...Suncor Energy - Resource-Based Approach Suncor uses the resource-based approach to add value to the company. They will invest 7.3 billion in capital and exploration according to the budget set forth for 2013. 3.3 billion of that is to be used towards growth projects and half to the exploration and production segment. “Growth capital plans in the Oil Sands are balanced between advancing development plans for Oil Sands Ventures, building new infrastructure to enhance marketing flexibility and takeaway capacity, and commencing work on a variety of debottlenecking projects.”(1) Suncor is adding to their resources to ensure they remain profitable, as well as to increase profits, into the future. “Suncor continued to return cash to shareholders through dividends and share repurchases. The company repurchased $408 million of its common shares in the fourth quarter of 2012, and returned more than $2.0 billion to shareholders through share repurchases and dividends in 2012.” (1) With this much value on their returns it seems as if Suncor’s approach is working, the resource-based approach is adding value to the company that is being returned to the stakeholders. The type of company you are running will decide which approach will work best. With a goal based approach the company would decide how well they are doing based on whether or not they reached goals that they set. The internal process approach determines how well the company is doing based on the internal workings...
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...into one of continuous improvement. For organizations that are new to Lean, the effort required will be significant in order to realize the true value associated with Lean principles. Poor planning will almost certainly result in disappointment and leave a strong negative association with any future Lean attempts along with a big investment with little to no return. With a focus on continuous improvement and continuous flow, manufacturing based on pull rather than push demand will assist organizations in becoming Lean. While Lean is a long journey, it can be one that returns significant value to an organization. What follows is a view of the history of Lean, some of the tools such as Value Stream Mapping, Kaizen, etc, along with the expected benefits, potential barriers, critical success factors, and a quick view of Lean at Suncor. Table of Contents 1.1. Introduction 4 1.2. Concepts, Theories, Tools and Techniques 5 1.2.1. The Toyota Production System 5 1.2.2. The Toyota Way 5 1.2.3. Continuous Flow – Pull versus Push 5 1.2.4. Mudda and the...
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...BUSINESS PROFFESIONALETHICS COMM 332 Individual Assignment Discuss in your paper the three companies you researched and describe briefly their ethical dilemmas. Then compare the issues that they faced using the discussions, theories and relative case studies from the course. Discuss in your opinion how they could have avoided their ethical dilemma. Illiès Boussaha Student number: 230106913 Due Date: November 7, 2012 Word count: 2057 Maple Leaf Food is a Canadian food processing company that is located in Canada, the U.S, U.K and Asia. Its 100 facilities operates in the food and beverage sector, hiring 23.500 employees around the globe, of whom 1.100 temporary foreign workers. The company was created in 1963 and was originally named Canada Bread Company, Limited. It was, and still is the largest food processor of the country. A few years later, McCain Capital Corporation and the Ontario Teachers Pension Plan Board acquired most of the shares. They are still the main shareholders today. Moreover, the company acquired Olivieri™ Fresh Pasta and Sauces in 1988 and merged with Canada Packers Inc. In 1991. The company bought Canada's largest rendering company, Rothsay, the services provided by Rothsay are linked to environmental sustainability (collecting, processing and recycling animal products). Therefore, Maple Leaf Food seems to be environmentally friendly and thus has accomplished...
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...BUEC 563 – Energy Industries and Markets: Syllabus Instructor: Richard Dixon Email: rjdixon@ualberta.ca Phone: (780) 248-1650 ------------------------------------------------- Prerequisite: BUEC 502 – Managerial Microeconomics (or equivalent) COURSE OBJECTIVES While part of the Natural Resources, Energy and Environment specialization this introductory course is an overview to the resource and energy industries and markets. Students gain a basic understanding of the evolving nature and structure of energy industries and markets, including market, technological, environmental and other strategic issues. Second, there is a strong emphasis on students' proficiency levels in verbal and written business communication. Of particular interest is the ability to do and convey critical analysis and thinking in a variety of business formats (e.g. briefing note, strategic scenarios, business case, oral presentation, etc.). LEARNING GOALS Critical Thinking Students will be exposed to current issues and ideas concerning energy and its development in the 21st Century and this will help to develop their ability to analyze problems, situations and issues in a clear-minded, rigorous intellectual manner. At the end of the course the student will have more tools to critically think about current energy issues. Energy Fundamentals Students will enhance and develop a better understanding and awareness of the energy sector and its fundamentals from an economics, management and business...
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...1. Company Profile ----------------------------------------------------------------------------- 3 2. Recent History ------------------------------------------------------------------------------- 3 3. Business Description ------------------------------------------------------------------------ 4 4. Financial Analysis --------------------------------------------------------------------------- 5 5. Strategy & Leadership ----------------------------------------------------------------------- 7 6. Future Outlook--------------------------------------------------------------------------------- 8 7. References-------------------------------------------------------------------------------------- 10 Company Profile Teck Resources Limited, formerly known as Teck Cominco Limited, was formed in 2001 following the merger of Cominco and Teck Corporation. It is a Canadian based integrated mining, mineral processing and metallurgical company. Seven years ago in 2001(1) when the Teck Cominco merger was completed, two strong Canadian companies with a tradition of excellence in mining and metal refining were brought together. In October of 2008 (1), the management of the company announced the launch of a simplified brand name, Teck, and the formation of five business units specializing in copper, metallurgical coal, zinc, gold and energy. The company has expertise across the full range of activities related to mining, including exploration, development...
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...Ethical Issues in Mergers and Acquisitions MERGERS AND ACQUISITIONS-AN OVERVIEW: The phrase mergers and acquisitions (M&A) refers to the aspect of corporate strategy, corporate finance and management dealing with the buying, selling and combining of different companies that can aid, finance, or help a growing company (in a given industry) grow rapidly without having to create another business entity. In legal terminology, mergers and acquisitions can be defined as follows: • Merger: A full joining together of two previously separate corporations. A true merger in the legal sense occurs when both businesses dissolve and fold their assets and liabilities into a newly created third entity. This entails the creation of a new corporation. • Acquisition: Taking possession of another business, also called a takeover or buyout. It may be share purchase (the buyer buys the shares of the target company from the shareholders of the target company. The buyer will take on the company with all its assets and liabilities. ) or asset purchase (buyer buys the assets of the target company from the target company). Although they are often uttered in the same breath and used as though they were synonymous, the terms merger and acquisition mean slightly different things. A purchase deal will also be called a merger when both CEOs agree that joining together is in the best interest of both of their companies. But when the deal is unfriendly - that is, when the target company does not want...
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...1.1 The Concept of Business and Profit (slide 2) Introduction: Alberta tar sands: Oil. lack of water, lack of energy. Major companies: Suncor Energy Inc., Canadian Natural Ressources Ltd., Petro-Canada and Syncrude Canada Ltd. Producing thousands of jobs and millions of barrels. Voisey’s bay: Nickel mining project. Labrador, Newfoundland. building a new smelter, innu population asks 3% royalty. Provided job for around 1000 people, will drop to 400 after. Profit or problem? * Business: organization of people that produces or sells goods or services for profit. * Profit: what remains after a business’s expenses have been subtracted from its revenues; it rewards the owners of taking the risks involved in investing their time and money. * A loss: a negative profit. * Examples of profitable companies: 2005: RBC ($3.3 bil.), Manulife Finacial ($3.2 bil.) and Imperial Oil Ltd. ($2.6 bil.) * Non-profit organizations can be seen here too as they give something to the owner. In this case, motivation is not profit, but personal satisfaction throughout volunteerism, others through representing their constituents in public office. * Business owners essentially want to be rewarded by profit to open their business. Try to find something that people will pay them to do. * Consumer demand: what they want or need; no matter how efficient, a business will not survive if no one asks for what it can give. * Good business: will identify unmet consumer needs...
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...Issues Objectives After reading this chapter, you will be able to: • Define business ethics and examine its importance. • Detect some of the ethical issues that may arise in business. • Specify how businesses can promote ethical behaviour. • Define social responsibility and explain its relevance to business. • Debate an organization’s social responsibilities to owners, employees, consumers, the environment, and the community. • Evaluate the ethics of a business’s decision. Enter the World of Business The Leopard Did Change His Spots—They Grew The son of a wealthy brewery executive, Conrad Moffat Black was born August 25, 1944, in Montreal. After leaving home at age 18, he earned a history degree at Carleton University, a law degree at Laval, and an MA from McGill. An avid student of history, he has written several books (including an autobiography) about political figures such as Maurice Duplessis, Napoleon, and most recently, Franklin Roosevelt. Mr. Black purchased his first newspaper, the Sherbrooke Record, when he was 25 years old. Two years later, he added about 20 Canadian newspapers to his belt with the acquisition of the Sterling Company chain. Five years later, at age 33, he gained control of Argus Corporation (the parent company of Massey-Ferguson, a then prominent maker of farm machinery) and Domtar mining, and he acquired other interests including of course, more newspaper companies. The audacious, and some say ruthless, businessman followed a system of buying up...
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...| Friday » October 19 » 2007 | | | A tale of three good companies and their people | Melanie Collison | Freelance | Saturday, October 13, 2007EDMONTON The idea that individuals are important and can make a worthwhile contribution is front and centre as Edmonton's top companies compete for employees in this labour-short marketplace.To recruit and retain the people of their choice, they're offering recognition, and access to executive ears. They're covering tuition, and investing in safety, health and wellness. And they're building in fun and flexibility.Here are three Alberta companies that embody modern workforce thinking.MICRALYNE INC.A custom electronics components manufacturing firm, Micralyne is one of a mere handful that make microelectromechanical systems (MEMS) used by specialized instrument makers.MEMS components are so tiny that hundreds and hundreds fit on a chip the size of your fingertip. These components move when an electrical force is applied, and trigger an automobile's air bag release, for instance, or direct an overseas telephone call, explains says Jaya Gurjar, marketing and communications.A spinoff from a University of Alberta research facility, Micralyne thrives on new ideas and an open door policy."People are definitely appreciated by management," Gurjar says. "Within the company, there's room to grow."The company as a whole is growing, too, both in its physical plant in the Edmonton Research Park, and in the global marketplace where employees...
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...PersonID | Surname | Title | Given Names | Company | Seminar | Section Completed | Marks | 23270683 | Soesanto | Ms. | Pricillia Indah | Caltex | Wednesday, 3-6pm | Part A | | 25023772 | Yang | Ms. | Han | Caltex | Wednesday, 3-6pm | Part B | | 25843001 | Li | Mr. | Kangtai | Caltex | Wednesday, 3-6pm | Part C | | Prepared by: Part A: Pricillia Indah Soesanto 23270683 Part B: Han Yang 25023772 Part C: Kangtai Li 25843001 Prepared by: Part A: Pricillia Indah Soesanto 23270683 Part B: Han Yang 25023772 Part C: Kangtai Li 25843001 CALTEX Australia Ltd: BUSINESS VALUATION GROUP PROJECT CALTEX Australia Ltd: BUSINESS VALUATION GROUP PROJECT Table of Contents Executive Summary 3 1. Introduction 4 1.1 Purpose 4 1.2 Scope 4 1.3 Sources 4 2. Company Background 4 3. Benchmark 5 4. Capital Market Analysis 6 4.1 Share Ownership 6 4.2 Share Trading and Liquidity 9 4.2.1 Stock Liquidity 9 4.2.2 Bid-Ask Spread 10 4.3 52 Weeks High and Low 12 4.4 News and Disclosure Analysis 14 4.5 Analyst Coverage 17 5. Business Analysis 26 5.1 Macroeconomic Analysis 26 5.1.1 Economic Factors 26 5.1.1.1 GDP Growth 26 5.1.1.2 Exchange Rate 27 5.1.1.3 Interest Rate 28 5.1.2 Legal Factors 28 5.1.2 Market Factors 29 5.2 Industry Analysis 29 5.2.1 Rivalry Among Existing Companies 29 5.2.2 Threat of Substitutes or Services 30 5.2.2.1 Shale Gas 31 5.2.2.2 Biofuels and Renewable Resource 31 5.2.3 Threat...
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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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...text, have a common thread—they all demonstrate the key elements of business as well as the excitement and complexity of business activity. Each case tells a part of the story of our contemporary business world. Part One, Introducing the Contemporary Business World, provides a general overview of business today, including its economic roots, the environment in which it operates, the importance of entrepreneurship, the various forms of ownership of business firms, the globalization of business, and the ethical problems and opportunities facing business firms. ■ We begin in Chapter 1, Understanding the Canadian Business System, by examining the role of business in the economy of Canada and other market economies. We also present a brief history of business in Canada. Then, in Chapter 2, Understanding the Environments of Business, we examine the external environments that influence business activity. These include the economic, technological, socio-cultural, legalpolitical, and general business environments. Next, in Chapter 3, Conducting Business Ethically and Responsibly, we look at individual ethics and corporate social responsibility, and how these affect the firm’s customers, employees, and investors. In Chapter 4, Understanding Entrepreneurship, Small Business, and New Venture Creation, we examine the important concepts of...
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...Corporate Social Responsibility An Implementation Guide for Business Paul Hohnen, Author Jason Potts, Editor Corporate Social Responsibility An Implementation Guide for Business Paul Hohnen, Author Jason Potts, Editor ii Corporate Social Responsibility: An Implementation Guide for Business © 2007, International Institute for Sustainable Development The International Institute for Sustainable Development contributes to sustainable development by advancing policy recommendations on international trade and investment, economic policy, climate change and energy, measurement and assessment, and sustainable natural resources management. Through the Internet, we report on international negotiations and share knowledge gained through collaborative projects with global partners, resulting in more rigorous research, capacity building in developing countries and better dialogue between North and South. IISD’s vision is better living for all—sustainably; its mission is to champion innovation, enabling societies to live sustainably. IISD is registered as a charitable organization in Canada and has 501(c)(3) status in the United States. IISD receives core operating support from the Government of Canada, provided through the Canadian International Development Agency (CIDA), the International Development Research Centre (IDRC) and Environment Canada; and from the Province of Manitoba. The Institute receives project funding from numerous governments inside and outside Canada,...
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...Corporate Social Responsibility An Implementation Guide for Business Paul Hohnen, Author Jason Potts, Editor Corporate Social Responsibility An Implementation Guide for Business Paul Hohnen, Author Jason Potts, Editor ii Corporate Social Responsibility: An Implementation Guide for Business © 2007, International Institute for Sustainable Development The International Institute for Sustainable Development contributes to sustainable development by advancing policy recommendations on international trade and investment, economic policy, climate change and energy, measurement and assessment, and sustainable natural resources management. Through the Internet, we report on international negotiations and share knowledge gained through collaborative projects with global partners, resulting in more rigorous research, capacity building in developing countries and better dialogue between North and South. IISD’s vision is better living for all—sustainably; its mission is to champion innovation, enabling societies to live sustainably. IISD is registered as a charitable organization in Canada and has 501(c)(3) status in the United States. IISD receives core operating support from the Government of Canada, provided through the Canadian International Development Agency (CIDA), the International Development Research Centre (IDRC) and Environment Canada; and from the Province of Manitoba. The Institute receives project funding from numerous governments inside and outside Canada,...
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...GREEN COMPUTING AND GREEN IT BEST PRACTICES On Regulations and Industry Initiatives, Virtualization, Power Management, Materials Recycling and Telecommuting Notice of Rights: Copyright © Jason Harris. All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Notice of Liability: The information in this book is distributed on an “As Is” basis without warranty. While every precaution has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it. Trademarks: Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book. 1 WRITE A REVIEW & RECEIVE A BONUS EMEREO EBOOK...
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