Affirmative Action Essays (2838 words) - Discrimination,

Affirmative Action Considering the subject of affirmative action the following questions frequently are raised: Is there a clear understanding of affirmative action roles/goals? What are the pros/cons of these programs? What are the "loop holes" in the system? Does seniority play a role in affirmative action? Addressing these key questions may help us all in our daily routine, as administrators and/or potential administrator in the public/private sector. Affirmative action programs throughout the United States have long been a controversial issue particularly concerning employment practices (public/private) and university student and/or staff recruitment. Most public agencies have some type of instituted affirmative action program. According to Cheryl Perry-League, Director of Equal Opportunity of the Port of Oakland, every business operating on Port of Oakland owned land must have a standing affirmative action program on record and businesses bidding to do work for the Port of Oakland must have an acceptably diverse workforce. BACKGROUND To understand the role and/or goals of affirmative actions programs we should define what the broad definition of what affirmative action is and what caused its development. The phase "affirmative action" was used in a racial discrimination context. Executive Order No. 10,925 issued by President John F. Kennedy in 1961. The order indicated that federal contractors should take affirmative action to ensure job applicants and employees are treated "without regard to their race, creed, or national origin." A person could define this statement as an order to imply equal access and nothing else. Subsequently, Executive Order 11246 issued by President Johnson in September 1965, "mandated affirmative action goals for all federally funded programs and moved monitoring and enforcement of affirmative action programs out of the White House and into the Labor Department." Affirmative action "refers to various efforts to deliberately take race, sex, and national origins into account to remedy past and current effects of discrimination. Its primary goal is to ensure that women and minorities are widely represented in all occupations and at all organizational levels" (Tompkins, 1995, p.161). Another definition of affirmative action according to Barbara Bergmann is "planning and acting to end the absence of certain kinds of people-those who belong to groups that have been subordinated or left out-from certain jobs and schools" (1997 p.7). Tracing the history of affirmative action, laws against racial discrimination have proved inadequate for workplace integration because they often provide remedies only after the fact. Affirmative action requires proactive steps to provide equal opportunities in employment as well as access to education. Many affirmative action programs were born from Title VII of the Civil Rights Act of 1964. Title VII references to affirmative action programs were brought about "because of the history of discrimination in the United States, certain groups are viewed as disadvantage in the current marketplace. Thus affirmative action laws impose temporary requirements to correct underutilization of these groups (e.g., goals and timetables for increasing the number of minorities and women in a facility)" (Gutman, 1993, p.9). Prior to these laws and the Title VII law, the U.S workforce was primarily dominated by white males. Although, still somewhat white male dominated, quotas that were designed through affirmative action programs have helped achieve some representation of women and minorities in the current work force. Some remedies brought about through affirmative action programs include goal setting, quotas, and timetables. GOALS AND QUOTAS The term goal "refers to specific outcomes which, when achieved, will result in equal employment opportunity and equitable representation" (Hall & Albrecht, 1979, p.47-78). Goals and hiring quotas vary somewhat in their function. Goals generally are long range plans that organizations use and there are no expected minimum or maximum limitations. Quotas by comparison, "establishes a definite number of people who must be hired. A Company cannot by law, use quotas unless it has been ordered to do so by a court to remedy a past action" (Hall & Albrecht, 1979, p.47-78). Deficiency correction is the primary target of goal setting through affirmative action. For an organization to be effective with goals, they must be realistic, attainable, and monitored by the human resource department. Affirmative action programs generally achieve their set goals through several common practices called outreach programs. First, there are special recruiting programs where women and minorities will most likely be found. These special outreach programs often target black universities and female dominated educational facilities. A second outreach program involves special advertising. Generally, this is also implemented in areas that are heavily populated by women and minorities similar to that of recruiting programs. Through outreach programs like the ones mentioned above, goals can be attained to achieve equity and representation without forgoing higher educated and skilled

The Tempest Essays

The Tempest Essays The Tempest Essay The Tempest Essay Essay Topic: The Tempest Magic was a notion firmly embedded in the Elizabethan culture. It explained many things. Discuss the importance of magic in the play The Tempest. The Isle is full of noises, sounds, and sweet ones, that give delight and hurt not. Sometimes a thousand twangling instruments will hum about mine ears: and sometimes voices states Caliban (Act III, pg 109) Within Shakespeares text, The Tempest, set in Elizabethan times, magic is indeed of great importance. Shakespeare gives Prospero the ability to perform magic which allows him to carry out alterations to the world around him. His magic will eventually lead to the restoration of order following the disruption caused, or symbolized, by the tempest; the most obvious and important magical achievement in the play. From the start of the play, Shakespeare uses magic to captivate his Elizabethan audience and move his characters from one scene to another, for example, we are introduced to our first characters during the tempest itself, and it is through this created event that they are transferred to the safety of the island. Magic is frequently used by the main character Prospero, sometimes for compassionate reasons to prevent the suffering of his daughter, but often to make others remorseful and change their ways. Initially, one must examine the importance of magic, which was firmly embedded in the Elizabethan culture. Written in 1611, magic within The Tempest would have presented itself to the Elizabethan culture as a most controversial topic. It had been the persecutions of those believed to perform black magic, Witches were still persecuted and witch-hunts did not actually stop until the end of the seventeenth century. 1 Therefore, Shakespeares use of magic was controversial, bound by the fact that Prospero was presented in mainly a good light, a move probably made to make a bold statement; that magic can be used for good not just the stereotypical evil. Magic may have influenced King James that good magic was indeed possible. This may have lead to a wider knowledge of magic within the Elizabethan culture and perhaps more widely accepted. Obviously, magic could also grab audiences of Shakespeares time perhaps being used as a controversial marketing tool. Magic still continues to seize audiences even today, who also delve further into the importance of magic within The Tempest, which certainly do es explain many aspects of the play. Magic plays an important part in The Tempest for Prospero to bring back Ariel, whom he releases from the imprisonment of foul witch Sycorax under his control. However, the authority that Prospero possesses over Ariel is liable to abuse as there would be a very human temptation for him to use Ariel as his puppet to take his revenge on the shipwrecked characters that are effectively at his mercy. This is due to a feeling of resentment, anger and revenge due to the injustice towards him of banishing him to the island. This allows the important theme of magic to be portrayed through Prospero as a ruler, displaying the advantages he takes in his treatment of Ariel. Initially, there are characteristics of Prosperos control over his anger when, as Ariel asks for his freedom. Prospero replies with a harsh if thou more murmurst, I will rend an oak, and peg thee in his knotty entrails, till thou has howld away twelve winters. Thus, magic is an important factor in developing the main character Prospero and his individuality, and also used to gain an understanding of the magical scenes of the play. Solemn and strange music mark the significant magical beginning of the banquet scene. Exhaustion has dulled the spirits and they are thirsty, hungry and in need of nourishment after hours of searching for Ferdinand. It is predictable that they cannot believe the feast set before them. Shakespeare conceivably used magic as a tool of importance to develop other characters of the play. The reactions of the various characters to this spectacle reveal their basic nature. For instance, Sebastians response to the food is purely materialistic2. On the other hand, Gonzalo, being the eternal optimist, looks for a rational and reasonable harmony within this spectacle3 these are people of the island their manners are more gentle, kind, than of our human generation you shall find. Moreover, he demonstrates his common sense by arguing against fear and superstition and recognises the necessity of food and drink. Alonso, being a king, also recognises the necessity of the situation. Again, magic wi thin the text is demonstrated as an important tool in the character construction of Alonso, Gonzalo, and Sebastian. The masque is another illusion that Prospero creates with his magic, portraying the vital theme of love and blessings from goddesses. Chastity, which is supported by the masque, is used as a function of control by Prospero. Prospero uses his magic to restrain Ferdinand and Miranda from physical passion, this would imply that one would be preserving the social order, showing devotion to ones spouse and a dedication to the marriage union4. Hence, Prospero warns the couple that if they are unable to control their passions, barren hate, sour-eyd disdain and discord shall bestrew the union of bed with weeds so loathly that shall hate it both and this is emphasized by Juno with, whose vows are, that no bed-right shall be paid till Hymens torch be lighted. Mirandas virginity is further emphasized as being an essential part of the disciplined control over passions, which is indeed necessary for the marriage. Ferdinand lives up to the task required of him, giving a polite reply, making clear that he desires quiet days, fair issue and long life. In return to that, Juno later blesses them saying Honour, riches, marriage-bless ing, long continuance, and increasing hourly joys be still upon you. Without the magical scene of the masque, Goddesses, blessings and the portrayal of Ferdinand and Mirandas union would be quite different. The magic allows one to understand how immense their undeniable love is. Once more, we must not forget that the masque is essentially a celebration of the Ferdinand-Miranda love plot. Prospero is certainly vulnerable at this time, revealing his true character more clearly to the audience, being considerate to Ferdinand and even affectionate to Ariel, calling him my delicate Ariel, my bird and my Ariel. The language used by Goddess Iris, inspires images of youth, vigour, a temperate nature, chastity, all appropriate to celebrate a contract of true love, a union of two noble households5. Through the wonderful workings of Prosperos magic, one can see how important it is to an Elizabethan audience to keep them visually entertained. The colourful costumes, dancing and singing of the Reapers and the Nymphs are traditional elements for the masque spectacle, which is essentially an elaborate form of entertainment, meant to excite the visual, auditory and tactile senses of the Elizabethan audience. The dance that takes place between the Nymphs and Reapers suggests harmony in elemental nature; the dance also serves as an image and symbol of the continuance of society, of marriage and stability.6 One can understand how important magic would have been to excite and entertain the audience, as well as accentuating the significance of the masque of which portrays love and power within the play. Through the important use of illusion elements like the banquet and the masque, the themes of regeneration and reconciliation are successfully portrayed and one can be sure that Ferdinand and Miranda are the hope for the future of the island. However, it must be taken into account that at the end of the play, Prospero gives up his magic and will bury it fathoms deep. His books also provide a chief power and source of his magic. These he buries deeper than did over plummet sound. Magic had set Prospero above the human hierarchy, making him a ruler. Although this power had given Prospero great power to lead the others on the island, it has been in the nature of a god that he has led7. Magic used by Prospero throughout The Tempest, indeed played in important part of explaining many themes such as the setting and context of the play; the atmosphere, the masque and the banquet and of course love and power. Shakespeare may have also used magic to make the play visually interesting and even controversial to an Elizabethan audience. Thus, without a doubt magic plays a vast role in The Tempest of explaining many ideas and issues. Gonzalo states: We are people of our own minds and no one elses, Indeed, Gonzalo is saying that no one can control what someone sees or does. This is true unless one is of course, using magic.

The Way We Were (1973) Essay Example | Topics and Well Written Essays - 500 words

The Way We Were (1973) - Essay Example Love of literature and love of political affairs, apparently, are two distinct worlds with which Morosky and Gardner are especially drawn as lovers who struggle to resolve huge differences yet find themselves growing apart and wearied by human nature of holding on to individual professions and sense of individualism. â€Å"The Way We Were† emerges to embody a film that demonstrates how complex dimensions of history and philosophical culture of arguments may give birth to love which later finds itself walking out of the conflict with which it is built. At the onset, it is rather less difficult to assume possibility that forces of attraction could govern between Katie and Hubbell as college students of the 30s who initiate with the point of gaining interest over something peculiar or strange given that it is normal for their youth to understand complements as well as the tendencies of fascination and fondness attached with them. So, basically, this is the type of setting that prevails as a typical WASP encounters a Young Communist League member as if two distinct worlds settle to satisfy curiosities of each other in the hope of discovering further wonders that are established by the opposites. Hence, the way each one is becomes an object of consideration for the other to the extent that in the real time of love, individual temperaments are set aside. Certainly, this stage must take place in a film that is expected to justify its romantic theme, thus, with some degree of success Katie and Hubbell necessitates a formal bond. Beyond marriage, however, remains a question of intrinsic priority and stronger yearning to proceed with the essentials left behind without proper closure. In the story, Gardner could not help the desire to become a Hollywood screenwriter for which Morosky expresses fervent disagreement. Eventually, the opposites are too sharp to handle, no longer constituting the character that

Corporate Investment Essay Example | Topics and Well Written Essays - 750 words

Corporate Investment - Essay Example Some of the junk bonds are very profitable but they have the highest risk for investment losses. Individuals and corporations must carry out appropriate risk management when purchasing bonds. The issuer make announcement that bonds are to be issued. Usually, the bond is associated with a face value that is redeemed when it is sold by the purchaser in open market. The bond is issued at a value less than the face value, the difference is the profit for the purchaser. The underwriter takes its commission also. Once the purchaser buys the bond, he/she can sell it in the open secondary market or can keep it till maturity when full face value of the bond will be returned by the issuer. If bond is traded before maturity, the selling price is lower than the face value to accommodate profits for the next purchaser. Though bond and stock markets operate separately, yet stock market does have an impact on bond market. The company whose shares are trading at premium in stock market has a better chance to get its bonds purchased by many purchasers. Also, they are in a position to sell bonds at a higher discount rate to minimize its own losses when the bond face value is to be returned at the time of maturity. A company that is not doing well on stock market also faces difficulty in selling its bonds in bond market. I think lower taxes on dividend and ca... A company that is not doing well on stock market also faces difficulty in selling its bonds in bond market. PART 2 Data: 500 shares at $30 per share = $15,000 Initial Margin requirements = 55% = (15000)(0.55) = $8,250 Hence, Loan amount = 15,000 - 8,250 = $6,750 Interest payment = 13% = (6750)(0.13) = $877.5 Dividends received = $1 per share = $500 (for 500 shares) 1. Sold stock for $40 per share: Total earnings from sale = (500)(40) = $20,000 Total earnings + dividends = 20,000 + 500 = $20,500 Total expenses = $878 Net earnings = $19,622 Hence, rate of return = (19,622 - 8,250) / 8,250 Rate of Return on investment = 137.84% 2. Sold stock for $20 per share: Total earnings from sale = (500)(20) = $10,000 Total earnings + dividends = 10,000 + 500 = $10,500 Total expenses = $878 Net earnings = $9,622 Hence, rate of return = (9,622 - 8,250) / 8,250 Rate of Return on investment = 16.66% 3. Cash Purchases: (i) Sold stock for $40 per share: Total earnings from sale = (500)(40) = $20,000 Total earnings + dividends = 20,000 + 500 = $20,500 Total expenses = $15,000 Net earnings = $5,500 Hence, rate of return = 5,500 / 15,000 Rate of Return on investment = 36.67% (ii) Sold stock for $20 per share: Total earnings from sale = (500)(20) = $10,000 Total earnings + dividends = 10,000 + 500 = $10,500 Total expenses = $15,000 Net earnings = ($4,500) Hence, rate of return = (4,500) / 15,000 Rate of Return on investment = -30% PART 3 I think lower taxes on dividend and capital gains can enhance economic development. This is because if taxes are low, the individuals are able to save

Hazard Identification in a Combined Cycle Power Plant

Hazard Identification in a Combined Cycle Power Plant Fire and Explosion Hazard Identification in a Combined Cycle Power Plant ABSTRACT INTRODUCTION Fire and Explosion are the most prevalent accidents at chemical and process industries which can cause serious damage to properties and loss of productions. Fire and explosion hazards are considered as the first and second major hazards in chemical industries [1]. Besides that, release of toxic materials are prevalent accidents in process industries too. Among these three, fire is the most common but explosion is more significant in terms of its damage potential, often leading to fatalities and damage to property [2]. Also, fire can cause human fatalities, serious injuries, financial losses due to damage of equipment and disruption of productive activity, loss of employment and sometimes irreparable damage to the environment and also other costs such as insurance premiums would increase. Hence, identification of danger factors and the ways of controlling fire and explosion accidents in such these industries are very important [3]. In this paper, the hazard of fire and explosion accid ents at processing sections of a combined cycle power plant using one of the well-known hazard index which is called Dow fire and explosion index, has been estimated. The under studying power plant is comprised process unites and facilities such as gas units, vapor units and hydrocarbon storage site. Natural gas and Gasoline are the main chemical materials that are used and stored in these facilities which consume in Turbine units as fuel to produce electrical energy. The Dow Fire and Explosion Index (hereafter called the DOW Index) is a common hazard index [4]. Hazard indices using the numerical values to classify the various sections of process industries in the terms of fire and explosion and identify process areas with a high risk and estimate the losses due to fire and explosion. However quantify risks in different sectors of the industry make it easy to interpret the results [5-7]. The Dow index has been used in many researches across the world. Among those are the studies of Gupta et al. (1997), Roy et al. (2003), Bernatik and Libisova (2004), and Suardin et al. (2007) [8-12]. These researches showed that this index has been used for different purposes such as rating and classifying the danger, determining the economic impacts, and designing safe processing industries too. Suardin et al. concluded that by applying the (FEI) index, it is possible to design safer and more economical reactor and distillation system [13]. This index has been also used in a number of studies in Iran, especially in the chemical industries. The research of Atrkar Roshan et al. (2013), Jafari et al. (2012) and also Ahmadi et al. (2008 2012) are some examples [13-16]. In this study, the fire and explosion hazards of some process units at a combined cycle power plant using Dow index has been estimated. MATERIALS AND METHODS Process Unit Selection The fire and explosion risk analysis system is a step-by-step objective evaluation of the realistic fire, explosion and reactivity potential of process equipment and its contents. The quantitative measurements used in the analysis are based on historic loss data, the energy potential of the material under study and the extent to which loss prevention practices are currently applied [5]. Dow index was developed by the Dow Chemical Company in the 1960s as a tool for plant engineers to give relative value to the risk of individual process unit losses due to fires and explosions and to communicate these risk to management in terms easily understood, i.e., potential of financial losses due to lost production and damage to plant facilities [17]. In fact, Dow index rates the potential occurrence of fire and explosion hazards in a process unit and estimates the costs in money due to fire and explosion accidents in chemical and/or process units. The latest version of Dow fire and explosion in dex guideline published in 1994 was applied to calculate the fire and explosion index at Turbine processes and Gasoline storage site. The general procedure of Dow index calculation is shown in Figure.1 Figure.1: Dow Index Procedure (Dow’s Guideline, 1994) Process Unit Hazards Factor The Dow FEI is calculated from equation (1): Equation (1): FEI = MF Ãâ€" F1 Ãâ€" F2 = MF Ãâ€" F3 Where MF (Material Factor) is a measure of the potential energy released from the fire or explosion produced by combustion or chemical reactions. It is determined by considering the flammability and reactivity of the materials that are exist at process unit and has a range of 1 ±40 [4, 5]. F1 (General process hazard factor) is a measure of reaction and process unit characteristics such as exothermic or endothermic reactions, handling or transfer of chemical materials, outdoor or indoor units, access condition in emergency situations, drainage and spill control at process unit. F2 (Special process hazard) is a measure of chemical material and operations specifications such as toxicity, amount of flammable materials in process or storage unit, use and distance to fired equipment, dust explosion, extreme pressure or sub-atmospheric pressure, equipment’s corrosion and erosion, leakage-joints and packing, rotating equipment and etc. Each item is represented in terms of â€Å"pen alties† and â€Å"credit factors† [14]. F3 (Process unit hazard factor) is derived from the multiplying the F1 and F2 values. According to the value of the calculated index, the fire and explosion hazard of a pertinent process unit is rated as light, moderate, intermediate, heavy or severe which are shown in Table.1 [5]. Table 1: Degree of Hazard for FEI (Dow’s Guideline, 1994) Degree of Hazard for FEI FEI Range Degree of Hazard 1-60 Light 61-96 Moderate 97-127 Intermediate 128-158 Heavy 159-up Severe After the calculation of Dow index, FEI will be able to determine the radius and area of exposure to fire and explosion incidents using equations (2) and (3): Equation (2): Radius of Exposure = 0.84 Ãâ€" Dow FEI Equation (3): Area of Exposure Where, R is the radius of exposure [5]. Loss Control Credit Factors The preventive and protective measures that have been incorporated in the process design to reduce the fire and explosion hazard are taken into account in the form of Loss Control Credit Factors (LCCF). There are three categories of loss control features including; C1 (process control) which is derived from the multiplying by factors such as emergency power, cooling, explosion control, emergency shutdown, computer control, inert gas, operation instructions and procedures, reactive chemical review and other process hazard analysis. C2 (material isolation) is comprised from remote control valves, dump / blowdown, drainage and interlock items and C3 (fire protection) which accounts for leak detection (alarm and shutdown), fireproofing for structural steel, fire water supply, special systems, sprinkler systems, water curtains, foam, portable fire extinguishers / fire monitors and cable fire protection (instrumentation and electrical cables) [5, 17, 18]. Loss control credit factor is calc ulated using equation (4): Equation (4): LCCF: C1Ãâ€"C2Ãâ€"C3 Loss Control features should be selected for the contribution they will actually make to reducing or controlling the unit hazards being evaluated [5]. As well as the Damage Factor is determined from the Process Unit Hazards Factor (F3) and the Material Factor (MF) and referring to Figure 2. Damage Factor represents the overall effect of fire and blast damage resulting from a release of fuel or reactive energy from a Process Unit [5]. MPPD and BI Calculations The replacement value of the equipment within the exposed area in combination with damage factor can be used to derive the Base maximum probable property damage (Base MPPD) [4]. The actual maximum probable property damage (Actual MPPD) is then calculated by multiplying the Base MPPD by loss credit control factor which is shown in equation (5). The Actual MPPD is used to predict the maximum number of days which is the time required to rebuild the plant to its original capacity, the Maximum probable days outage (MPDO). The MPDO is used to estimate the financial loss due to the lost production: the Business interruption (BI) [18]. BI is the lost profit to the company due to an incident and is calculated by the equation (6): Equation (5): Actual MPPD = Base MPPD Ãâ€" loss control credit factor Equation (6): BI ($US) = Ãâ€" VPM Ãâ€" 0.7 Where VPM is the value of production per month. Figure 2: Damage Factor Determination (Dow’s Guideline, 1994) RESULTS The results of Dow index calculations for under studying units are illustrated in Table 2. For all under studying units, radius of exposure, area of exposure, value of area of exposure, damage factor, Base maximum probable property damage (MPPD), loss control credit factor, Actual MPPD, Days outage and BI loss in terms of US dollar has been calculated which are shown in Table 2. Turbine Unit (Methane) Methane as fuel in Turbine unit with the material factor of 21 had a highest material factor among chemical materials that were presented in process units and subsequently based on the result of Dow index value of 321, it can be indicated that Turbine unit with Methane as fuel, had the highest degree of fire and explosion risk (as mentioned in Table 3 which is considered severe). For Turbine unit with Methane fuel, radius exposure and area of exposure were calculated which are 82.2 m and 21227 m2, respectively. Also for this unit, value of area of exposure was estimated 13.8 US million dollars and damage factor is gained 0.83. After that, Base MPPD by multiplying the value of area of exposure and damage factor is derived which is 11.45 US million dollars. Loss control credit factor is estimated 0.36 which by multiplying it into Base MPPD, Actual MMPD is derived 4.12 US million dollars. Maximum probable days outage for this unit is estimated 50 days and finally the loss due to unit pa uses (BI) is calculated 3.03 US million dollars. Turbine Unit (Gasoline) After that, when Turbine unit uses gasoline as fuel has the second risk ranking with Dow index value of 236 and Gasoline Storage Site Gasoline storage site with Dow index value of 56.8 was the least which is ranked as light fire and explosion risk. Table 2: Results of Dow Fire and Explosion Index Calculation Process Unit Turbine Unit Turbine Unit Storage Vessels Major Material Methane[1] Gasoline Gasoline Material Factor 21 16 16 FEI Index 321 236 56.8 Exposure Radius (m) 82.2 60.42 14.5 Area of Exposure (m2) 21227 11468 660 Value of Area of Exposure ($MM) 13.8 7.45 13.58 Damage Factor 0.83 0.68 0.42 Base MPPD ($MM) 11.45 5.07 5.70 Loss Control Credit Factors 0.36 0.36 0.65 Actual MPPD ($MM) 4.12 1.82 3.70 Days Outage (MPDO) 50 30 25 BI Loss ($MM) 3.03 1.82 8.26 Table 3: The Fire and Explosion Index Ranking at Under Studying Units Process Unit FEI Index Degree of Hazard for FEI Light Moderate Intermediate Heavy Severe Turbine Unit (Methane) 321 Turbine Unit (Gasoline) 236 Storage Vessels 56.8   Discussion According to the results of this study, Turbine unit with Methane fuel has the highest degree of fire and explosion risk. Therefore appropriate control and protective measures should be establish to reduce the fire and explosion risks in this unit. In the other hand, according to the gotten results, Turbine units have the sever ranking of fire and explosion risk and in spite of gasoline storage site is considered as lowest risk of fire and explosion, this unit constrains most losses in money due to business interruption. The reason of this matter is related to the great amount of gasoline fuel which is deposited in 4 vessels and it is about 17 million liters. Conclusion In the present study, the Dow FEI in process units of a combined cycle power plant were calculated. Based on the results, Turbine unit that uses Methane as fuel with Dow index value of 321 has the highest degree of fire and explosion risk. Another Turbine unit with gasoline fuel is ranked second with Dow index value of 236 and severe fire and explosion risk and finally, gasoline storage unit is recognized the least unit in consideration of fire and explosion risk. The findings of this study can be used to estimate the loss due to fire and explosion and also can be used as insurance premium. References 1.Ahmadi, S., J. Adl, and M. Ghalehnovi, Relative ranking of fire and explosion in a petrochemical industry by fire and explosion index. THE JOURNAL OF QAZVIN UNIVERSITY OF MEDICAL SCIENCES, 2011. 2.Khan, F.I. and S. Abbasi, Major accidents in process industries and an analysis of causes and consequences. Journal of Loss Prevention in the Process Industries, 1999. 12: p. 361-378. 3.Mahoney, D.G., Large property damage losses in the hydrocarbon-chemical industries: A thirty-year review. 1997: M M Protection Consultants. 4.Khan, F., T. Husain, and S. Abbasi, Safety Weighted Hazard Index (SWeHI): A New, User-friendly Tool for Swift yet Comprehensive Hazard Identification and Safety Evaluation in Chemical Process Industrie. Process Safety and Environmental Protection, 2001. 79(2): p. 65-80. 5.Chemicals, D., Dow’s fire explosion index hazard classification guide. AIChE Technical Manual, 1994. 6.Etowa, C., et al., Quantification of inherent safety aspects of the Dow indices. Journal of Loss Prevention in the process Industries, 2002. 15(6): p. 477-487. 7.Khan, F.I., R. Sadiq, and P.R. Amyotte, Evaluation of available indices for inherently safer design options. Process Safety Progress, 2003. 22(2): p. 83-97. 8.Gupta, J.P., Application of DOWs fire and explosion index hazard classification guide to process plants in the developing countries. Journal of Loss Prevention in the Process Industries, 1997. 10(1): p. 7-15. 9.Roy, P.K., A. Bhatt, and C. Rajagopal, Quantitative risk assessment for accidental release of titanium tetrachloride in a titanium sponge production plant. Journal of hazardous materials, 2003. 102(2): p. 167-186. 10.Bernatik, A. and M. Libisova, Loss prevention in heavy industry: risk assessment of large gasholders. Journal of Loss Prevention in the Process Industries, 2004. 17(4): p. 271-278. 11.Suardin, J., M. Sam Mannan, and M. El-Halwagi, The integration of Dows fire and explosion index (FEI) into process design and optimization to achieve inherently safer design. Journal of loss prevention in the process industries, 2007. 20(1): p. 79-90. 12.Suardin, J., The Integration of Dow’s Fire and Explosion Index into Process Design and Optimization to Achieve an Inherently Safer Design. 2005, Texas AM University. 13.Roshan, S.A. and M.J. Gharedagh, Economic Consequence Analysis of Fire and Explosion in Petrochemical Feed and Product Pipelines Network. 2013. 14.Jafari, M.J., M. Zarei, and M. Movahhedi, The Credit of Fire and Explosion Index for Risk Assessment of Iso-Max Unit in an Oil Refinery. International Journal of Occupational Hygiene, 2012. 4(1): p. 10-16. 15.Ahmadi, S., et al., Determination of fire and explosion loss in a chemical industry by fire and explosion index. The Journal of Qazvin University of Medical Sciences, 2012. 15(4): p. 68-76. 16.Ahmadi, S., J. Adl, and S. Varmazyar, Risk Quantitative Determination of Fire and Explosion in a Process Unit By Dow’s Fire and Explosion Index. Iran Occupational Health Journal, 2008. 5(1): p. 39-46. 17.Jensen, N. and S.B. Jà ¸rgensen, Taking credit for loss control measures in the plant with the likely loss fire and explosion index (LL-FEI). Process Safety and Environmental Protection, 2007. 85(1): p. 51-58. 18.Sinnott, R., Coulson Richardsons chemical engineering. 1996: Butterworth-Heinemann. [1] Methane is the major component by more than 96 % Concentration of Natural Gas which is consumed as fuel at Turbine Unit in hot seasons of year, alternatively. Hence the MF of natural gas was determined from Methane which has the highest MF value.

Art Values Essay -- essays research papers

People from all eras have communicated what they value through art, architecture and style. This statement is obvious. The first example I will discuss is that of the ancient Egyptian society. Their society was one that was based upon death. Everything in their lives revolved around preparing themselves for the afterlife. Included in that is their paintings; they contained the entire figure of the human, making sure their was no limb left unseen, for fear that it would not be their in the after life. Another example of how the ancient Egyptian’s values were expressed through art was the lavish funerary complexes built for their pharaohs. They were monstrous, and intended entirely to help propel the deceased pharaoh into the next life. Ancient Greece was a society of self-perceived beauty. They loved to look at themselves, especially if they were male. They male gender was perceived as perfection in that time period, and as such it should be portrayed in all of its glory, hence the no clothing policy. They sculpted, painted and created in what they believed to be perfection. They created all buildings in perfect rectangles, since they believed that rectangles were the epitome of perfection, the â€Å"golden section† if you will. Greek art was a portrayal of their ideals, which is why most people call this period the idealistic stage in Art history. The Romans were very much like their Greek counter parts. Romans, as a whole, loved Greek art. They enjoyed looking at it and even t...

Case Study †AES Corporation Essay

Dennis Bakke, the CEO of AES, a company that develops, builds and operates electric power plants, sat in his office late in 1996 and thought about the question that was perennially posed to him: could AES, soon to have some 25,000 people located literally all over the world following a recent purchase of power plants in Kazakhstan, continue to operate with virtually no staff functions and, specifically, without any human resource staff anywhere in the corporation? The absence of centralized staff — or, for that matter, much staff at all — had been one of the themes guiding the design and operation of the corporation since its founding. The company, in addition to having no personnel department, had no public relations, legal, environmental, or strategic planning departments. Its chief financial officer, Barry Sharp, saw his job not so much as running a centralized finance function but rather as helping all the AES employees as they made important decisions about financi ng and investments in a very capital intensive business. But the company was becoming much larger and increasingly geographically dispersed. Perhaps those early decisions needed to be rethought. Could what worked for so long continue to work as the corporation grew and operated increasingly on a global basis? Could the advantages of flexibility and having virtually every employee feel responsible for almost all aspects of the corporation’s operations continue to outweigh the costs of an absence of specialization and the need to have people always learning new tasks and new things? Was this continuous learning of new things really a disadvantage at all, or as Bakke thought, how one created a real â€Å"learning organization?† What Bakke recognized was that AES was different from most other corporations. How different should and could it remain? And if it remained different, how should it deal with the strains that growth and geographic differentiation would inevitably place on an organization that had always been managed by a strong set of values and a shared culture? This case was  prepared by Professor Jeffrey Pfeffer as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Support for this case was provided by the Human Resources Initiative of the Graduate School of Business. The author would also like to acknowledge Robert Waterman for his introduction to the company. BACKGROUND AND HISTORY AES (originally called Applied Energy Services) was founded in 1981 by Roger Sant and Dennis Bakke. Originally supplying consulting services to the energy industry, the company began operating its first power plant in Houston in 1986 and went public as AES in 1991. By the end of its 1995 fiscal year, AES was selling electricity to customers in the United States, England, Northern Ireland, Argentina, and China, and had plants under construction in Pakistan. A list of AES operating facilities, their size, and fuel source, is provided in Exhibit 1. The company saw itself as â€Å"the global power company† and had as its mission â€Å"supplying electricity to customers world-wide in a socially responsible way.†Ã¢â‚¬Ëœ The electric power generation business has always been very competitive and the competition was increasing. Many subsidiaries of large oil and gas companies, organizations with substantial financial resources, were entering the business. The business was also complex. Building or purchasing existing power plants was a process that was heavily influenced by governmental decisions and actions, and often took two to four years at least to complete. AES owned and operated its plants under a number of different financial arrangements. Some plants were whollyowned by AES. Others were owned under various joint venture arrangements. For instance, the Medway plant in England was joint venture between AES and two privatized British utilities, Southern Electric and SEE-BOARD. The plant in San Nicolas, Argentina was owned by a partnership in which AES held 70% interest and Community Energy Alternatives, Inc. and the people at the plant held the rest. AES’s operations in China were conducted by a separate subsidiary, AES  China Generating Company Ltd., that was capitalized in February, 1994 with funds from AES and an initial public offering. The company was traded on the over-the-counter market, but recently AES had announced plans to purchase the interest in the subsidiary it did not own. Thus, financing and ownership arrangements were varied and often required protracted negotiations and the ability to work with a number of different partners. Most of the growth in demand for electricity, as well as most of the privatization opportunities, were occurring in developing or emerging economies and three-quarters of AES’s development people and financial resources were focused on those markets in 1996. AES saw as its competitive advantage against larger and better financed competitors its agility or speed and its ability to commit corporate equity and to arrange complex financial transactions. It also had some â€Å"disadvantages,† particularly its emphasis on integrity that precluded the company from doing some things to obtain business that not all of its competitors were as reluctant to do. The company’s two founders both had extensive experience in government prior to founding AES, and to some extent this helped steel their determination to avoid creating a bureaucratic organization resembling the government. Bakke, a 1970 MBA graduate from Harvard Business School, had worked following graduation at the Department of Health, Education, and Welfare and then in the Office of Management and Budget before moving to the Mellon Institute’s Energy Productivity Center in Washington, D.C. There, he and Sant, another Harvard MBA who had headed the Ford administration’s energy conservation efforts, worked together and AES 1995 Annual Report, p. 1. wrote a book, Creating Abundance: America’s Least-Cost Energy Strategy. Out of the research for that book and their work on energy policy for the Ford and Carter administrations came the idea to start AES as a participant in the new independent power producer industry. Both Bakke and Sant are individuals with strong moral convictions and indeed both have a touch of the missionary in them. Bakke is very active in both charitable and  Christian church (Baptist) activities. This social conscience and sense of a higher purpose or calling has pervaded the operation and management of AES since its inception. For example, Bakke’s description of the purpose or mission of AES is â€Å"to steward resources to meet the needs of society.† 2 From the beginning, AES has had a strong set of core values and beliefs about people that it works hard to operationalize on a continuing basis. The four core values are: Integrity †¦ Integrity comes from the Latin word, `integra,’ which means `wholeness.’ By carefully weighing all factors–ethical concerns, stakeholder interests, and societal needs–AES strives to act with integrity in all of its activities. Fairness . . . the term `fairness’ means `justice.’ Often `fairness’ is confused with `sameness’ †¦ We don’t mean that. AES aspires to give everyone special treatment. Everyone is unique †¦ And the effects of treating people justly in corporate systems and organizations can be profound. Social responsibility. The most socially responsible thing a corporation can do is to do a superb job of meeting a need in society. Therefore, companies must carefully manage capital, employees and intellect to meet a societal need. For AES, the first step in this process is to ensure that every generating plant is operated in a clean, reliable, safe, and cost-effective manner. But we have chosen to go beyond these essentials †¦ That is why we plant millions of trees to offset carbon dioxide and build new schools and take numerous other steps to improve our environment and build communities. Fun †¦ For us, `fun’ means establishing an environment in which people can use their gifts and skills to make a difference in society without fear of being squelched. Creating a fun workplace environment requires a positive view of humanity that begins with the people who work in the corporation.3 AES also has a set. of core assumptions about people that it tries to use in design ing and managing its organization. These assumptions are that AES people: 1) Are creative, thinking individuals–capable of learning and making decisions, like to control their environment and can be trusted; 2) Are responsible–can be held accountable; An important element of AES is its commitment to four major â€Å"shared† values .. . AES believes that earning a fair profit is an important result of providing a quality product to its customers. However, if the Company perceives a conflict between these values and profits, the Company will try to adhere to its values–even though doing so might result in diminished profits or foregone opportunities. Moreover, the Company seeks to adhere to these values not as a means to achieve economic success, but because adherence is a worthwhile goal in and of itself The Company intends to continue these policies after this offering.s To AES, simply maximizing profits is not the primary objective of the corporation. Dennis Bakke has written: Where do profits fit? Profits . . . are not any corporation’s main goal. Profits are to a corporation much like breathing is to life. Breathing is not the goal of life, but without breath, life ends. Similarly, without turning a profit, a corporation, too, will cease to exist. . . . At AES we strive not to make profits the ultimate driver of the corporation (although I admit we slip from time to time in this regard). My desire is that the principles to which we strive would take preeminence.6 AES operationalizes its values and its commitment to them in myriad operating policies and practices. An example, drawn from a common stock offering prospectus in 1993, helps to illustrate how the company turns its values into actions: Most of the Company’s plants operate without shift supervisors. The project subsidiaries are responsible for all major facility-specific business functions, including financing and capital expenditures†¦. Every AES person has been encouraged to participate  in strategic planning and new plant design for the Company. The Company has generally organized itself into multi-skilled teams to develop projects, rather than forming `staff’ groups †¦ to carry out specialized functions. Two examples illustrate these principles of decentralization and empowerment in action. Most financial decisions at this financially-leveraged company are not made by the chief financial officer, Barry Sharp, but rather by AES project teams comprised largely of people with no formal training in finance. For instance, â€Å"hard as it is to imagine, CFO Sharp has raised less than $300 million of the approximately $3.5 billion of funding for AES’s 10 power plants. The multidisciplinary project team working on each new plant is charged with that task, even if the team has little finance experience. Bankers phone Sharp expecting him to call the shots, but he demurs and instead gives the bankers a list of the team members so the bankers can call them directly. At the AES plant in Thames, Connecticut, a task force including front-line people invest the plant’s debt reserves, negotiating directly with investment bankers and, in the process, learning a lot about finance and fi nancial markets. Pam Strunk, the financial superintendent at the plant, said that it was important that â€Å"they have the fun and novelty of doing something that’s different from what they do all day. If we lose 100 basis points for a few days, then that’s the price we pay.† 8 Another example comes from a description of how the corporation built a $404 million project in Cumberland, Maryland. The project took ten years to put together and was handled by a team of 10 people who â€Å"secured 36 separate permit approvals involving two dozen regulatory agencies and arranged financing that involved tax-exempt bonds and 10 lenders. Normally, such projects require hundreds of workers, each with small specific tasks to perform within large corporations.†9 What is particularly noteworthy is the composition of the team. With two exceptions, they were all under 40 years old and many had little or no previous experience doing what they did on the project. Paul Burdick, a mechanical engineer with no MBA or any formal training in finance, handled the complex financing of the project. Ann Murtlow, the team leader, was a thirty-five year old chemical engineer who also did not have an MBA degree. The composition and operation of the team illustrates a core AES concept of allowing people to try new things. Although eschewing the pursuit of profits or maximizing shareholder value as the primary objective of the company and, in fact, doing numerous things to operate according to the four core values, the company has nonetheless been very financially successful. As seen in Exhibit 2 using data drawn from its 1995 Annual Report, the firm enjoyed a 105% growth in revenues between 1991 and 1995 and during that period grew its earnings per share more than 113% while its total assets grew almost 70% and its shareholders’ equity grew 289%. The annual report also illustrates some other unique things about the company and how it views itself. The document lists by name each of the 1,258 people who work for the company on pages 49-53. The discussion of operations in the letter to the shareholders has, as its first section, one on Shared Values/Principles. That section reported on the results of the annual employee survey and discussed both improvements (â€Å"there is less concern this year about an imbalance between shareholder and other stakeholder interests. There is also less fear that our principles will erode as we create businesses in many nations†) as well as problems (â€Å"Some of our people at Thames . In eight years, the value of a share of AES stock went from $2 to $250, and $10,000 invested in AES in 1982 would now be worth $10 million. In late 1996, the company’s shares were near an alltime high and were selling at a multiple of about 30 times earnings, indicating that Wall Street appreciated — even if it did not always fully understand — at least the financial aspects of the AES story. THE THAMES, CONNECTICUT PLANT Although no plant at AES is exactly like any other, in part because of the value placed on decentralization, the operation in Connecticut is typical of AES. The Thames plant is located in Uncasville, Connecticut, near New London, and about 45 minutes from Providence, Rhode Island. The plant is located on only seven acres and is in close proximity to neighboring houses. The plant cost $260 million to construct and uses coal for fuel. It began commercial operations in March, 1990, supplying 181 megawatts of electricity to Connecticut Light and Power and up to 100,000 pounds of steam per hour to Stone Container’s paper recycling plant that is adjacent to AESThames. The plant has operated on average at over 95 percent of capacity since it opened, compared to 83 percent for the industry as a whole. Consistent with the AES value of social responsibility, the plant strives to be a â€Å"good neighbor† to those living nearby. A visitor to the plant is immediately struck by its cleanliness, and the people who work in the plant are proud of its appearance. The walls of the plant exterior are very light colored (off-white), so that any dirt would be immediately visible. The color of the walls was intentionally chosen to encourage respect for the physical environment and cleanliness. The place where the coal is unloaded from the barges that bring it up the Connecticut River is also immaculate. The coal handling system is covered to  avoid excess dust or debris getting into the surroundings and the unloading dock and surrounding area is swept by a mechanical sweeper after the once a week delivery. There is no smell of sulfur in the air, and in fact, no odor at all. The attitude of cleanliness extends inside the plant as well. For instance, there are two â€Å"lunch rooms,† although both have stoves, and one has a microwave oven, cooktops, refrigerator, and   dishwasher as well, which makes them more than a typical plant eating area. Quite elaborate meals are cooked there. Both lunch rooms are clean with no dirty dishes sitting around. The cabinetry is of excellent quality and appearance as are the appliances. The turbine rooms are also imma culate. In keeping with AES’s social responsibility and concern for the environment, the AES Thames plant has funded a project to plant 52 million trees in Guatemala, designed to reduce the greenhouse effect produced by the burning of coal to produce power. The number of trees was selected based on estimates of the number required to absorb the entire amount of carbon dioxide produced in the plant during its anticipated 40-year life span. In the fall of 1996, Thames employed a total of 59 people, including five in adininistration, seven area superintendents, nine in maintenance, five in material handling and processing, eight instrument and electrical repair technicians, and 20 operations technicians. The full staffing level for the plant is 63 positions, and hiring was occurring at the time. A number of the plant’s employees had previously worked either for the Navy or General Dynamics at the nearby Groton, Connecticut shipyard. About 20% of the people in the plant have college degrees, including Associate’s degrees. Recall, these are the people that are handling the investment of the plant’s debt reserves of several millions of dollars and essentially making all of the decisions in a collaborative environment. There is very little emphasis on  formal credentials in the hiring process. And this is true throughout AES. The company has about twenty to thirty MBAs, many of whom have been in the company a while. Most have come from their home (non-U.S.) countries. At AES, no one gets hired into the company at a senior level, and the company tends not to use headhunters for jobs at any level. The company also has tried not to hire directly into project director (new development) positions. AES-Thames has an extremely low turnover rate, as does AES generally. One of the reasons for the low turnover is that AES is a different and special place and people know it and value that fact. To be written about in the Wall Street Journal and other publications, to receive many visits, reinforces the pride and feeling of uniqueness that AES people share. People do often move within the company. Out of perhaps 70 people who were in the Thames plant when it began, only 4-5 people have left the company in seven or eight years. The low turnover is also because, as one person put it, â€Å"we all have the ability to expand what we do.† The plant organization has three levels — the plant manager, the seven area superintendents, and the front-line people. Because the facility operates continuously, there is some shift work. After some experimentation, people now work three twelve-hour shifts and then have three days off. They then rotate between the night and day shifts. The first shift is from 6:30 in the morning until 6:30 at night, and the second shift is from 6:30 P.M. to 6:30 A.M. Maintenance has a standard 40 hour week but the individuals have pagers, and they rotate responsibility for off-hours coverage.