BHP Billiton’s Case study for Corporate Citizenship Essay Example for Free

BHP Billiton’s Case study for Corporate Citizenship Essay Corporate citizenship focuses on the kind of responsibility companies apply toward the community they are operating in. The area of focus could be how customers and the community could be impacted by what a given company or corporation is doing. The area of concern could include the communities such companies are operating in, stakeholders that include shareholders, employees, and other businesses such as suppliers that are interacting or working with such entities. What is involved in corporate citizenship is more than statuary obligation where companies are required to meet certain standards and requirements by law. Corporate citizenship evaluates what business entities with various forms are doing to add to the quality of life of their employees and their dependants, as well as the community they are operating in, including the larger society that their community is part of. Corporate citizenship, also known as corporate social responsibility (Catalyst Consortium, 2002) has opponents and proponents where the opponents argue that focusing on corporate citizenship will derail businesses from focusing on their main concern, which is the usual role businesses are playing in the community. Others are saying, in reality the whole concept is not more than a window-dressing. There are opponents who insist that focusing on corporate citizenship will enable businesses to divert the attention governmental watchdogs are directing at them. What the proponents highlight is if corporations and similar businesses are sensitive to social responsibilities, it will directly benefit them by enabling them to avoid focusing on their short-term drive to maximize profit (Fields, 2002). What is involved in all this is the ethics of doing responsible business in communities where these numerous big businesses that could be corporation are involved, whereby being ethical in what they are doing will benefit them more, by enabling them to avoid pitfalls that could come to haunt them. At the same time, the numerous communities that are accommodating numerous businesses will be free of harm by their wrongdoing. It is difficult to quantify and to come up with some kind measurement technique concerning what should be the standard ethical conformity required from each business entity because of the varied involvement each one of them has in what they are doing (Thillmany, 2007). It is possible to mention Demngs’s Fourteen Points, Balanced Scorecards (Leadership Institute) as an effort to introduce some kind of a standard, although it is difficult to see how successfully it will do the job. Furthermore, Orilizty, Schmidt, and Rynes (2003) had demonstrated that there is a correlation between social performance that takes into consideration the environment and financial performance. The problem with such outlook had been since businesses are aware of their social responsibility they would avoid focusing on the short-term gain they would garner from their conducting business. Some of the key components of corporate responsibilities might involve charitable activities or volunteering to activities that require the input of bigger entities. It is also possible divisions such as human resources or public relations could look after corporate responsibility, while using other divisions in an organization if they are suitable cannot rule them out. It is also possible that it could involve the CEOs or the Boards. There are key areas in an organization where corporation responsibility more vivid. One of them is human resources where the kind of hiring and retaining practice that pertaining to a given firm will enable it to attract good employees and having such practice in place would enable to portray a good image in the community it is operating in. Another area that needs attention is the kind of risk management applied in a given firm, where if anything goes wrong it will be difficult to repair a damaged corporation image. Incidents such as corruption and environmental accidents could exacerbate the erosion of a corporation’s image and requires handling with the utmost care. Overall, the kinds of advantages a corporate that has a good image and is good citizen could reap could a long way and could avail a vast advantage for those that could score high marks. There is also a case where corporations would like to minimize outside interference directed at them, especially by governmental bodies that could levy heavier taxes or introduce strict regulations. Such measures could impeded the advancement corporations can make and one way to avoid that is to engage in various activities such as a concern for the safety and health of their workers, introducing diversity, making the environment their priority, and getting engaged in the community they are operating using the available various channels. In all this, it is possible that corporations will find themselves in a dilemma, because their primary goal is to maximize profit for the stakeholders and if they do not fulfill that obligation, they will not generate enough interest to attract investors. There are economists such as Milton Friedman (NYT) who had openly advocated that since the main drive of corporations is to make profit, they do not have to be worried about the society around them. Such strong-held views had been defied simply because if every corporation strives to become a good citizen, whatever it incurs for doing so will be part of doing normal business. The investors who are members of society will reward those that are good corporate citizens, while they shun away from those that are not, and that obviously affects corporations that fall behind in meeting their good citizenship role. It is also possible that some of the operation of some corporations might have a negative impact on society, on their employees, on the environments and the like, yet they could engage in a public relation campaign to distract critics, observers, or regulators. A few examples to cite are tobacco or petroleum companies whose operations cause damages and no amount of public relation could hide that. In a situation like this, those who can control such operators such as governments, investors, as well as suppliers could exert pressure on them to meet certain good citizenship requirements. Overall, it is possible for corporations to be good citizens and become effective business operators. At the same time, even if some corporations try to become good citizens, because of what they are involved in, it will take them longer time to meet the requirements. The outcome validates that if corporations are not responsible and accountable for what they are doing and have more inputs into the communities they are operating, and unless they oversee the welfare of their workers, as well as numerous partners and stakeholders, in today’s market place where information travels fast, it could cost them a lot. The high price to pay could be worse for those that are public companies, simply because they could be deprived valuable resources such as capital, expertise, manpower, and the like to make them conform. In light of that, this paper will analyze how BHP Billiton, an Australian based resource company is meeting its requirements of a good corporate citizenship. BHP Billiton The company claims that it is distinguished from the other resource companies because it has quality assets, a lineup of projects that the other companies do not have, it is claiming to be customer focused in its marketing effort, it is diversified across many countries, the commodities it deals with are also diversified and that includes the markets it is operating in. One final exception the company has is it is into petroleum business too. With its 39,000 worldwide workers, it is industry leader or near industry leader in commodity business, such as aluminum, energy, mostly coal petroleum and natural gas, copper, manganese, iron, uranium, nickel, silver, and titanium minerals. All this information and more, such as the $15. 6 billion net profit it made for the year 2007 is on the company’s website. It market capitalization from the same source is $140. 5 billion for August of 2007. The company came into existence when two dual listed companies, BHP limited and Billiton Plc merged in 2001. One other important information is the two merged companies continue to exists as separate entities, but they operate as a combined company under one board of directors (BHP Billiton, About Us). Stakeholders BHP Billiton clearly identifies its stakeholders and they start from its employees and contractors, the communities around them that use the products the company is coming up with. There are also those it claims to have influence on what it is doing and that group starts from the investment community as a whole, not only its shareholders, its business partners, organizations in the communities it is located in, unions, non-government organizations, suppliers, various governmental bodies, media, and industry associations. The company believes according to its own statement that accountability and transparency go together. Because of that, it claims that the company’s charter, its sustainable development policy, HSEC management standards, and the guide to proper business conduct is honest and done with integrity and fairness. The company claims that it is an avid believer in dialogue with its stakeholders, as it had witnessed the feedback it gets from them had enabled the management to refine their decision making accordingly, where all prevalent relation information is shared among staff that had resulted in strengthening the relationship with stakeholders. Furthermore, there had been a mechanism to address any grievance that originates from stakeholders. Company Approach to Sustainability The company claims that its sustainable development focuses on how its contributions will have a lasting effect on social, environmental, ethical and economic aspects of the company, as well of the communities it is operating in. Because of that, the company’s priority is to get it right the first time and claims that it has a holistic approach to what it is doing. One of its priorities, which is zero-harm is a requirement to all those involved in the company and they are accountable for their actions. The zero-harm drive focuses in creating a harm free work environment, as well considering the impact what it is doing would have on the environment. The reward it is seeking for accomplishing that is it wants to attract investors, by demonstrating their investment will not only be valued, but it will be made in a company that meets all its social obligations that goes beyond the mandated ones. The same applies to employees that it wants them to be attracted to it because of what it offers and because of the stand it had taken in the community. There is also getting preference from communities and stakeholders for being adherent to what the good corporate citizenship consensus requires. As far as the companies strategies are concerned, it take into account that it is a diversified company that will have to look after its cash flows, where some kind of stability is required in order to be in a position to meet financial, social, and environmental needs, while at the same time it delivers value to its stakeholders. The company admits that it also had a business dimension that it has to take into consideration because, without doing that it will find it difficult to meet its sustainability goal. However, it is with dedication to achieve that goal by making its priority the zero-harm policy that focuses on the well being of workers, communities, and the environment. Furthermore, it makes its priority an effective governance and risk management that will be part of how it operates, so that any wrongdoing will not backfire and affect its progress (BHP Billiton). Sustainability Reporting The company has a policy where it has to review its performance regularly and make its findings public. It believes that doing that will enable it to demonstrate that it is accountable and transparent. It further believes that doing so is an effective stakeholder engagement and the reporting process would become a management tool to measure performance, key company issues, and related management concerns and approaches. It claims that it uses two forms of reporting one online reporting and the other in print. To demonstrate there is a convergence between the company’s risk management and sustainability programs, the sustainability summary report is included as a chapter in the annual reports of the company. Because of the size of the company and what it is involved in, it will result in making the size of the stakeholders large, necessitating that each operation produces its own sustainability report in the locale and region that it operates (BHP Billiton, Our Business). There is a sustainability committee of the Board whose job is to oversee health, safety, environment, and community (HSEC). There are also line managers who are responsible to oversee HSEC performance. This function called HSEC function has the responsibility of providing guidance directly or through networks. It is also open for outside inputs that could originate form experts and it is possible to channel them through a forum on Corporate Responsibility. The diagram illustrates the prevalent structure for sustainable development. Accordingly, the structure demonstrates that it is possible to direct feedbacks to the highest governance body at the company. At the top of the structure there is BHP Billiton Board appointed by the shareholders to look after their interest. Then there is a subcommittee called Sustainability Committee and it main job focuses on HSEC risks, compliance with legal and regulatory requirements concerning HSEC, performance concerning HSEC matters. It is also responsible for preparing annual sustainability summary report. The members have the academic qualification that is pertinent to HSEC so that they can carry out their duty effectively. There is also a forum focusing on corporate responsibility that brings various stakeholders together to discuss and debate on social and environmental issues that are relevant to the company. The audit committee of the board has a job to make sure the financial reporting, internal control structure, risk management, and all required audit functions are in sound condition. The sustainability committee of the board and the audit committee work together, so that the overall overseeing of what takes place in the company meets the requirements. There is also a global ethics panel whose main job is to assist the CEO and to enable him meet the governance document requirement, whereby honesty, integrity, forwarding respect and dignity to others would be part of the CEO’s job. In addition, it deals with employees facing ethical issues, it reviews business conduct issues that came into existence, and it assesses new policy issues and recommendations. Healthy People The company claims that the well being of people is key to the success of what it does. Because of that, its zero harm policy is very important for the company. Safe Workplace The company here also claims the safety of those who work for the company, the contractors of various stripes, and the communities the company divisions are located in are all important for attaining its goal as a good corporate citizen. There are a host of measures that the company is introducing on an ongoing basis to safeguard the health of its employees and the communities that are hosting it wherever it operates. Environmental Commitment The company states that it operates in numerous countries operating a wide variety of business in locations that have different ecosystems. It recognizes that the businesses it is in could affect the environments. Key areas it is focusing on are emissions of gases and particulates, impact of what the company is doing on water quality, land disturbance, land-use change and habitat removal and the like that require more attention be paid on how some of the works are carried out. To deal with such problems the company has a charter that states that the company has an overriding priority to health, safety, environmental responsibility, and sustainable development. Some of the methods it is applying to attain this goal is to strive to be the leader in introducing sound industry practices, to set goals to achieve targets, and enhancing biodiversity protection by taking into consideration ecological values and the use of land. Social Responsibility The company recognizes that what it owns and what it does in various communities could affect cultures and living conditions. It strives to avoid negative social impacts as much as possible, and strives to maximize the benefits and opportunities the involved communities would get from what it is doing. Some measures it is taking to oversee the social responsibility issues are building trust and dialogue with those it believes will be affected by what it is doing, promoting human rights among its stakeholders where it would incorporate in what it does issues such as freedom of association, exclusion of child labor, prohibition of forced labor, proper and ethical use of security personnel. Building social and human capital by introducing community development, it proposes to recognize and respect indigenous people culture, belief, and traditional rights, and come up with facilities that will contribute enhancing and reserving of indigenous cultures. It also proposes to control all economic impacts it will create on others by creating economic opportunities such as employment, education in a form of training, and what it calls business spin-off, and all other impacts such as displacements, impacts on food and water supplies (CSR Network). Strength and Weakness The company strength starts from its size and its diversified asset base. As it had been the case if it plans to take advantage acquisition, it has what it takes to allure stakeholders of the targeted companies that had been true when it tried to acquire Rio Tinto for 75 billion pounds (Guardian CO. UK). As well as it could withstand market ups and downs since all its assets could not be subject to price change at the same time. It weakness stems from country risk where it has to go to many localities in order to procure what it wants and that will include undeveloped regions where the requirements could be much higher. As well as the risk of losing its investments without compensation is always because of political instability. The other areas is some of its products that it relies such as uranium and oil are hazardous for the environment and it does what it does amid pressure and opposition resulting making extracting and bringing those commodities expensive. Especially the company is under pressure to bring to a halt all its activities concerning mining uranium and there is a movement going some of it originating from some of its stakeholders who are asking to stop everything it has to do with uranium (Guardian Co. UK). External Corporate Citizenship Rating Sources When it comes to rating companies most of them had given it a very high mark. Among others, Ethics World had highlighted what BHP Billiton is doing as far as sustainability is concerned and accordingly this particular agency had approved the fact that it had a good stand in that area. (Ethics World). Another source SMH Australia had stated that according to Australia’s Responsibilities index had put Westpack a bank in Australia at the top of the index with a score for corporate responsibility of 99. 53, while BHP had come second with 93. 21 and the company it tried to acquire Rio Tinto came third at 91. 54 percent (Sydney Morning Herald). In accountability rating conducted in South Africa where BHP Billiton has interest and operation it had scored first according to Mineweb publication. It was UNISA Center for Corporate Citizenship that conducted the research, the sponsors being Barloworld and the Unisa College of Economic and Management Sciences according to the publication (Mineweb). REFERENCE BHP Billiton, â€Å"About Us†, www. bhpbillition. com-bbccontentrepositary/docs/aboutus/BGF. pdf BHP Billiton, â€Å"Our Business†, www. bhpbillition. com-bbccontentrepositary/docs/ourbusiness/metallurgicalcoal/Illawarracoal/publications/ICsustainReport. pdf

Chemical Composition of Oil from Eremostachys Macrophylla

Chemical Composition of Oil from Eremostachys Macrophylla Chemical composition of the essential oil from aerial parts  of Eremostachys macrophylla Montbr. Auch.  from Northeast of Iran Akhlaghi H Abstract The essential oil obtained by hydrodisstillation of the aerial parts of Eremostachys macrophylla Montbr. Auch., grown wild in Iran, was analyzed by GC and GC/MS. The colorless oils were obtained by hydrodistillation, using a Clevenger-type apparatus for three hours, from aerial parts in 0.18% yield (w/w). Fourty-four compounds representing 91.6% of aerial parts oil of Eremostachys macrophylla were identified. The main components of the oil were hexadecanoic acid (27.5%), ethyl linoleate (8.5%), 6-methyl-ÃŽ ±-ionone (8.0%), isobutyl phthalate (5.8%), ÃŽ ±-cadinol (4.7%) and germacrene D (4.3%). The oil was rich in nonterpenoids (56.0%) and among them, oxygenated nonterpenes (53.2%) predominated over nonterpene hydrocarbons (2.8%). Key Word Index Eremostachys macrophylla Montbr. Auch., Lamiaceae, essential oil composition, hexadecanoic acid Introduction The genus Eremostachys of the family Lamiaceae (alt. Labiatae) contains 15 species of perennial in Iran, and five of them are endemic (1,2). During the past decade, seven investigations have been carried out on the chemical composition of the essential oils of the genus Eremostachys. These studies analyze the fresh aerial parts of Eremostachys laciniata Bunge from Jordan (3), flowers, stems, and roots of Eremostachys laevigata from Iran (4), flower, leaf and stem of Eremostachys macrophylla Montbr. Auch., and aerial part and stem of Eremostachys labiosa from Iran (5), aerial parts of Eremostachys adenantha and Eremostachys macrophylla from Iran (6), aerial parts of Eremostachys macrophylla from Central Iran (7), aerial parts of Eremostachys laevigata Bge. From Iran (8) and aerial parts of Eremostachys laciniata Bge. from Iran (9). Phytochemical investigation on a few species of Eremostachys revealed the presence of vicarin, a new isoflavone from Eremostachys vicaryi (10), eremosides A-C, New Iridoid Glucosides from Eremostachys loasifolia (11), loasifolin, a new flavonoid from Eremostachys loasifolia (12), a new acidic iridoid glucoside (13), furanolabdane diterpene glycosides from Eremostachys laciniata (14), new iridoid glucosides from Eremostachys moluccelloides Bunge (15) and Eremostachiin: a new furanolabdane diterpene glycoside from Eremostachys glabra (16). Our study dealt with the analysis of the essential oils of aerial parts of Eremostachys macrophylla Montbr. Auch grown wild in northeastern Iran. Experimental Plant material: The plant material was collected during the flowering stage in May 2012 from northern Sabzevar in Khorasan Province, Iran, at an altitude of 1580 meters. A voucher specimen has been deposited in the herbarium of Research Center of Natural Resources, Sabzevar, Iran. Essential oil isolation. Air-dried aerial parts of E. macrophylla (100 g) were subjected to hydrodistillation in a Clevenger-type apparatus for three hours to produce colorless oils. The yield of total volatiles was 0.18% (w/w). The oils were dried over anhydrous sodium sulfate and stored in sealed vials at 4  °C before analysis. GC analysis. GC analysis was performed using a Shimadzu GC-9A gas chromatograph, equipped with a HP-5MS fused silica column (30 mÃâ€"0.25 mm i.d., film thickness 0.25  µm). The oven temperature was held at 50  °C for five minutes and then programmed to 250  °C at a rate of 3  °C/min. The injector and detector (FID) temperatures were 290  °C . Helium was used as carrier gas with a linear velocity of 32 cm/s. GC/MS analysis. GC/MS analysis was carried out on a Hewlett-packard 6890 gas chromatograph fitted with a fused silica HP-5MS capillary column (30mÃâ€"0.25 mm ; film thickness 0.32  µm) . The oven temperature was programmed from 60  °C to 220  °C at 6  °C/min . Helium was used as carrier gas at a flow rate of 1 mL/min. The chromatograph was coupled to a Hewlett-Packard 5973 mass selective detector with an ionization voltage of 70 eV. Qualitative and quantitative analyses. Constituents of the volatile oils were identified by comparison of their retention indices relative to C9-C21 n-alkanes and of their mass spectral fragmentation pattern with those reported in the literature (17) and stored in a MS library (Wiley 275). The quantification of the components was performed on the basis of their GC peak area data from the HP-5MS column separation. Results and discussion Because of the variable results obtained in previous studies and as a part of on-going work on the chemical analysis of oils obtained from the wild plants of Iran, we decided to re-investigate the oils of this specific plant. Hydrodistilled volatile oils from the crushed dry aerial parts of Eremostachys macrophylla Montbr. Auch. (Lamiaceae) from Sabzevar (Iran) was studied by GC and GC/MS. The air-dried aerial parts of the plant yielded 0.18% (w/w) oil. The oil was clear and colorless. Fourty-four components were identified in the aerial parts oil that contained 91.6% of the compounds. Table 1 lists formulas, percentages, and retention indices of identified compounds in the oil. As evident from the table , the main components are hexadecanoic acid (27.5%), ethyl linoleate (8.5%), 6-methyl-ÃŽ ±-ionone (8.0%), isobutyl phthalate (5.8%), ÃŽ ±-cadinol (4.7%) and germacrene D (4.3%). In this study, GC and GC/MS analysis method revealed monoterpenoid hydrocarbon (MH), oxygenated monoterpenes (OM), sesquiterpenoid hydrocarbons (SH), oxygenated sesquiterpenes (OS), nonterpenoid hydrocarbons (NH), diterpene hydrocarbon (DH) and oxygenated diterpene (OD) in the oil from the aerial parts of Eremostachys macrophylla. One monoterpene hydrocarbon (0.1%), five oxygenated monoterpenes (8.8%), thirteen sesquiterpene hydrocarbons (13.4%), six oxygenated sesquiterpenes (10.4%), seventeen nonterpene hydrocarbons (56.0%), one diterpene hydrocarbon (2.5%) and one oxygenated diterpene (0.4%) were detected in this oil. The data lead to a rank order of constituent groups: NH>SH>OS>OM>DH>OD>MH for the aerial parts oil. The main components in this oil were hexadecanoic acid (27.5%), ethyl linoleate (8.5%), 6-methyl-ÃŽ ±-ionone (8.0%), isobutyl phthalate (5.8%), ÃŽ ±-cadinol (4.7%) and germacrene D (4.3%). The oil consisted mainly of nonterpenes and relatively small fractions of other terpenoids. Also, oxygenated nonoterpenes (53.2%) predominated over nonterpene hydrocarbons (2.8%). However, in a previous study on volatile oil from aerial parts of Eremostachys macrophylla, among the thirty-five identified compounds that have been compromised to 92.9% of the oil, spathulenol (23.4%), hexadecanoic acid (13.5%) and caryophyllene oxide (9.3%) were the major ones (6), while in other report on the aerial parts of this plant, among the sixteen identified compounds that have been compromised to 96.4% of the oil; germacrene-D (47.1%), germacrene-B (17.8%), ÃŽ ³-elemene (9.1%), myrcene (6.7%), ÃŽ ²-elemene (2.7%), and ÃŽ ²-phellandrene (2.6%) have been the major ones (7). Also, we reported analysis of the essential oils from flowers, leaves and stems of Eremostachys macrophylla (5). The specimen had been collected at different place, time and altitude from current study. The major compounds in the flower oil of E. macrophylla were 1,8-cineol (19.0 %) and germacrene D-4-ol (10.6 %), whereas the leaf oil contained ÃŽ ±-pinene (30.0 %), 1,10-di-epi cubenol (22.7 %), elemol ( 13.3 %) and bornyl acetate (11.0 %). The stem oil of the plant consisted mainly of 1,10-di-epi cubenol (34.4%) and elemol (24.0 %). Evident from the above data, there are significant differences in the results of the current study with previous studies (6,7) for the aerial parts of E. macrophylla . These discrepancies are not entirely unexpected since hydrodistillation relates to the interactions of the oil constituents with water vapor. Of course, there may also be differences related to environmental conditions such as climate, altitude, collection time, ground composition of the sampling area and different growth stages such as pre-flowering, fresh flowering and air-dried-flowering stages. Conclusion The chemical composition of the essential oil of aerial parts from Eremostachys macrophylla Montbr. Auch. (Lamiaceae) growing in Sabzevar was investigated. This study showed considerable amounts of hexadecanoic acid (27.5%), ethyl linoleate (8.5%), 6-methyl-ÃŽ ±-ionone (8.0%). These major constituents were different from previous studies on the same species 5-7. These results demonstrated that the chemical composition of the essential oil of the same species can change depending on a variety of conditions, including climate, time of collection, and the ground composition of the sampling area besides of growth stages of plant. Acknowledgment We are grateful to Dr. V. Mozaffarian (Research Institute of Forests and Rangelands, Tehran) for identifying the plant materials. Table 1. Constituents of the essential oils from aerial parts of Eremostachys macrophylla obtained by hydrodistillation a No. compound Formula Percentage RRIb Class 1 Limonene C10H16 0.1 1031 MHc 2 4-Terpineol C10H18O 0.1 1179 OMd 3 Fenchyl acetate C12H20O2 0.4 1223 OM 4 Anethole C10H12O 0.1 1285 OM 5 ÃŽ ±-Copaene C15H24 0.2 1364 SHe 6 ÃŽ ²- Bourbonene C15H24 0.8 1385 SH 7 ÃŽ ²-Cubebene C15H24 0.1 1390 SH 8 Tetradecane C14H30 0.1 1400 NHf 9 ÃŽ ²-Caryophyllene C15H24 0.3 1418 SH 10 ÃŽ ±-Guaiene C15H24 0.1 1439 SH 11 Aromadendrene C15H24 0.6 1442 SH 12 ÃŽ ±-Humulene C15H24 2.0 1452 SH 13 (E)-ÃŽ ²-Farnesene C15H24 0.1 1457 SH 14 Germacrene D C15H24 4.3 1480 SH 15 ÃŽ ²-Ionone C13H20O 0.2 1488 OM 16 Bicyclogermacrene C15H24 0.7 1500 SH 17 ÃŽ ³-Cadinene C15H24 0.6 1515 SH 18 6-Methyl-ÃŽ ±-ionone C14H22O 8.0 1518 OM 19 ÃŽ ´-Cadinene C15H24 3.5 1522 SH 20 Cadina-1,4-diene C15H24 0.1 1533 SH 21 Germacrene D-4-ol C15H26O 0.6 1574 OSg 22 Spathulenol C15H24O 1.5 1578 OS 23 Caryophyllene oxide C15H24O 0.5 1583 OS 24 Humulene epoxide II C15H24O 1.7 1608 OS 25 Ï„-Muurolol C15H26O 1.4 1643 OS 26 ÃŽ ±-Cadinol C15H26O 4.7 1656 OS 27 Tetradecanoic acid C14H28O2 1.8 1760 NH 28 Octadecane C18H38 0.4 1800 NH 29 6,10,14-Trimethyl-2-Pentadecanone, C18H36O 1.7 1848 NH 30 2-Hydroxy-Cyclopentadecanone C15H28O2 0.4 1853 NH 31 Pentadecanoic acid C15H30O2 0.3 1867 NH 32 Isobutyl phthalate C16H22O4 5.8 1877 NH 33 Cyclohexadecane C16H32 0.3 1883 NH 34 16-methyl-Oxacyclohexadecan-2-one, C16H30O2 0.3 1943 NH 35 Sandaracopimara-8(14),15-diene C20H32 2.5 1969 DHh 36 di-Butylphthalate C16H22O4 0.9 1973 NH 37 Hexadecanoic acid C16H32O2 27.5 1977 NH 38 Eicosane C20H42 2.0 2000 NH 39 Heptadecanoic acid C17H34O2 0.4 2065 NH 40 Methyl linoleate C19H34O2 0.6 2084 NH 41 Phytol C20H40O 0.4 2111 ODi 42 (Z,Z)-9,12-Octadecadienoic acid C18H32O2 2.7 2136 NH 43 Ethyl linoleate C20H36O2 8.5 2164 NH 44 Octadecanoic acid C18H36O2 2.3 2172 NH Total identified 91.6 a The compounds have been arranged according to their retention indices on an HP-5 MS capillary column b Kovatz retention indices given in the literature c Monoterpene hydrocarbons d Oxygenated monoterpene e Sesquiterpene hydrocarbons f Nonterpene hydrocarbons g Oxygenated sesquiterpene hDiterpene hygrocarbon iOxygenated diterpene References 1. Mozaffarian, V. (1996), A Dictionary of Iranian plant names, Frhang Moaser, Tehran, pp. 207-208. 2. Rechinger,K.H. (1982). Eremostachys, in: Flora Iranica, Labiatae No. 150. Edits., K.H. Rechinger and I.C. Hedge, Pp 290-292, Akademische Druck and Verlagsanstalt, Graz, Austria. 3. Al-Jaber, H.I., Al-Qudah, M.A., Barhoumi, L.M., Abaza, I.F., Afifi, F.U. (2012). Variation in the essential oil composition of Eremostachys laciniata from Jordan at different flowering stages, J. Essent. Oil Res. 24(3): 289-297. 4. Esmaeili, A. (2012). Biological activities of Eremostachys laevigata Bunge. grown in Iran, Pak. J. Pharm. Sci., 25(4): 803-808. 5. Rustaiyan, A., Masoudi, S., Ezzatzadeh, E., Akhlaghi, H., Aboli, J. (2011). Composition of the Aerial Part, Flower, Leaf and Stem Oils of Eremostachys macrophylla Montbr. Auch. and Eremostachys labiosa Bunge. from Iran, J Essent. Oil Bear. Pl., 14(1): 84-88. 6. Javidnia, K., Miri, R., Soltani, M., Khosravi, A.R. (2008). Essential oil composition of two species of Eremostachys from Iran (E. adenantha Jaub. et spach and E. macrophylla Montbr. et auch. J. Essent. Oil Res., 20(3): 226-228. 7.Nori-Shargh D., Kiaei, S.M., Deyhimi, F. (2007). The volatile constituents analysis of Eremostachys macrophylla Montbr. Auch. from Iran, Nat. Prod. Res., 21(8):733-5. 8. Amiri, H., Meshkat Al Sadat, M.H., Lari Yazdi, H. (2007). Chemical composition of the essential oil of Eremostachys Laevigata bung, DARU J.Pharm. Sci., 15(1):34-40. 9. Navaei, M.N., Mirza, M. (2006). Chemical composition of the oil of Eremostachys laciniata (L.) Bunge from Iran, Flavour. Frag. J., 21(4): 645-646. 10. Imran, M., Mehmood, R., Mughal, U.R., Ali, B., Malik, A. (2012). Vicarin, a new isoflavone from Eremostachys vicaryi, J. Asian Nat. Prod. Res., 14(3): 293-296. 11. Ali, B., Mehmood, R., Mughal, U.R., Malik, A., Safder, M., Hussain, R., Imran, M., Tareen, R.B. (2012). Eremosides A-C, New Iridoid Glucosides from Eremostachys loasifolia, Helv. Chim. Acta, 95(4): 586-593. 12. Mughal, U.R., Fatima, I., Malik, A., Tareen, R.B. (2010). Loasifolin, a new flavonoid from Eremostachys loasifolia, J. Asian Nat. Prod. Res., 12(4): 328-330. 13. Calis, I., Guevenc, A., Armagan, M., Koyuncu, M., Gotfredsen, C.H., Jensend, S.R. (2008). Secondary metabolites from Eremostachys laciniata, Nat. Prod. Commun., 3(2): 117-124. 14. Delazar, A., Modarresi, M., Nazemiyeh, H., Fathi-Azad, F., Nahar, L., Sarker, S.D. (2008). Furanolabdane diterpene glycosides from Eremostachys laciniata, Nat. Prod. Commun., 3(6): 873-876. 15. Calis, I., Guvenc, A., Armagan, M., Koyuncu, M., Gotfredsen, C.H. Jensen, S.R. (2007). Iridoid glucosides from Eremostachys moluccelloides Bunge, Helv. Chim. Acta, 90(8): 1461-1466. 16. Delazar, A., Modarresi, M., Shoeb, M., Nahar, L., Reid, R.G., Kumarasamy, Y., Majinda, R.R.T., Sarker, S.D. (2006). Eremostachiin: a new furanolabdane diterpene glycoside from Eremostachys glabra, Nat. Prod. Res., 20(2): 167-172. 17. R.P. Adams, (2007). Identification of Essential Oil Components by Gas Chromatography/ Mass Spectrometry, 4th Edition. Allured Publishing Corporation, Carol Stream, IL, USA.

Mathematical and Simulink Analysis of Relay Coordination Essay

†¢ Operational restrictions at light load may assist the coordination calculations e.g. most large HV motors would not be running, hence their starting performances need not be considered, when switchboard feeder circuit breakers are being examined. †¢ When all the overcurrent curves are plotted for the main generators, transformer feeders, large motors and downstream feeders, they tend to be located ‘close together’, and without much room for adjustment. 1. Radial System †¢ The specific protective relay as primary or backup is important in distribution system. When relay applied to protect its own system element it is thought of primary relay, when to backup other relays for fault at remote location, it is serving as backup relay. †¢ Providing both functions simultaneously; serving primary relay for its own zone protection and backup relay for remote zone of protection. The protective relay must be time-coordinated, so that the primary relay will always operate faster than the backup relay. †¢ So, the setting and coordination of the relay is the very important part to make sure which relay stands for primary and the other one for backup. 2. Ring Main System †¢ To setting relay, the same method is used for both ring and radial system. However, the circuit must be opened, start at the source point to form a two radial circuit before setting the relay. First, followed the clockwise. †¢ The relay setting start with R1 and the concept same like radial system. Second, followed the anticlockwise and the system will form a radial circuit. SYSTEM ANALYSIS: System DIRECTION OF RELAY OPERATION: Clockwise 1 2 3 4 5 6 Anticlockwise 8 13 12 11 10 ... ... GENERATOR DATA: NODE Sa(MVA) Vp(kV) X(%) 7 150 10 15 8 150 10 15 CT RATIO: RELAY NO. RATIO 1 240 2 240 3 160 4 240 5 240 6 240 7 240 8 240 9 160 10 240 11 240 12 240 13 240 Works Cited BIOGRAPHIES: 1.Aniket Chaturvedi: Student of the SARDAR VALLABHBHAI PATEL INSTITUTE OF TECHNOLOGY,GTU. 2.Ritu Barad: Student of the SARDAR VALLABHBHAI PATEL INSTITUTE OF TECHNOLOGY,GTU. 3.Dhruvi Shukla: Student of the SARDAR VALLABHBHAI PATEL INSTITUTE OF TECHNOLOGY,GTU. 4.Mr.Nilay N. Shah: Assistant Professor of SARDAR VALLABHBHAI PATEL INSTITUTE OF TECHNOLOGY,GTU.SINCE 2004. HE IS CURRENTLLY PURSING PH.D AND HIS RESEACH AREA ARE POWER SYSTEM DYNAMICS, FACTS , POWER SYSTEM PROTECTION AND ELECTRICAL MACHINE.

Formal Speech Analysis :: essays research papers

Formal Speech Analysis In the past, I have participated in a lot of classes and training dealing with many different topics, but unfortunately, public speaking and/or communications was not one of them. In fact, the last class that I took even relatively close to this one was while I was in the military. In some sense, I guess that this class could be thought of as a good experience, because now I can learn at a college level and be more at ease with getting up in front of a group of people and giving a presentation.   Ã‚  Ã‚  Ã‚  Ã‚  My goals for this class are fairly numerous, but all are based on all around knowledge and improvement of public speaking in a general sense. I want to be able to get up in front of a group of people and deliver a message in a way that makes people want to listen. I am planning a career in the field of psychology, and as much as I may not like it, I think public speaking will definitely show its face many times. My specific goals for the course include improving on my stance, speaking more clearly, and improving on my fear of speaking in front of a large group. After reviewing my videotaped speech and also in previous presentations, I have noticed that, among other things, I am constantly fidgeting and doing something with my hands like playing with my note cards or something. Also, I am clearly not comfortable with standing up there. Although it is not overly visible on the tape, I can tell that I look very nervous, and I tend to stutter a little and lose my place and focus in the middle of the speeches frequently. I really do not understand why speaking in front of the class bothers me so much. If I were to give the speech from my desk, even though everyone would still be looking at me, I think that I could do a much better job and would be more relaxed as well.

Tobacco Advertisements Essay -- Marketing, Legal Issues, Smoking

Tobacco advertisements have been a sensitive subject in America especially among parents who do not want their children to become smokers. I know from personal experience that tobacco is extremely toxic and can do major bodily harm. My grandfather was a chain smoker for over twenty years. He started smoking in his late teens and he died from lung problems that were caused by his addiction to cigarette smoking. My father is also a chain smoker and he started smoking when he was sixteen. He is starting to experience the same problems that my grandfather had due to his chain smoking. This history of smokers in my family has struck a cord in me. It has caused me to look further at the history of tobacco advertisements aimed to people under the age of eighteen, past precedent in court that was passed based on these advertisements, and current trends in tobacco advertisements today. The first print tobacco advertisements that used celebrities as the main focus of the advertisements came about during the 1950’s in America. Huge celebrities such as Phillip Morris would endorse cigarette smoking in print advertisements. This type of marketing technique involves many social psychological theories. One theory is the Social Impact Theory. According to three authors the Social Impact Theory is, â€Å" . . . interprets â€Å"social pressure† quite literally: people experience psychological forces pressing on them, just as they experience physical forces such as sound and weight† (Breckler, Olson, and Wiggins 431). One sub-category of this theory is the Liking Technique. According to Steven Breckler, James Olson, and Elizabeth Wiggins the Liking Technique is, â€Å" A strategy to increase compliance, based on the fact that people are more likely ... ... that they must â€Å"spend $500 million a year on anti-tobacco advertising† (397). The problem with this is that some people such as McLaren question if these â€Å"anti-tobacco advertisements† really have an effect on the consumers in specific, consumers under the age of eighteen. (See exhibit B). Language in tobacco advertisements have certainly evolved and adapted itself since the 1950’s. It is under constant watch by the FDA, which was made possible by class action suits that ultimately led to legislation such as the Tobacco Control Act, and the FDA Tobacco Regulation Bill. If people under the age of eighteen become more informed on the facts of language in tobacco advertisements, then they will probably be less likely to smoke a cigarette. So hopefully future generations will be the solution to this controversial subject of language in tobacco advertisements.

Vmware Tools

TOPIC: VMWARE TOOLS Introduction: Virtualization reduces IT costs while increasing the efficiency and utilization of existing assets. So it is becoming more popular among IT companies. VMware is one of the companies which supplies products for datacenter virtualization is leading the pack. VMware’s ESX/ESXi is one of the enterprise-level virtualization product offered by VMware, Inc. ESX is a component of VMware Infrastructure, it adds management and reliability services to the core server product. This is one of the widely used tools in Server Virtualization. ) Architecture: VMWARE ESX (white Paper): This white paper provided by VMware Inc has the details for all the underlying components in ESX framework. It explains the startup and operation process, colored figures are embedded in the document about the layers. The ESX Server architecture allows administrators to allocate hardware resources to multiple workloads in fully isolated environments called virtual machines. 2) VM ware hypervisor still king for enterprise-class workloads (News Article): This article in network world outlines the comparison between VMware with other competitors. According to research conducted by the Burton Group VMware is still the preferred virtualization vendor which meets most of the enterprise requirements, while rivals Citrix, Microsoft and Virtual Iron are trying to meet the meet the goal, VMware, is the market share leader in x86 virtualization, offers 100% of the features required to run enterprise-class, production workloads with the vSphere hypervisor. 3) VMware ESXI demo (VMware website) This demo provides the basic introduction, uses & features of VMware’s ESXI . It compares ESXI with the competitors in the market. This is created by VMware and is posted on the product website. 4) Examining VMware ESX Server This journal in DR Dobbs website outlines some of the advantages of VMware server. Columbia university students conducted an experiment in their computer science department. By using VMware, they were able to give students a flexible virtual kernel-level development environment where the operating systems are being developed, debugged, and rebooted in a shared computing lab environment without affecting other application user’s experiments. ) Application of virtualization and information integration technology in a power dispatching center This article explains how VMware ESX server platform can be utilized to manage information in a power dispatching center. The information integration is divided into five levels i. e. hardware integration, data integration, software module integration, business process integration, and application access integration and provides detailed integratio n scheme. Unfortunately the full text is not available for this article. ) Book: VMware ESX Server in the Enterprise: Planning and Securing Virtualization Servers Chapter 1: System considerations This chapter provides the information regarding the installation of VMware ESX server. It gives the necessary system requirements for the VMware ESX Server for Planning and Securing Virtualization Servers in the Enterprise. . This chapter is a good place to start when you need to find out where else in the book to go look for coverage of an issue. Analysis of Research I have chosen this topic to learn and do some recommendation of VMware tools used for server virtualization to our group, so I started my research by going to VMware website, VMware ESXI demo and white paper for architecture were the two most useful sources for the research. Then I went to Penn state databases IEEE, Inspec and got the information for the news article that it has slight edge on the competitors. And from the Dobbs journal it is proven from the experiment conducted by the Columbia University that with VMware we can create, delete applications on virtual servers without rebooting the actual server. And finally the journal regarding VMware using in Power dispatch center will be a good example to recommend to our group. How documents relate to each other: The documents started with the introduction of the VMware tools and provided with architecture and demonstration of most popular VMware ESXi server. The article in network world proves that VMware Esx has slight edge over the competitors. The journals provide how VMware server works in different environments like Power Sector and University. Finally the chapter in the books gives us the existing system capabilities to install VMware tools. References: Architecture of VMWARE ESXi. Whitepaper. Retrieved January 29, 2010, from http://www. vmware. com/files/pdf/ESXi_architecture. pdf) Jon Brodkin (2009). VMware hypervisor still king for enterprise-class workloads. Network world. Retrieved January 29, 2010 Product Demo Video. Retrieved January 29, 2010, from http://download3. vmware. com/demos/esxi/VMware_ESXi. html Jason Nieh and Ozgur Can Leonard(2000). Examining VMware retrieved January 29 1010 from Dr Dobb’s Journal (www. DDJ. com) Zhang Liang (East China Grid Co. Ltd. , Shanghai, China); Ge Minhui; Bi Xiaoliang (2008). Application of virtualization and information integration technology in a power dispatching center retrieved January 29 1010 from engineering village. Source: Automation of Electric Power Systems, v 32, n 16, p 38-42, 25 Aug. 2008 Edward L. Haletky (2007). VMware ESX Server in the Enterprise: Planning and Securing Virtualization Servers retrieved January 29 1010 from Safari books Online: By: Pub. Date: December 29, 2007

Analysis of the Macro and Micro Environment at British Airways Essay

British Airways is the largest international scheduled airline in the UK. The company was founded in 1919, and has continued to grow and expand since privatisation in 1987, until the global recession hit in 2008. On 23rd January 2009 the UK was officially declared to be in recession following two consecutive quarters in 2008 during which economic growth dropped (BBC, 2009). Many businesses, including British Airways, have found it increasingly difficult to survive in the resulting testing macroeconomic environment. The Recession  A recession will often occur when inflation grows rapidly; goods become more expensive at a time when consumers have less money to spend. As consumers spend less money, supply begins to exceed demand within the markets. This causes businesses to produce less of their goods, and so require less staff. The unemployment that results from this creates a situation whereby people do not trust the markets and have less money, so stop spending, thus creating a vicious circle. UK unemployment figures up to March 2010 show that unemployment has risen to 8%, the highest figure since 1996. For many people, air travel is a luxury good. This means that in times of hardship, where the consumer is reducing their spending, air travel will be an area that is very hard hit, as many people are not taking holidays. For some consumers, air travel is for business purposes, as opposed to recreational. This area of the market has not been hit as hard, although many people are now flying in economy class, where they might previously have flown in business or first class. Business and first class passengers have played a large part in BA’s profitability, as they account for a large proportion of the company’s profit. Low-cost, budget airlines such as Ryan Air have done comparatively well, producing profits in a market where very few businesses have been able to. Budget airlines are supplying an â€Å"inferior good†. This means that as consumer income decreases, a demand for the service will increase as the service is seen to be more affordable. Production Costs Over recent years the cost of fuel has increased dramatically, and as each airport has only one fuel supplier, BA is working within a limited market, where there is a lack of price competition to drive the price of fuel down. With demand continuing to exceed the supply of fuel the equilibrium point of the supply and demand curve is continually changing, this allows the fuel suppliers to increase their costs. As demand for air travel has dropped and production costs have increased, BA has found that an increasing number of flights are running with too few passengers to make the flight profitable. However, if BA were to decrease the number of flights they would risk losing their slots at the major airports, which would be disastrous when the market begins to pick up and demand for flights increases again. Willie Walsh, chief executive of BA, believes that a compromise must be found between surviving throughout this difficult climate, and growing the business so that it can prosper once the economy has recovered. Iberia Merger BA has recently signed a merger with Spain’s Iberian Airlines. This will promote the business to being one of the largest international providers of air travel. It is predicted that the merger will allow the two companies to save around ? 50 million per year, which will greatly benefit shareholders as the profit will be seen to increase, and also benefit customers as the synergy between the routes and aircraft used should offer more choice at a more competitive price (Price, 2010). Government Policy As a result of the recent recession, the government has taken steps to increase consumer spending. Increased consumer spending is necessary in order to increase the UK’s GDP (gross domestic product) and so ensure that the recovery from the recent recessi on will continue. Some of these policy responses from the government included lowering VAT from 17. 5% to 15% as of December 1st 2008 (Finch, 2008). This was a move which was aimed at lowering the price of goods and so encouraging the public to spend more. This would start to regain consumer trust, and also start to put money back into the market. The major downside to this policy change is that due to a lower governmental income from VAT, the government has been forced to increase the UK’s national debt and run a larger budget deficit in order to keep national services running. There has been considerable debate as to how much this policy actually helped to bring the UK out of the recession, but it did encourage consumers to have more faith in the government and the economy and to spend more money. By encouraging a higher rate of consumer spending, the economy is starting to recover; this is a positive sign for British Airways as it means that customers are beginning to increase again. As the consumer is regaining faith in the economy they are becoming more likely to pre-book a holiday as they have more money available to them. This cut in VAT has also allowed companies such as BA to either increase their profit margins slightly or lower their prices slightly (BBC, 2009). The Bank of England Since the start of the recent recession, the pound has weakened considerably. With the UK economy struggling and consumers having borrowed heavily before the recession, currency traders have flooded the market with sterling, resulting in the pound dropping in value. In an attempt to maintain monetary stability the Bank of England dropped the national interest rates from 5% down to as low as 0. 5% (Bank of England, no date). This also caused currency traders to attempt to trade their sterling to a currency returning a higher profitability, such as the Euro (Bank of England, 2010). However, this move was needed in order to attempt to keep inflation low and encourage banks to continue to supply loans, overdrafts and mortgages. This was a move which was needed in order to try and maintain consumer trust, but the weakening pound has made business increasingly difficult for international companies as importing goods needed to provide their surface has increased thus increasing their production costs, although it does make the service cheaper for foreign consumers. Leadership Theories Willie Walsh became CEO of British Airways in 2005; since then he has faced numerous challenges as the global economy has been hit hard by the recent recession. Walsh was brought in by British Airways as CEO following his success as CEO of Aer Lingus, where he helped to bring the company out of the financial difficulty that it suffered as a result of the terrorist attacks in 2001, by cutting 2000 jobs and finding new ways to cut costs (Saunders, 2008). In the current economic climate, where the industry has been severely hit by the recent recession, a leader is needed who is able to react to an ever-changing dynamic environment. Walsh has proved his ability to do this, and has been quick to react with BA by cutting many jobs as the recession hit, and working out new ways in which the company can be run more efficiently, such as by reducing the number of aircraft and raising the efficiency of staff. This style of leadership is known as transformational leadership; it relies upon a leader who has a concept of the direction he wishes the business to take, and has the ability to motivate and inspire his employees in order to attain this goal. Motivation – Content and Process Theories Motivation theories have been developed so that leaders and managers can understand the theory behind the different methods of motivating their workforce and thus work out the most productive and efficient of these methods. It is a common belief that leaders are born and not made; this is supported to some extent by motivation theories as the best leaders will be more perceptive as to how change is affecting his workforce, and the areas in which improvements could be made, as they will have a natural empathy. The best leaders will also be able to use this to the advantage of their company; they will be able to motivate their workforce to a higher work capacity level and so promote productivity. Motivation theories work on the basis that employees carry out work for a variety of reasons, which are weighted in terms of their importance. Maslow’s Hierarchy of Need (shown in the diagram below) suggests that there are 5 levels at which a person must be fulfilled before they will perform at their optimal capacity, with the lower levels being the first to be fulfilled and the most important. BA has recently asked its employees to consider working unpaid for up to one month, in a bid to keep the company afloat. Many employees have resisted this change, with only 800 out of 40,000 staff asked agreeing to this. Other options were also put forward to staff, including the option to take unpaid leave or to work part-time; these proved more popular with employees. A reduction in salary would affect employees at the bottom two levels on Maslow’s Hierarchy as with reduced income some may struggle to provide for their physiological needs. This in turn will affect the employee at several levels up the hierarchy; they will feel less secure within their job and society, and consequently on a higher more emotional level. Content theories of motivation suggest that there are three main components which motivate people; these are direction (what they want), intensity (how much they want it) and persistence (how far they will go to attain this). Following on from his, it is assumed that people will work for rewards. These rewards can then be split into two main areas; intrinsic and extrinsic. Content theories place a higher emphasis upon the intrinsic factors, such as the internal drives which motivate people to work. Maslow’s Hierarchy of Need is one example of this, and Herzberg’s 2-factor theory is another. Herzberg’s theory relies upon hygiene (extrinsic) and motivators (intrinsic) and suggests that extrinsic factors are important in preventing job dissatisfaction, whereas intrinsic factors are more concerned with self-respect and achievement, thus promoting job satisfaction. Process theories such as J Stacy Adam’s Equity theory, suggest that people are more productive when they perceive that they are receiving fair treatment, and will tend to act if they believe they are being unfairly treated when they compare themselves to others within their social network. Vroom’s Expectancy theory also works upon a basis of fair treatment, but focuses upon the worker’s belief that if they put more effort in, their performance will improve, and their manager will reward them fairly, with a reward that is of value to the individual worker. Managers must therefore identify the rewards that workers will place a high value upon, and attempt to minimise any undesirable outcomes. British Airways needs to focus more upon employee satisfaction, particularly within this economic climate, as this will encourage workers to perform at a higher capacity and thus increase efficiency of the company. Threat of future redundancies is a big motivating factor for many employees; if process theory is applied, so that employees believe increased effort will lead to fair reward (ie. keeping their job) they may be more likely to perform better. Management of Change Theories regarding management of change focus on minimising resistance to change, as this is more likely to make the proposed change viable. Force field analysis requires managers to assess the pro’s and con’s of change, and the movement that will be needed to effect this change. For example, with BA’s pay freeze and request for unpaid work, there will be resistance to this change, based upon a fear of lower income, but, for some, the fear of redundancies and dismissal will outweigh the risk of a month unpaid (BBC, 2009). Resistance to change is often natural due to a fear of the unknown; employees often fear that if they work at a higher capacity this will become the expected normality, which may be difficult to sustain, and can encourage workers to thus work at a lower performance level. Lewin’s 3-step change process identifies unfreezing (where the status quo is disturbed), movement (where new behaviour is adopted) and refreezing (where the new patterns are established as normal) as the three stages. Unfreezing is perceived to be the most difficult to implement, as this is where a fear of the unknown will have the greatest impact. For managers to overcome this they must show empathy, communication and participation. Willie Walsh shows an example of this as he has ensured that all BA employees are kept well informed of all plans towards cost-cutting and voluntarily agreed to work for July without receiving his ? 61,000 monthly salary in a bid to encourage workers to do the same. This also uses process theories of motivation, as it encourages workers to feel that they are receiving fair treatment. Unfortunately for BA, many employees feel that they are being treated unfairly, leading to numerous recent strikes, which have caused massive further losses to the company.