...THE GLENCOE LITERATURE LIBRARY Study Guide for The Autobiography of Benjamin Franklin by Benjamin Franklin i Meet Benjamin Franklin Benjamin thought that his older brother James was too hard on him, and they often fought. When his apprenticeship ended, Franklin went to Philadelphia. This city, far more than his birthplace of Boston, became Franklin’s home. In Philadelphia he established his own business and raised his family. After Franklin retired from business in 1748, he embarked on a new career as a civil servant. He served in the Pennsylvania Assembly and became deputy postmaster-general. Sent to England as a representative of the Assembly, he spent five years there. During that time, he made the acquaintance of statesmen and scientists alike. Years later, he returned to England and found himself caught up in the growing tension between the thirteen colonies and the British government. Franklin’s loyalties were divided. He felt affinities to the colonies and to King George II of England. When he could tolerate the British government’s policies toward the American colonies no longer, he sailed back to the colonies. By the time his ship arrived, the first battles of the American Revolution had already been fought. Franklin was chosen to serve on the Second Continental Congress, which, acting as the government for the colonies, declared independence from Britain and appointed George Washington as commander in chief of the American army. Franklin was one of five...
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...THE GLENCOE LITERATURE LIBRARY Study Guide for The Autobiography of Benjamin Franklin by Benjamin Franklin i Meet Benjamin Franklin Benjamin thought that his older brother James was too hard on him, and they often fought. When his apprenticeship ended, Franklin went to Philadelphia. This city, far more than his birthplace of Boston, became Franklin’s home. In Philadelphia he established his own business and raised his family. After Franklin retired from business in 1748, he embarked on a new career as a civil servant. He served in the Pennsylvania Assembly and became deputy postmaster-general. Sent to England as a representative of the Assembly, he spent five years there. During that time, he made the acquaintance of statesmen and scientists alike. Years later, he returned to England and found himself caught up in the growing tension between the thirteen colonies and the British government. Franklin’s loyalties were divided. He felt affinities to the colonies and to King George II of England. When he could tolerate the British government’s policies toward the American colonies no longer, he sailed back to the colonies. By the time his ship arrived, the first battles of the American Revolution had already been fought. Franklin was chosen to serve on the Second Continental Congress, which, acting as the government for the colonies, declared independence from Britain and appointed George Washington as commander in chief of the American army. Franklin was one of five...
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...i Study Guide for The Autobiography of Benjamin Franklin by Benjamin Franklin T H E G L E N C O E L I T E R A T U R E L I B R A R Y The Autobiography of Benjamin Franklin Study Guide 9 Copyright © by The McGraw-Hill Companies, Inc. Benjamin thought that his older brother James was too hard on him, and they often fought. When his apprenticeship ended, Franklin went to Philadelphia. This city, far more than his birthplace of Boston, became Franklin’s home. In Philadelphia he established his own business and raised his family. After Franklin retired from business in 1748, he embarked on a new career as a civil servant. He served in the Pennsylvania Assembly and became deputy postmaster-general. Sent to England as a representative of the Assembly, he spent five years there. During that time, he made the acquaintance of statesmen and scientists alike. Years later, he returned to England and found himself caught up in the growing tension between the thirteen colonies and the British government. Franklin’s loyalties were divided. He felt affinities to the colonies and to King George II of England. When he could tolerate the British government’s policies toward the American colonies no longer, he sailed back to the colonies. By the time his ship arrived, the first battles of the American Revolution had already been fought. Franklin was chosen to serve on the Second Continental Congress, which, acting as the government for the colonies, declared independence...
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...was projected to be the longest crude oil pipeline in the United States. Goodyear needed to place orders with pipe manufacturers immediately so it could begin construction as soon as the permits were granted, and meet the company's goal of starting operations in the first quarter of 1987. These orders would represent the first significant sum of money committed to the project, which was larger than any other in Goodyear's 86-year history. The pipeline was projected to cost as much as $2 billion, with pipe representing the project's single largest component. The Goodyear Tire and Rubber Company Goodyear was the largest tire producer in the world. In 1983 the company had revenues of $9.7 billion and net income of $305 million. See Exhibits 1 and 2 for Goodyear's income statements and balance sheets. Tires and related transportation products accounted for 75% of both revenue and assets and approximately 70% of operating income. Goodyear held 22% of the worldwide market in tires, followed by Michelin with 18%, and Firestone with 10%. However, Goodyear's market position varied widely geographically. In North America the company held the lead with a 29% share, followed by Firestone with 17%. In Europe, however, Goodyear's 14% share trailed far behind Michelin's 42%, and in Japan, Goodyear held only 1% of the market. In addition to tires and related transportation products, Goodyear manufactured a wide range of metal, rubber, plastic, chemical, and high technology products for the...
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...projected to be the longest crude oil pipeline in the United States. Goodyear needed to place orders with pipe manufacturers immediately so it could begin construction as soon as the permits were granted, and meet the company's goal of starting operations in the first quarter of 1987. These orders would represent the first significant sum of money committed to the project, which was larger than any other in Goodyear's 86-year history. The pipeline was projected to cost as much as $2 billion, with pipe representing the project's single largest component. The Goodyear Tire and Rubber Company Goodyear was the largest tire producer in the world. In 1983 the company had revenues of $9.7 billion and net income of $305 million. See Exhibits 1 and 2 for Goodyear's income statements and balance sheets. Tires and related transportation products accounted for 75% of both revenue and assets and approximately 70% of operating income. Goodyear held 22% of the worldwide market in tires, followed by Michelin with 18%, and Firestone with 10%. However, Goodyear's market position varied widely geographically. In North America the company held the lead with a 29% share, followed by Firestone with 17%. In Europe, however, Goodyear's 14% share trailed far behind Michelin's 42%, and in Japan, Goodyear held only 1% of the market. In addition to tires and related transportation products, Goodyear manufactured a wide range of metal, rubber, plastic, chemical, and high technology products...
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...Ethics Case Analysis BP BP Struggles to Resolve Sustainability Disaster Case Summary: The BP oil spill in the Gulf of Mexico in April 2010 is the worst oil spill in US history. Initial claims on the scope of the spill, as released by BP, was that 5,000 barrels per day were being released into the water, although they stated they had no way of precisely measuring the spill. Outside analysts have stated that between 54,000 and 84,000 barrels per day were leaking into the area. This estimate has been largely supported and accepted. The spill lasted for 87 days before workers finally sealed the leak, but by that time, more than 4 million barrels of oil had been released into the gulf. The BP oilrig, owned by Transocean, Deepwater Horizon had been in operation in the Gulf of Mexico since February 2001. The rig was valued at more than $560 million dollars and worked on many different wells in the gulf. The last well it operated on was the Macondo well. It was this well that the oil spill came from and was brought about by several preventable errors on the part of BP and Transocean management and employees. The Deepwater Horizon vessel was an exploratory rig assigned the duty of finding oil, reporting it, and capping the well for another extracting type rig to come in and harvest the oil. While drilling the well, the rig encountered pockets of natural gas buildups where it was drilling. A week prior to the fatal explosion, Horizon encountered one of these pockets and the natural...
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...Strategic Research Project Analysis: NOBLE ENERGY, INC Respectfully Submitted to: Dr Shengsheng Charlie Huang Strategic Management MGMT 4309- Fall 2013 Table of Contents 1. Executive Summary 2. Introduction 3.1 Company Background 3.2 Purpose of the study 3. External Analysis 4.3 General Environmental Analysis 4.4.1 Demographic Segment 4.4.2 Economic Segment 4.4.3 Political/Legal Segment 4.4.4 Socio-Cultural Segment 4.4.5 Technological Segment 4.4.6 Global Segment 4.4.7 Summary of the General Environmental Analysis 4.4.8 Industry Driving Forces 4.4 Industry Analysis 4.5.9 Description of the Industry 4.5.10 Industry Dominant Economic Features 4.5.11.1 Market Size 4.5.11.2 Market Growth Rate 4.5.11.3 Industry Trends 4.5.11 Five Forces Analysis 4.5.12.4 Threats of New Entrants 4.5.12.5 Power of Suppliers 4.5.12.6 Power of Buyers 4.5.12.7 Power of Substitutes 4.5.12.8 Intensity of Rivalry 4.5.12.9 Summary of Industry Analysis 4.5 Competition Analysis 4.6.12 Industry Competitors 4.6.13 Rivals Anticipated Strategic Moves 4.6.14 Summary of Competitive Analysis 4.6.15 Key Success Factors 4. Internal Analysis 4.1 Organizational Analysis 4.1.1 Corporate Values...
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...Deep Trouble: A StateCorporate Environmental Crime Analysis of the 2010 Gulf of Mexico Oil Spill Elizabeth A. Bradshaw Western Michigan University, brads2ea@cmich.edu Follow this and additional works at: http://scholarworks.wmich.edu/dissertations Recommended Citation Bradshaw, Elizabeth A., "Deepwater, Deep Ties, Deep Trouble: A State-Corporate Environmental Crime Analysis of the 2010 Gulf of Mexico Oil Spill" (2012). Dissertations. Paper 53. This Dissertation-Open Access is brought to you for free and open access by the Graduate College at ScholarWorks at WMU. It has been accepted for inclusion in Dissertations by an authorized administrator of ScholarWorks at WMU. For more information, please contact maira.bundza@wmich.edu. DEEPWATER, DEEP TIES, DEEP TROUBLE: A STATE-CORPORATE ENVIRONMENTAL CRIME ANALYSIS OF THE 2010 GULF OF MEXICO OIL SPILL by Elizabeth A. Bradshaw A Dissertation Submitted to the Faculty of The Graduate College in partial fulfillment of the requirements for the Degree of Doctor of Philosophy Department of Sociology Advisor: Ronald C. Kramer, Ph.D. Western Michigan University Kalamazoo, Michigan August 2012 THE GRADUATE COLLEGE WESTERN MICHIGAN UNIVERSITY KALAMAZOO, MICHIGAN June 29, 2012 Date WE HEREBY APPROVE THE DISSERTATION SUBMITTED BY Elizabeth A. Bradshaw ENTITLED Deepwater, Deep Ties, Deep Trouble: A State-Corporate Environmental Crime Analysis of the 2010 Gulf of Mexico Oil Spill AS PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE ...
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...Industrial Technologies Program Steam Digest A compendium of articles from 2003 on the technical and financial benefits of steam efficiency, presented by stakeholders in the U.S. Department of Energy’s BestPractices Steam efforts Volume IV Compiled for the Industrial Technologies Program By the Alliance to Save Energy Acknowledgements The Steam Digest: Volume IV is the fourth annual compilation of articles dedicated to steam system efficiency. The U.S. Department of Energy’s (DOE) Office of Energy Efficiency and Renewable Energy sponsors the BestPractices Steam program, which either directly or indirectly facilitated the creation of all the articles contained in this volume. BestPractices Steam, which is part of the wider BestPractices program under DOE’s Industrial Technologies Program, works with industry to identify plant-wide opportunities for energy savings and process efficiency. The BestPractices Steam Steering Committee provides a great deal of input and guidance into the program (see more information about the Committee on pages 1 and 2). Mr. Fred Fendt, Technical Fellow with Rohm & Haas, serves as Chair of the BestPractices Steam Steering Committee. Ms. Debbie Bloom, Senior Consultant for Nalco Company, continues as Vice-Chair. Mr. Doug Riley, Director of Global Energy of Millennium Chemicals, serves as the Executive At-Large. These individuals participate on the BestPractices Steam Steering Committee: Bob Bessette President, Council of Industrial...
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...RISK MANAGEMENT IN ISLAMIC BANKING AND FINANCE: THE ARAB FINANCE HOUSE EXAMPLE Bilal A. Fleifel A Thesis Submitted to the University of North Carolina Wilmington in Partial Fulfillment of the Requirements for the Degree of Master of Business Administration Cameron School of Business University of North Carolina Wilmington 2009 Approved By Advisory Committee Howard Rasheed Cetin Ciner William H. Sackley Chair Accepted By DN: cn=Robert D. Roer, o=UNCW, ou=Dean of the Graduate School & Research, email=roer@uncw. edu, c=US Date: 2010.01.21 15:02:51 -05'00' ________________________ Dean, Graduate School TABLE OF CONTENTS TABLE OF CONTENTS ..................................................................................................... ii ABSTRACT........................................................................................................................ vi ACKNOWLEDGMENTS .................................................................................................. vii DEDICATION .................................................................................................................. viii LIST OF TABLES .............................................................................................................. ix LIST OF FIGURES...............................................................................................................x GLOSSARY .............................
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...Offshore Employment Handbook The Time-Saving “Getting Started” Guide for Finding Offshore Oil, Gas & Energy Jobs WE STRONGLY RECOMMEND TO SAVE THIS DOCUMENT ONTO YOUR HARD DISC NOW!!! Offshore Employment Kit…2 How to Avoid Offshore Oil Job Scams..................................................................... 5 Living the Offshore Life ......................................................................................... 10 Glossary of oilfield terms ....................................................................................... 12 Frequently asked questions about the offshore industries ........................................ 14 Nature of the oil industry ....................................................................................... 16 working conditions ................................................................................................ 19 Employment .......................................................................................................... 20 Occupations in the Industry.................................................................................... 20 Training and Advancement..................................................................................... 22 Earnings ................................................................................................................ 23 Outlook ......................................................................................................
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...Unclassified Organisation de Coopération et de Développement Économiques Organisation for Economic Co-operation and Development DAF/COMP(2014)14 06-Jun-2014 ___________________________________________________________________________________________ English - Or. English DIRECTORATE FOR FINANCIAL AND ENTERPRISE AFFAIRS COMPETITION COMMITTEE DAF/COMP(2014)14 Unclassified AIRLINE COMPETITION -- Background Paper by the Secretariat -18-19 June 2014 This document was prepared by the OECD Secretariat to serve as a background note for Item IX at the 121st meeting of OECD Competition Committee on 18-19 June 2014. The opinions expressed and arguments employed herein do not necessarily reflect the official views of the Organisation or of the governments of its member countries. More documents related to this discussion can be found at http://www.oecd.org/daf/competition/airlinecompetition.htm. English - Or. English JT03358883 Complete document available on OLIS in its original format This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. DAF/COMP(2014)14 TABLE OF CONTENTS Introduction ................................................................................................................................................. 3 1. Features of the airline industry .............................
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... SUNY EMPIRE STATE Kingsley: Beijing Foreign policy in West Africa 1 Contents Executive Summary Concept and Assumptions Methods of Argumentation Theoretical and Policy Prescriptions Conclusion References Kingsley: Beijing Foreign policy in West Africa 2 Executive Summary China's increase involvement in West Africa over the past decade is one of the most significant recent developments in the region. It appears to redirect the idea of marginalization of West Africa and Africa as a continent, which brings significant political consequences. Beijing's West Africa interest is part of a recently more active strategy based on its booming economic growth, the need to search for a new source of raw materials, and a new source to market its manufactured goods. Beijing more recent policy practice in West Africa has been the one of multi-polarity and non-intervention. As a global demand for energy continues to rise, major economic powerful nations like China, the United States, the European...
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...nhollingworth@williamandrew.com. http://www.williamandrew.com/MNt NaNotechNology applicatioNs for cleaN Water edited by Nora savage Office of Research and Development, US Environmental Protection Agency and (in alphabetical order) Mamadou Diallo Materials and process simulation center, Division of chemistry and chemical engineering, california institute of technology Jeremiah Duncan Nanoscale Science and Engineering Center, University of Wisconsin-Madison anita street Office of Research and Development, US Environmental Protection Agency and Center of Advanced Materials for the Purification of Water with Systems, University of Illinois at Urbana-Champaign richard sustich N o r w i c h , N Y, U S A copyright © 2009 by William andrew inc. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher. ISBN: 978-0-8155-1578-4 Library of Congress Cataloging-in-Publication Data Nanotechnology applications for clean water / edited by Nora savage ... [et al.] p. cm. -- (Micro & nano technologies) includes bibliographical references and index. ISBN 978-0-8155-1578-4 1....
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...Business risks facing mining and metals 2012–2013 Organizations that succeed do so because they are best able to optimize the risk and reward equation for both strategic and operational issues. Contents The Ernst & Young business risk radar for mining and metals Executive summary The top 10 business risks 1. Resource nationalism 2. Skills shortage 3. Infrastructure access 4. Cost inflation 5. Capital project execution 6. Social license to operate Editorial — Prospects and perils: facing up to political risks in mining and metals 7. Price and currency volatility 8. Capital management and access 9. Sharing the benefits 10. Fraud and corruption 3 4 10 11 14 17 20 23 26 28 32 35 38 40 Under the radar Getting prepared 42 46 The Ernst & Young business risk radar for mining and metals Up from 2011 Down from 2011 Same as 2011 New entry The risks closest to the center of the radar are those that pose the greatest challenges to the mining and metals sector in 2012 and into 2013. The business risk report Mining and metals 2012–2013 3 Executive summary 4 The business risk report Mining and metals 2012–2013 A more complex and extreme risk environment “The bottom line is that if returns start to wane, then there is a greater imperative for organizations to tightly and more effectively manage their risks to maintain an adequate risk/reward balance.” Mike Elliott Global Mining and Metals Leader, Ernst & Young On the surface, the top...
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