pengguna kami. Terima kasih di atas sokongan setia anda kepada Kumpulan sepanjang semua tahun-tahun ini.Dengan kesedihan yang amat mendalam, saya ingin mengambil kesempatan ini untuk merakamkan sumbangan yang besar yang telah diberikan kepada Kumpulan selama bertahun-tahun oleh Timbala n Pengarah Urusan kami, Allayarham Dato’ Chin Voon Loong, yang meninggal dunia pada 16 Mac 2012. Saya juga ingin merakamkan penghargaan ikhlas kepada rakan-rakan saya dalam Lembaga Pengarah atas nasihat dan bimbingan meraka. Akhir sekali, saya amat berterima kasih kepada pemegang saham kami atas sokongan berterusan dan keyakinan teguh mereka terhadap Carlsberg Malaysia.Kami berhasrat untuk mencapai tahap kecemerlangan yang lebih tinggi serta mewujudkan nilai pemegang saham yang lebih kukuh ketika kami melangkah dengan penuh keyakinan untuk menghadapi tahun 2012. Terima kasih. Dato’ Lim Say Chong Pengerusi Shah Alam 4 April 2012 10 Carlsberg Brewery Malaysia Berhad (9210-K) Annual Report 2011 11 Annual Report 2011 13 Review of Operations by Managing Director We bolstered the leading position of our ? agship brand, Carlsberg Green Label, and strengthened our extensive premium beer range to emerge a stronger multi-brand portfolio company.The Year of Moving Boldly Forward 2011 was a year in which Carlsberg Malaysia moved boldly forward on all fronts. We turned in commendable ? nancial performance and delivered pro? table, sustainable growth. We bolstered the leading position of our ? agship brand, Carlsberg Green Label, and strengthened our extensive premium beer range to emerge a stronger multibrand portfolio company. We continued to make strong strides forward on the operational front, enhancing operational ef? ciencies and advancing people empowerment efforts.On top of all these, we continued to integrate impactful corporate responsibility initiatives throughout the value chain with the aim of growing the Group in a responsible manner. I am pleased to say all these measures reinforced our position and taking us to greater heights in Malaysia’s Malt Liquor market. promotions under the new global brand tagline â€Å"That Calls for a Carlsberg† that is now aligned in over 140 countries. To drive pro? table, sustainable growth, we set ou r sights on channels with higher growth potential and supported these efforts with the right brand mix in each channel.These measures, together with productivity improvements in the supply chain, as well as enhanced sales and marketing cost ef? ciencies, boosted our margins. Luen Heng F & B Sdn Bhd (LHFB) once again experienced strong growth momentum on the back of a double digit growth in beer volumes to register an increase of 45. 5% in pro? t after taxes. Delivering Profitable, Sustainable Growth The year in review saw Group pro? t after tax grew by 24. 8% on the back of an 8. 9% increase in revenue in comparison to 2010.This strong performance was attributable to the successful roll out of 2011’s global Carlsberg brand packaging revamp and innovative consumer 14 Carlsberg Brewery Malaysia Berhad (9210-K) Review of Operations by Managing Director Aside from the strong performance of our Malaysian operations, our fully owned subsidiary, Carlsberg Singapore Pte Ltd (CSPL) an d associate company, Lion Brewery Ceylon PLC, also delivered impressive results with double digit growth in revenue and earnings for 2011. CSPL turned in its third consecutive year of on-target growth delivering an 11. % increase in revenue and 47. 2% rise in pro? t after tax as compared to the preceding year’s results. This performance was mainly attributable to continued robust volume growth in line with the buoyant beer market in Singapore as well as revenue growth driven by a strengthened premium brand portfolio. Products and Innovation Lever: Tap Two Key Drivers to emerge a Stronger Multi-Brand Portfolio Company Perfecting the Jewel in Our Crown To bring about strong portfolio development in 2011, we leveraged our ? rst key driver which called for us to strengthen the Carlsberg Green Label brand.Deciding that it was time to go bolder and bigger and to take greater risks than before, we leveraged on the global revamp of the Carlsberg Green Label brand and undertook our ow n major makeover in Malaysia. As a result of our efforts, Carlsberg Green Label strengthened its leading position as the most preferred brand among all drinkers in Malaysia. One out of every two drinkers voted Carlsberg as their preferred brand based on consumer research undertaken by independent international research agency, Millward Brown. Carlsberg Green Label’s position as Malaysia’s leading beer brand was further reaf? med when it was awarded the coveted Gold recognition at the 2011 Putra Awards as well as the â€Å"Most Trusted Brand† by Reader’s Digest readers in Malaysia and Asia for the 13th consecutive year. Continuing to Walk Our Talk In 2011, we began to see a de? nite mindset change within the organisation from a focus on short-term volume to a focus on pro? ts, as well as a shift from a focus on one brand to a focus on a diverse portfolio of brands. We successfully leveraged on this mind-set change, together with our Stand, â€Å"Thirst fo r Great,† and the ? ve key strategic levers to raise the bar on performance and deliver as promised in 2011.Capturing New Ground in the Premium Segment We also decided that we had to be bold enough to say that we needed to ? ank the Carlsberg Green Label brand with the fast growing premium segment. As such, our second key driver saw us continuing to tap into LHFB’s impressive super premium beer portfolio which successfully bolstered our position in the premium beer segment. We also went on to invest in the newly launched Carlsberg Group-owned premium brands – Kronenbourg 1664 and the Kronenbourg Blanc wheat beer variant, both of which have shown great potential in the super premium segment.In December 2011, we were awarded the rights to locally manufacture, sell and distribute one of Asia’s fastest growing premium beers – Asahi Super Dry. These brands optimise our product mix and complement our existing premium beer portfolio. Consumers and Customer s Lever: Engage Audiences and Build Brand Equity Actively Engaging with Our Business Partners In 2011, we rolled out the pilot New Generation Distributor Model (NGDM) which aims to ensure the seamless integration of our sales employees and valued business partners so that consumers are served in the best manner possible.Via the NGDM initiative, we aim to transform our traditional distributors to become our trusted strategic partners. Two distributors were selected for the initial programme which showed very encouraging results and we will be replicating these efforts with other distributors. Annual Report 2011 15 To foster closer engagement with our trade partners, we invested in a new nationwide trade programme known as the ‘A’ Class Experience (ACE) Programme, which comprises a series of educational and practical training sessions aimed at assisting F&B operators to raise the bar in meeting the increasingly sophisticated needs of today’s customers.We commission ed Taylor’s University’s Centre for Continuing Professional Education to design the ACE training modules. Through providing solid training followed up by visits to trade outlets to measure their performance, we continue to build goodwill and a strong af? nity with our trade partners. Building Brand Equity among Consumers Nationwide promotions and big-scale consumer activation initiatives further strengthened the brand equity of Carlsberg Green Label and made good inroads among target consumers.With the Malaysian operations producing the volume for Singapore today, we are utilising our cost base a lot more ef? ciently and are reaping the bene? ts with a much higher production volume. The Malaysian operations have in essence managed to assimilate the Singapore business with no additional operational costs. Implementing CI-LEAN Effectively We continued to focus on CI-LEAN Programme in 2011 and empowered our people to make tangible improvements on the shop ? oor, all of wh ich helped to optimise cost and production ef? ciencies.The LEAN philosophy revolves around identifying and eliminating nonvalue-adding activities in production, supply chain management and customer interactions. 2011’s CI-LEAN achievements included maintaining our cost per Hectolitre despite increase in raw material prices; a record increase in production volume without signi? cant capital expenditure on machinery and equipment; a substantial savings of RM6. 0 million from cost optimisation activities; a lower dependency on treated water and natural gas from external sources; a savings of RM3. million from our 3R (reduce, reuse and recycle) measures; as well as ef? ciency improvements from better back-end operations especially in the area of logistics. In 2011, we began to see a de? nite mind-set change within the organisation from a focus on short-term volume to a focus on pro? ts, as well as a shift from a focus on one brand to a focus on a diverse portfolio of brands. Eff iciency Lever: Drive Strong Operational Synergies and Optimise Cost Efficiencies Tapping the Bene? s of Integration In 2011, we continued to make the most of the good operational synergies between our Malaysian and Singaporean operations to further optimise cost ef? ciencies. Following the full integration of the Singapore operations into the Malaysia operations, we continue to realise signi? cant operational enhancements across all functions. 16 Carlsberg Brewery Malaysia Berhad (9210-K) Review of Operations by Managing Director 2012 will also be another exciting year for our consumers and they can expect a host of programmes and campaigns to come their way.A key campaign would involve Carlsberg Green Label being the of? cial beer for the Euro 2012. People Lever: Nurture Great People and Build Our Capabilities Initiatives to Nurture Our Workforce 2011’s initiatives focused on raising the leadership capability of our people through leadership coaching training workshops, one- on-one coaching sessions and a mentoring system. We also launched the Carlsberg Sales Academy (CSA) to help create more structured training and development opportunities as well as a career map for new Sales hires.As part of the our Company’s succession planning strategy, our â€Å"high-potentials† (HiPos) continued under the Carlsberg Accelerated Leader Development Programme (ALDP) which will see them moving into international leadership positions within the Group over time. Introducing the Thirst for Great Hour and Moments As part of our efforts to build Great People, Great Brands and Great Performance as well as to strengthen employee pride in being part of the Carlsberg Family, we introduced the Thirst for Great Carlsberg Hour in 2011.This platform, which aims to get all employees to participate in Great Moments that will help inculcate Carlsberg’s core values and culture among them, as well as unite and motivate them. Gauging Employee Satisfaction The Thirs t for Great initiatives and the communication around it had certainly helped boost employees’ con? dence as re? ected in the latest MyVoice employee attitude survey. 2011’s survey garnered a 100% response rate and re? ected a dramatic improvement in employee con? dence (from two years ago) about being part of the Carlsberg Group, the Group’s direction, and the effectiveness of our senior management.We achieved an Employee Engagement score of 80%, a four percentage point improvement from 2009 results. These encouraging results are testament that our efforts to embed our shared values in our work culture are bearing fruit. Structure and Society Lever: Give Back to Society Unconditionally Making Strong Inroads with Top Ten and English Essentials We continued our strong focus on Carlsberg Malaysia’s ? agship charity campaign, Top Ten, which entered its 25th year in 2011, and in the same year, approximately RM20 million was successfully raised for the developm ent of Chinese education.For our efforts, Carlsberg Malaysia won an award in the Social Empowerment category of the Asia Responsible Entrepreneurship Awards (AREA) 2011. At the 2011 Carlsberg CEO conference in Kiev, Ukraine, we were also accorded the â€Å"We are Engaged with Society† Winning Behaviours Award 2010. Annual Report 2011 17 August 2011 saw the maiden launch of Carlsberg Malaysia’s English Essentials programme for Tamil schools in the states of Penang, Perak, Selangor and Johor. Endorsed by the Tamil School Headmasters’ Council, the programme provides school children and teachers at Tamil-medium schools the opportunity to improve their knowledge and pro? iency of the English language. Ensuring Responsible Drinking The Enjoy Responsibly pilot programme was also introduced in 2011 to educate employees and consumers about the need for responsible drinking. Employing four stands – Be Safe, Be in Control, Drink Smart and Drink Responsibly – the Enjoy Responsibly campaign was introduced at selected events such as our â€Å"Where’s the Partyâ„ ¢? † and â€Å"Malaysia’s Own Oktoberfest 2011† events. The Enjoy Responsibly programme will continue to feature prominently in our corporate culture as well as among our business partners, customers and consumers.Beer will continue to be our key focus in 2012 and we will endeavour to be at the forefront of innovation by bringing new drinking experiences to our consumers. Continued investments into the Carlsberg brand and the many new and exciting portfolio opportunities, coupled with strengthened execution capabilities and ef? ciency initiatives, will enable us to continue our pro? table growth trend and create good shareholders’ value. 2012 will also be another exciting year for our consumers and they can expect a host of programmes and campaigns to come their way.A key campaign would involve Carlsberg Green Label being the of? cial beer for the Euro 2012 football tournament, where a line-up of exciting activities and promotions are being planned for our customers and consumers. Going forward into 2012, we remain cautiously optimistic about the prospects for the Malaysian Malt Liquor Market (MLM). The MLM has been relatively resilient amidst the economic slowdown these last few years and has maintained a steady level of low single-digit annual growth (in terms of volume), and we believe there will be little disruption to its progress in 2012.We are also excited about our agreement with Asahi Breweries Ltd (ABL) to locally manufacture, sell and distribute Asahi Super Dry in Malaysia. This development marks an important milestone in Carlsberg Malaysia’s journey to become the nation’s most vibrant beer portfolio company with a winning portfolio that meets all consumer needs. This move will strengthen our growth in the premium beer segment with the freshest product, and our earnings over the medium to long-ter m. More local production of premium beers will follow in 2012.I wish to convey my utmost gratitude to our consumers, customers and partners for their continued loyalty and steadfast support of Carlsberg Malaysia and its portfolio of brands. My sincere appreciation also goes to the members of the Board for their invaluable insights and wise counsel. In particular, I would like to express my deepest condolences to the family of the late Deputy Managing Director, Dato’ Chin Voon Loong, who passed away on 16 March 2012. The late Dato’ Chin will forever be remembered for his invaluable longstanding contribution, support and guidance to the Group.Last but not least, my heartfelt thanks to all hard working employees of the Carlsberg Malaysia Group for their continued loyalty, support and commitment to pursuing a spirit of excellence and delivering pro? table, sustainable growth. Continuing to Go Boldly Forward Carlsberg Malaysia’s strong portfolio and geographical expo sure drove solid growth in 2011 and this will continue to be our focus for the coming years. As we continue to move boldly forward, we will set our sights on attaining pro? table, sustainable growth by tapping on our ? ve strategic levers. Soren Ravn Managing DirectorShah Alam 4 April 2012 18 Carlsberg Brewery Malaysia Berhad (9210-K) Review of Carlsberg Singapore’s Operations The year 2011 saw Carlsberg Singapore Pte Ltd (CSPL) making great strides forward on the ? nancial and operational fronts to deliver a strong performance. CSPL turned in its third year of consecutive ontarget growth since 2009 and registered double-digit EBIT growth. This robust performance came on the back of continuing volume growth in line with the growth of the beer market in Singapore, while revenue growth was driven by a strengthened premium brand portfolio.Even as CSPL made strong inroads to capture market share in the premium segment, it did so in a pro? table and ef? cient manner with costs gro wing slower than revenue. The good operational synergies between the Malaysian and Singaporean operations also continue to pay off. Key Levers Drive Overall Performance In line with the Group’s overall strategy and direction, CSPL embarked on several key levers to ensure 2011’s robust performance. Firstly, to ensure that the iconic ? agship Carlsberg brand remained the No. preferred premium brand, CSPL undertook an integrated re-launch campaign of the Carlsberg brand that involved brand engagement activities with its core audience of young consumers. Secondly, the premium brand portfolio was strengthened via the accelerated growth of the Kronenbourg 1664 and Kronenbourg 1664 Blanc variants as well as the launch of Sommersby Cider (the No. 1 cider in Denmark) in a new cider category. On top of this, measures were taken to optimise CSPL’s existing operational expense platforms. In addition to the above consumer, product/innovation and ef? iency priorities, CSPL al so focused on improving the availability, visibility and conversion of its brands with customers at the point of purchase/consumption. Efforts were made to improve the performance-based culture of the organisation through clearer measures and rewards, as well as enhacing employee engagement via talent management and recruitment activities. To this end, the rallying call of â€Å"Thirst for Great† and the 5 Winning Behaviours culture were leveraged on. Integration Continues to Deliver Dividends CSPL continues to tap the good operational synergies with the Group’s Malaysian operations to maximise cost ef? ciencies.With the Malaysian operations producing the volume for Singapore, the Group is reaping several tangible bene? ts. For instance, the cost base is being utilised in a much more ef? cient manner and the Group is bene? tting from much higher production volume. On top of this, the reduced lead time is translating into fresher and better quality products, while the a ssociated logistics costs too have dropped. Further cost ef? ciencies were achieved through collaborative marketing campaigns and sharing of creative production resources. Both markets are adopting common marketing platforms and agencies where it makes sense to do so.Annual Report 2011 19 CSR Efforts Strengthen Stakeholder Relationships CSPL continues to implement effective Corporate Social Responsibility activities to build sustainable relationships with its key stakeholders in Singapore. One of its most successful communitycentric programmes over 2011 was the â€Å"Save Everest† campaign which saw participation from key stakeholders such as consumers, media and employees. Five CSPL representatives were part of a team that were selected to â€Å"save† Mt Everest from the damage caused by garbage left behind by mountain climbers and hikers.Ascending some 5,000 metres above ground level to help preserve the ecosystem of this UNESCO World Heritage Site, the efforts of th ese ? ve representatives certainly went a long way in educating audiences about the gravity of the situation. It also helped build goodwill and enhanced CSPL’s reputation in the marketplace. In Recognition of Excellence In recognition of the good branding work done over the year, CSPL received an award from Campaign Asia for having one of the Top 10 Chinese New Year television commercials (TVCs) in the Asia Paci? c region.The CSPL marketing team’s Everest campaign was also nominated for the Top 10 Viewers’ Choice TVC Awards (International Category) under the Carlsberg brand identity re-launch. On top of this, CSPL received a Gold Medal at the Beer Fest Asia event. At the Out-Of-Home Planning & Innovation Awards (OOHPIA) event, CSPL and its agencies won an award for the Best Use of Multiple Clear Channel Formats, which involved the clever use of multiple formats to reach different audiences. Within the Carlsberg Group, the CSPL ? nance team was awarded the Groupà ¢â‚¬â„¢s Asia Finance Excellence Award 2011 for their outstanding work.Moving Boldly Forward into 2012 Going forward, the overall macroeconomic climate for 2012 has been moderated downwards with Singapore’s GDP projected to grow in the region of 1% to 3% given the less-than-optimistic developments in the US and Eurozone. In view of this, consumers and customers are expected to be more selective in their discretionary spend and investments. CSPL will thus embark on marketing and sales programmes that engage consumers in a more direct and relevant manner while delivering better returns on investment.The focus will be on rolling out fewer but high impact initiatives that enable CSPL to continue to deliver volume and revenue growth that will outpace the marketplace in a pro? table, sustainable manner. Going forward, the Group is con? dent that CSPL will deliver another impressive performance in 2012 as it reinforces the market position of Carlsberg Green Label, strengthens its gr owing premium portfolio and undertakes initiatives to further bolster operational ef? ciencies and value management. 20 Carlsberg Brewery Malaysia Berhad (9210-K) Management Team York James Spencer Aged 38, New Zealander Juliet Yap Swee HwangAged 35, Malaysian Gary Tan Sim Huan Aged 42, Malaysian Kenneth Soh Chee Whye Aged 48, Malaysian Marketing Director Business Development Director Sales Director General Manager of Luen Heng F & B Sdn Bhd Annual Report 2011 21 Soren Ravn Aged 38, Dane Kristian Dahl Aged 37, Dane Lew Yoong Fah Aged 44, Malaysian Bart Lim Siang Chin Aged 42, Singaporean Loh Boon Lan Aged 43, Malaysian Managing Director Supply Chain Director Chief Financial Of? cer / Company Secretary General Manager of Carlsberg Singapore Pte Ltd Human Resource Director 22 Carlsberg Brewery Malaysia Berhad (9210-K) Management Team Pro? leSoren Ravn Aged 38, Dane Managing Director Juliet Yap Swee Hwang Aged 35, Malaysian Business Development Director York James Spencer Aged 38, New Zealander Marketing Director Mr. Ravn has been with the Carlsberg Group for over 13 years. Prior to his appointment as Managing Director of Carlsberg Malaysia in March 2010, Mr. Ravn held various strategic and operational positions including Group Strategy Director in the Carlsberg global headquarters in Copenhagen, Managing Director of Carlsberg Hong Kong & Macau and also the Vice President – Supply Chain, HR and Business Development in Carlsberg Greater China.Ms. Yap joined Carlsberg Malaysia in 2007, heading the Consumer Insights function before assuming the role of Senior Manager-Strategy Development, Innovation & Research in 2008. She was subsequently promoted to her current role as Business Development Director in January 2011, where she is responsible in driving the development and implementation of the company’s business and portfolio strategies while exploring new business opportunities. Mr. Spencer has held various key positions in branding and marketing, inc luding Fonterra-New Zealand, Asia Paci? Breweries Ltd-Singapore, and his own consultancy ? rm in Vietnam. Prior to joining Carlsberg Malaysia in May 2011 as Marketing Director, Mr Spencer served with Scottish and Newcastle Ltd as the Market Development Director for Asia and subsequently as International Marketing Manager based in Paris. Lew Yoong Fah Aged 44, Malaysian Chief Financial Of? cer / Company Secretary Kenneth Soh Chee Whye Aged 48, Malaysian General Manager of Luen Heng F & B Sdn Bhd Bart Lim Siang Chin Aged 42, Singaporean General Manager of Carlsberg Singapore Pte LtdMr. Lew has held senior ? nancial positions prior to his appointment as the Chief Financial Of? cer of Carlsberg Malaysia in January 2010, in companies such as Danone Dumex Malaysia, Philips Electronics Singapore, SSMC (JV Philips) Singapore and Philips Malaysia. In his previous position as Finance Director at Danone Dumex Malaysia, Mr. Lew also served as its Director and Company Secretary with responsibili ties across Malaysia, Singapore and Brunei. Mr. Soh began his career in ? nancial consultancy ? ms Deloitte Kassim Chan & Co and KPMG, before joining his family business, Luen Heng Agency (LHA) as a Sales and Marketing Director for 15 years, dealing particularly in foreign beverage brands and import-export matters of the food and beverage industry. Subsequent to the joint-venture between Carlsberg Malaysia and LHA in November 2008, a new company called Luen Heng F&B Sdn Bhd was formed in which he was appointed as the General Manager. Mr. Lim has accumulated 18 years of consumer industry experience in a sales and marketing role, with companies such as Proctor & Gamble and Johnson & Johnson as Regional Customer Development Director.He has been the General Manager of Carlsberg Singapore since January 2009 and continues this role subsequent to its acquisition by Carlsberg Malaysia at the end of 2009. Annual Report 2011 23 Gary Tan Sim Huan Aged 42, Malaysian Sales Director Prior to his appointment as Sales Director of Carlsberg Malaysia since August 2009, Mr. Tan spent 14 years in Unilever Malaysia, during which time he served as Customer Development Director as well as a Board Director, leading in areas of sales and brand management. Kristian DahlAged 37, Dane Supply Chain Director Loh Boon Lan Aged 43, Malaysian Human Resource Director Mr. Dahl has been with the Carlsberg Group since 1999 and has worked as Brewmaster & Supply Chain Specialist in a number of markets including Carlsberg Denmark, Carlsberg UK & Group Supply Chain. Prior to his appointment as Supply Chain Director with Carlsberg Malaysia in March 2012, Mr. Dahl had worked for 5 years as Regional Technical Director in Carlsberg Indochina overseeing the supply chain operations in Vietnam, Cambodia & Laos.Ms. Loh has over 17 years of experience in human resource management, 5 of which have been with Carlsberg Malaysia. She has previously held managerial positions in companies such as ACNielsen and Phil ips Malaysia and was also a management consultant for Arthur Anderson & Co where she advised clients on HR systems, processes, compensation and bene? t matters. Ms Loh was appointed as Human Resource Director of Carlsberg Malaysia in September 2008. 24 Carlsberg Brewery Malaysia Berhad (9210-K) Brand PortfolioBoldly Fast-forwarding Our Brand Portfolio As we set our sights on becoming the country’s most dynamic brewer with an equally dynamic portfolio of beverage brands, we are offering consumers an exciting portfolio of beers, stouts, ciders, wines, spirits and other beverages that are world class and setting trends in the marketplace, particularly in the premium beer segment. 2011 saw us fast-forwarding Carlsberg Malaysia’s transformation from a one-? agship brand beer company to a dynamic brewer with a portfolio of international beer brands.As a result, we reinforced the leading position of our crown jewel, Carlsberg, and bolstered our extensive premium beer portfoli o. With a more international-oriented and synergistic brand portfolio, we outpaced the market and brewed sustainable growth by being the preferred partner to our customers while the brands within our portfolio strengthened their most preferred position among consumers. Asahi Super Dry, the Japan’s no. 1 beer brand is brewed in a unique ‘Karakuchi’ style to give a clean, crisp and refreshing taste with no bitter after taste.Carlsberg Gold, inspired by an original recipe from the 19th century, double brewed and blended to perfection. Annual Report 2011 25 Danish Royal Stout, a full-bodied stout with 8% alcohol content to bring out the best aroma and taste. Kronenbourg 1664, France’s best-selling super premium beer, is specially brewed with aromatic Strisselspalt hops. This elegant beer has a crisp, citrus ? avour with a ? oral aroma. Kronenbourg 1664 Blanc, the wheat beer variant of Kronenbourg 1664, is cloudy with a fruity and refreshing taste and presented in a contemporary blue ottle. Carlsberg, the most preferred beer brand in Malaysia is now enjoyed by consumers in 140 markets. 26 Carlsberg Brewery Malaysia Berhad (9210-K) Brand Portfolio Erdinger, top class premium wheat beer. With ? ne yeast. Traditionally matured in the bottle – like champagne. Carlsberg Special Brew, a dark golden brew stands as a quality premium beer in the high alcohol category. Corona, Mexico’s leading national brand uniquely served with a slice of lime for that refreshing zesty ? avour. Budweiser, the of? ial FIFA ® World Cup Sponsor and the King of beers. Annual Report 2011 27 Born in the middle age, Grimbergen Blonde is a top-fermented beer brewed under an arrangement with the Father of Grimbergen Abbey located in Belgium. SKOL, ? rst brewed in 1959, is Brazil’s No. 1 beer and available in more than 80 countries worldwide. Hoegaarden, the fastest growing imported premium beer in Malaysia, a naturally cloudy beer made from wheat for that refreshing sensation. Stella Artois, the No. 1 Belgian beer in the world and distributed in over 80 countries worldwide. 8 Carlsberg Brewery Malaysia Berhad (9210-K) Brand Portfolio Carlsberg Green Label Carlsberg, our crown jewel, is an all malt lager brewed with a rich heritage and superior quality that goes all the way back to the year 1847 in Copenhagen, Denmark. Today, it is available in more than 140 markets globally and is Malaysia’s most preferred beer brand. Evolving to Exceed Expectations The iconic Carlsberg brand and its evergreen look and feel continues to be loved by many in Malaysia while its taste is enjoyed by millions around the world.Leveraging on its trusted heritage and rich brand equity, Carlsberg undertook a global brand revamp in 2011 whereby it rede? ned standards and evolved to become a bolder, more modern and more engaging brand. In April 2011, Carlsberg unveiled its new visual identity featuring the new Carlsberg Crown that is simpler in desi gn yet has distinctive features to appeal to younger consumers. The new packaging complements its refreshing taste and premium positioning as well as the new tagline, â€Å"That calls for a Carlsberg† which is now used across all 140 markets in the Carlsberg world.Whilst the brand has been given a bold new look, the beer maintains its same great taste. A through-the-line marketing campaign was carried out to make the brand re-launch a success and to deliver on commercial objectives. Prior to the That Calls for a Carlsberg For the past 13 consecutive years, Carlsberg has won the Reader’s Digest Most Trusted Brand Award bearing testament to the credibility of its quality and the values it represents. In 2011, Carlsberg reinforced its brand position by winning its second consecutive Gold Award at the Putra Brand Awards.These prestigious awards aptly re? ect consumer and industry leader endorsements of Carlsberg as the most preferred beer brand and one that is set apart fr om the crowd. Leveraging on product innovation, engaging consumer promotions and through-the-line marketing, Carlsberg remains the clear market leader as indicated by the Millward Brown Beer Tracker results for both 2010 and 2011. revamp, more than 1,000 distributors, customers and retailers were invited to a grand trade launch to be briefed on the new packaging and brand direction of Carlsberg.A good many employees and their families too visited the brewery and took part in a wall-painting exercise featuring a replica of the famed Carlsberg Elephant Gate at Copenhagen, Denmark in remembrance of the founder of Carlsberg, J. C. Jacobsen and his beer making heritage. Taking a Bold Step, Doing the Right Thing Carlsberg’s new global identity calls for the brand to be a vibrant, bold, young, inspirational and contemporary brand that is anchored on its rich heritage as well as the same premium quality and great taste.The journey of the re-launch kicked-off with research and develop ment of the new packaging, then went on to involve conceptualisation of the brand’s direction, and ended with effective inmarket execution. These activities were part of a step-by-step strategy to hype up brand awareness and drive brand equity and growth. At the media launch held at the Shah Alam brewery, hundreds of employees and members of the media witnessed the unveiling of the new Carlsberg Crown as well as the new packaging for the bottle and can.In conjunction with the re-launch, approximately 200 employees from sales, marketing and supporting functions were deployed to execute a merchandize makeover blitz at more than 2,000 refreshment outlets over a two-week period. Outlet owners garnered positive response with regard to the new signage, sales merchandise, point-ofsales materials and vehicles, all of which made a bold statement and a lasting impression. Top of Mind Preferred Brand Brand Loyalty 4% point 4% point 10% point 2010 2011 2010 2011 2010 2011 Source: Millwar d Brown Beer Tracker 2010/11A series of eight thematic ads which communicate the brand essence of â€Å"Stepping up†¦Ã¢â‚¬  were launched in conjunction with the new tagline of â€Å"That calls for a Carlsberg†. 30 Carlsberg Brewery Malaysia Berhad (9210-K) Brand Portfolio Activated through social media platforms such as Facebook and blogs, the WTP events increased the Carlsberg fan-base from 4,000 fans to 17,000 fans in 2011. â€Å"Where’s the Party? † Builds an Affinity with Younger Consumers As part of our efforts to elevate the Carlsberg brand experience and its reach among younger consumers, an engagement platform named â€Å"Where’s the Party? (WTP) was created. Leveraging on social media to reinforce the new brand positioning, two WTP events were held in June and December 2011 respectively. Held at undisclosed locations prior to the day of party, both WTPs generated excitement and received overwhelming reviews among the 18 and 25 years old consumer group. These parties were the pinnacle of the Carlsberg consumer and media re-launch experience with both becoming the most talked about events for the year. Involving a high