Dr. Spock

When Babies are put on their stomach to sleep, the babies sleep soundly and get startled less. So for parents that haven't gotten sleep for days they tend to choose to put babies in this position because, finally they get to get some sleep. Parents do this of course taking precaution, buy not smoking keeping baby close by while sleeping and by breastfeeding. The American Academy of Pediatrics PAP recommends that babies should only be put on their stomachs during what they call â€Å"tummy time† while the child is up, alert and playing.The PAP also recommends to reduce the risk of KIDS parents should â€Å"Use a firm mattress (avoid soft bedding) Not letting your baby sleep in your bed. Breastfeeding your baby, if possible. Protecting your infant from exposure to cigarette, cigar, or pipe smoke. Running a fan in your baby's room at night to improve air circulation† (â€Å"Sleep†). The PAP only recommends baby to be put on their stomach only if the pediatrician rec ommends it or if â€Å"Infants with complications of severe spitting up (reflux)† (Children).The other disadvantage to putting baby to sleep on its back is that they can develop â€Å"philologically' a flattened head. DRP. Spook didn't recommend it, he said that it was â€Å"more comfortable with colic babies the pressure on the abdomen relieves the gas main, and if they vomit they're less likely to choke on their vomits† (Spook and Rottener 210). He also opposed it, because â€Å"babies tend to keep the head turned toward the same side, this may flatten that side of the head, this can be helped by putting the baby's head where the feet were the first time each time you put them to bed† (Spook and Rottener 211).An associate professor of neurosurgery and pediatrics in the New York University Medical Center DRP. Jeffrey H. Wisdom, said â€Å"that since the ‘Back to Sleep' campaign began, the head condition had become an epidemic. † Wisdom said  "now we see up to a dozen kids a week with asymmetric heads. â€Å"(Breaker). The Back to Sleep campaign which is driven by the PAP has been advocating to put children to sleep since 1992. DRP.Wisdom stated that â€Å"the PAP should do a better Job of telling parents to turn infants 180 degrees in their cribs occasionally and to place them on their stomachs while they are awake, called tummy time†(Breaker). Studies that have been conducted at the Boston Children's Hospital report, â€Å"that over the past two decades that infants who die suddenly, and without explanation whose death has been attributed to KIDS- have differences in brainstem chemistry that set them apart from infants dying of other causes† (â€Å"Brainstem†).They are stating that when these sleeping babies come upon danger, they are not able to wake themselves up to remove themselves from danger. Researchers say that â€Å"these abnormalities impair brainstem circuits that help control breathin g, heart rate, blood pressure and temperature control during sleep, this preventing sleeping babies from rousing when they reprobate too much carbon dioxide due to poor ventilation or become over heated due to over bundling† â€Å"Brainstem†).So with new information found on KIDS, researchers continue to advise parents to take necessary precautions, like not using soft-bedding, using a pacifier, good air ventilation and continue to put babies to sleep on their backs. Also in some circumstances there are still good reasons for putting babies to sleep on tummy due to reflux. The Interiors school approach has been acclaimed as the most developmentally appropriate model currently available. Maria Interiors first woman physician in Italy, began this scientific education for young children with developmental capabilities, she went on to use this for normal children. Experimenting over a period of years, she developed a large series of objects which required gradually increasi ng amounts of skill and maturity to manipulate, after a child mastered one skill, she was given the object that required the next greater amount of skill†(Spook and Rottener 516). There has been questions about the performance of Interiors students when they move on to conventional academic settings. Because there are not many Interiors schools that offer kindergarten to twelfth grade many students have to transfer to public school.This is where the issue begins some students have a hard time adjusting to the new learning environment where some excel and do well. Research done in Milwaukee where they â€Å"tracked 400 students where half the students received public school and the other Interiors before they transitioned to public schools system say that , Students who attended a Interiors school Preschool – Grade 5 and got Interiors education not only outperformed the other students in math and science test scores, but graduated with higher Gaps† (â€Å"Transit ioning†).The negative side of this is that when students enter public school â€Å"they may be behind or ahead of their new peers in certain subjects because of the self-guided study they did. Concepts will be taught differently, student will need to adapt to more traditional teaching methods†(â€Å"Transitioning†). On the other hand Interiors students enjoy social, emotional and academic benefits from their education, making them reliable. â€Å"Remember this is a child who has learned how to learn, where to find information on their own if they need it.They are accustomed to research and tackling new subjects† (â€Å"Quarter†). Many researchers along with parents believe that Interiors as a huge impact on children long after the child has left a Interiors school. Interiors schools differ from traditional school in several ways, â€Å"children are grouped in multi-age class room from three to six, six to nine, nine to twelve, twelve to fifteen, an d fifteen to eighteen† (Task). The age mix allows older students to be leaders, mentors and help teach lessons, younger kids get to experience working with older classmates.At the same time young students working next to older students get to see what they will be working on in the near future. The teachers work with dent's one on one or in small groups. They fuel the fire in the child's interest, â€Å"one teacher noted the children's hunger for words, and they wrote as many as they knew, and came to me for more, having exhausted their simple vocabulary' (Task). Interiors allows children to grow in their natural development guiding them as they grow into bigger lessons.After transferring to a traditional school is where the issue begins, â€Å"the goals and objectives follow the school's vision. â€Å"(Task) In traditional classrooms teachers have an assigned group of students and instruct students from assigned text books. Assessments, test, worksheets are given to studen ts to memorize and there is never a true learning experience. The traditional school has their own vision for learning, going along with the states standardized testing. Leaving the children no time for their own developmental learning to grow, leaving children behind and lost in the learning process.Discipline is an ongoing process. It begins early in a child's life and changes as they mature, continuing as self-discipline. DRP. Spook says, † that good parents who naturally lean toward strictness should raise their children that way. Moderate triteness-in the sense of requiring good manners, prompt obedience, orderliness- is not harmful to children so long as the parents are basically kind, and so long the children are growing up happy and friendly. But strictness is harmful when parents are overbearing for a child.This kind of severity produces children who are meek and colorless or mean to others. â€Å"(Spook and Rottener 25) The Bible also states â€Å"Fathers, do not b e so hard on your children, so their spirit may not be broken† (Bible N. I. V. Colombians 3:21). Expecting reasonable behavior from children means parents need o be kind, loving, moderately strict, flexible and have consistent expectations. If parents learn early on how to be firm and consistent, children will have an easier time getting along with people.Some studies show that parents who fear disciplining, have children who suffer from being â€Å"insecure and develop anxiety and stress when there is lack of consistent guidance. Children who do not learn appropriate boundaries when they are young experience difficulty with self-control later in life† (Brown). A parent's firmness trains the child to get along reasonable with there people, so when they get out into the world no matter at what age they won't be in for a surprise when others dislike them for their selfishness and won't go through life being unpopular.Spook's advice was not so different from the advice giv en now from many professionals. Especially, learning how to take care of children was so important for new families. That the schools parents choose was important for their children's learning development. And most of all how to raise children that are well-disciplined so that they will be self-controlled adults with good relationship skills.

Similar Motifs Between Wuthering Heights And Hamlet English Literature Essay

The human head is comprised of a myriad of personalities, emotions, and provinces, all of which greatly influence the manner we act. Many writers now explore these deep crevasses of the human mind, and show their overpowering power over others, changing the natural class of life greatly. Two such literary plants that investigate mental power are Hamlet and Wuthering Heights. William Shakespeare ‘s and Emily Bronte ‘s texts both have comparatively similar motives, the most outstanding of which are the suppression of young person, fury, and retaliation. The suppression of young person by their higher-ups can be seen in both transitions. Hamlet is usurped by his intriguing uncle Claudius, who stepped in to take the throne, even though it truly belonged to the immature prince. When Young Fortinbras of Norway was repressed by his uncle, who had besides taken the throne rightful to him, his uncle clearly had power over him, as Claudius announces, â€Å" we have here writ / to Norway, uncle of immature Fortinbras / – Who, impotent and bedrid, barely hears / Of this his nephew ‘s purpose – to supress / His farther pace herein † ( Shakespeare I.ii.27-31 ) . Claudius believes that the uncle does hold formidable power over Fortinbras and has the ability to discontinue his mobilisation of military personnels, if it be directed at Denmark. After the passing of Mr. Earnshaw, Hindley became the proprietor of the Heights, and the caput of the household. He decided to suppress Heathcliff, as he resented him, and decline him rights to basic demands, such as an instruction with the minister of religion. Much later, Heathcliff felt that because he was abused and mistreated by Hindley old ages ago, it is his right to squelch Hareton, his lone kid. This was all before Hindley ‘s passing. Alternatively of handling Hareton decently, as the nephew he is, Heathcliff oppresses Hareton, and treats him more like a retainer than a close relation. Legally, the Heights should ‘ve been inherited by Hareton, but Heathcliff had intervened and took over it by force. â€Å" In that mode Hareton, who should now be the first gentleman in the vicinity, was reduced to a province of complete dependance on his male parent ‘s inveterate enemy † ( Bronte 183 ) . Heathcliff had interfered with Hareton ‘s legal rights, and in making so, took over Wuthering Heights, and finally Thrushcross Grange every bit good. Oppression can frequently spur choler in the victim taking to ruinous consequences. Fury has led to many jobs in both novels, oftentimes which have black consequences. Two characters that have extended choler direction jobs are Hamlet, and Heathcliff. Throughout the novel, Heathcliff ‘s fury seems to hold been spurred on from his early childhood, due to Hindley ‘s relentless maltreatment. This changeless mistreatment had compounded over the old ages, and finally, Heathcliff had become a cruel, barbarian animal towards the terminal of his life. The same can be said for immature Hamlet, in his self-titled drama. From the beginning, he is portrayed as a meek young person, merely mourning his male parent ‘s decease. Subsequent being informed of his male parent ‘s slaying by agencies of his uncle, Hamlet ‘s sense of force additions with every passing scene. Similar to a scene from Shakespeare ‘s ain Macbeth, Hamlet name upon greater powers to do him go more violent: â€Å" Now could I imbibe hot blood, / And make such bitter concern o n this twenty-four hours / Would quiver to look on. / Let me be cruel, non unnatural / I will talk stickers to her, but use none † ( Shakespeare III.iii.374-6, 379, 380 ) . Here, his morality immensely changes from more inactive to more barbarous. This fury is exhaustively released through that concluding ‘friendly ‘ affaire d'honneur with Laertes, which culminates in the deceases of Hamlet, Laertes, and the King and Queen. A similar thought can be traced to Heathcliff ‘s life, where shortly after his lover Catherine had passed off, he had begun to turn more aggressive. Most of this choler was channelled towards Hareton, the lone kid he could mistreat as requital towards Hindley. The staying mistake had fallen onto younger Cathy, who Heathcliff had punished after she had become his captive. Even towards the terminal of his life, Heathcliff ‘s fury had dominated a bulk of his life style. His rage and force was curbed by cipher, non even his married woman , Isabella Linton. Out of choler, Heathcliff exclaims, â€Å" I have no commiseration! I have no commiseration! The more the worms writhe, the more I yearn to oppress out their visceras! It ‘s a moral dentition ; and I grind with greater energy, in proportion to the addition in hurting † ( Bronte 150 ) . His pitilessness finally leads to his bend to insanity, and finally, his ain decease. Fury is seen in both the drama and novel, in both of which lead to decease. This fury can construct up over clip, and culminate as being expressed in the signifier of retribution. The most common and strongest motive shared between these two texts is the impression of retaliation ; retaliation that oftentimes leads to decease. In Shakespeare ‘s drama, the shade of his male parent demands that Hamlet exact retaliation on his uncle, who had killed his male parent. â€Å" If 1000 didst of all time thy dear father love – / Revenge his most disgusting and unnatural slaying. † ( Shakespeare I.v.23, 25 ) Claudius has committed the ultimate wickedness, one found in the Bible: the slaying of Abel via his brother Cain. Hamlet believes that although his male parent ‘s decease should be avenged, it would be foolish to slay the King, supplying merely the absurd ground that ‘a shade told him to ‘ . The full drama is centered on immature Hamlet plotting his retaliation against Claudius, and continually wavering in carry throughing his male parent ‘s ghostly, profound bids. His retaliation is eventually enacted on the King when Haml et ‘s inevitable and sudden decease is realized, and he takes action and finalizes the class of action. Laertes, the late Polonius ‘ eldest, desires to seek retaliation against Hamlet, for he had by chance murder his male parent, and drove his sister, Ophelia, mad. Laertes ‘ purpose to kill Hamlet during their baronial swordfight gives rise to flush his ain death, as Hamlet picks up his poison-tipped blade and scratches him with it every bit good. Upon hearing of Claudius ‘ immorality secret plan to extinguish him, Hamlet takes affairs into his ain custodies and eventually executes his uncle, as his ghostly male parent had commanded. Heathcliff kept many scores throughout his old ages. The initial disturbance comes from Hindley ‘s changeless maltreatment of Heathcliff as a kid. This emotionally upsets him, although he keeps it bottled up until he returns from his three-year absence, to extort retaliation on his bedraggled brother. â€Å" Afterwards set tle my mark with Hindley ; and so forestall the jurisprudence by making executing on myself † ( Bronte 97 ) . Once he has taken over the Highs, and efficaciously the full Earnshaw household, he feels as though he has dealt with the state of affairs. Edgar and Isabella Linton had both made rude comments about Heathcliff ‘s race, being the lone dark adult male for stat mis. He had kept these verbal assaults in his head for a piece, until he had the power to extort retaliation upon them. Catherine betrays Heathcliff by get marrieding Edgar Linton. This greatly cholers Heathcliff, and alternatively of harming his true love Catherine, he decides to take his choler out on Isabella Linton, Edgar ‘s sister. After Isabella and Edgar Linton dice, Heathcliff still does non experience satisfied with his retribution. He so continues to demand retaliation on his ugly brother ‘s boy, Hareton. But even so, his choler is fuelled by his lover Catherine ‘s decease. After his boy, Linton, is forced to get married immature Cathy, Heathcliff unleashes more choler on her, by insulating her from society in her room. At around this clip, he feels as though he has achieved his ain Eden. â€Å" My old enemies have non beaten me ; now would be the precise clip to avenge myself on their representatives – I could make it, and none could impede me. But where is the usage? I do n't care for contact, I ca n't take the problem to raise my manus! † ( Bronte 306 ) . Heathcliff feels as though he had the opportunity now to demand retaliation on more people who had angered him throughout the old ages, but finds no usage to it. His life is approaching to an terminal, and this retribution would be ineffectual. Finally, one time Heathcliff had breathed his last and his retaliation had all been exhausted, the falling action begins. Retaliation throughout both literary plants lead to the deceases of legion characters, including Hamlet, Laertes, Claudius, Gert rude, Hindley, Isabella, Edgar, and Linton. The subjects of the suppression of young person, fury, and retaliation have profound effects in Hamlet and Wuthering Heights, both of which cause legion deceases. Hamlet and immature Fortinbras are suppressed by their uncles, while Heathcliff does most of the subjugation against his unsought relations. This spurs fury in Hamlet, whilst Heathcliff ‘s fury increased exponentially throughout the novel. These furies lead to avenge against other household members ; Heathcliff against the young person of the novel, and Hamlet against his King and female parent. Both these texts portion these common subjects, which strengthen the secret plan as a whole, and increase the suspense and machination of the reader, doing them instant literature classics.

Field Trip Essay Example | Topics and Well Written Essays - 750 words - 2

Field Trip - Essay Example It plays an important part in the conservation of the Indian tiger. Open from the middle of November till mid of June, visitors can stay at Dhikala, which is located inside the Corbett National Park. Jeeps can be hired from Ramnagar, which travel to the Park and Dhikala. Buses also travel to Dhikala from the Ramnagar station. Alternately the route from Delhi - Moradabad, through Kashipur and finally Ramnagar, Corbett can be taken. The estimated distance is 280km, and the journey approximately takes 7 hours. [Jim Corbett National Park, 2002]. The reserve encompasses a total area of 1318.54 sq km. The area is divided into the Jim Corbett National Park, which constitutes about 520 sq km of the core area. The buffer region, covering 797.72 sq km of the total area is the reserve forest region. Elephant Safaris are the best way to explore the huge area of the reserve. Jim Corbett tiger reserve and National park geologically falls in the Outer and Shivalik foothills of the Himalayas. The park was known as the Ramganga National Park, after the tributary of Ganga that flows through the reserve from East till West, post India's independence in 1947. It was renamed as Jim Corbett National Park in 1956, to commemorate the memory of Jim Corbett. The "Project Tiger," conservation project to save the Indian Tiger and its habitat, was launched in 1973 from this park. The special attract Project Tiger The special attraction of the park is the Bengal Tiger, which is an endangered species. In fact the name of the park - Corbett, is after the famous hunter and naturalist Jim Corbett, who was known for the initiatives he took to save the tiger from extinction. "Project Tiger" was started with support from the World Wide Fund for Nature by Indian conservationist. The main objective was to protect the tiger from extinction. Corbett with its thick forest cover and plenty of "food" for the tigers - the number of animal species present and also replenished by the Ramganga acted as an apt destination for a natural habitat of the endangered species. [Riley 208] Geology The Chinji Stage and Kamlial Stage are the two types of geological formations that can be found in the Jim Corbett National Park. Red and maroon shades sandstones, sandstones of grey, purple and grey hues comprise the geological formations of the Park. The Chinji stage that characterizes the uppermost stage of the lower Siwalik geological formations consists of bright colored sandstones. The sandstones of the area are characterized by intercalations of siltstones. Geologists have estimated these to date back to the Miocene (varying between upper and mid) age. [Negi 50 - 51] The Garhwal group's lowermost formation is Rudraprayag. Black and grey colored slates and cherts; grey quartzite; compact, medium grained, grayish white and white quartzite comprise the Rudraprayag formation. Over the Rudraprayag formations are the Lameri formation. Divided into Lameri A, Lameri B and Lameri C these are mainly dolomite bands, slates and phyllites.

Assignemnt Essay Example | Topics and Well Written Essays - 2000 words

Assignemnt - Essay Example Entrepreneurs face several problems and difficulties while planning to start a new business in a new country. Entrepreneurs need to proper research regarding start of a business in a foreign country in a proper way in order to be successful. â€Å"A typical analysis will cover the history of the industry, including discussions of key dates, historic growth patterns, and other matters† (Smith). In this paper, we will discuss ten most relevant problems and difficulties that an entrepreneur in the U.A.E, particularly in Dubai, can face while going on to start a new restaurant. Ten Most Influencing Difficulties for Entrepreneurs Some of the commonly observed difficulties which entrepreneurs are likely to face in the United Arab Emirates include finding relevant information, inadequacy of information, obtaining trade license, developing taste for local people, recruiting key workers, cultural problems, increase in the competition, reduced inflow of foreigners, less capital, and div erse customer base. Let us discuss all of these issues in some detail in order to get a better understanding of how these problems affect entrepreneurs. ... It is a common misperception that the financial recession has only impacted the financial markets. While there is no doubt that the impact has been very severe on the financial markets, but there has been a very severe impact on the consumer sector as well. The sectors such as construction, automobile, textile, and food have also suffered because of the financial crisis. â€Å"With the recent hit by the global economy crisis, many have lost their daily jobs during that period† (Goh). Therefore, we can say that the recent economic crisis has not only put an adverse impact on different sectors and industries but also it has affected the employment conditions of almost every country. Dubai and the Recent Economic Crisis Dubai is that part of the world, which was heavily affected by the current economic recession. The most affected sector in Dubai was real estate. â€Å"The real estate bubble that propelled the frenetic expansion of Dubai on the back of borrowed cash and speculat ive investment, has burst† (Lewis). Many companies had to stop their large-scale construction projects due to adverse impact of economic crisis on the economy of Dubai. A large part of the government’s spending was also in the real estate construction and development sector. With this decrease in the flow of capital, the economy of Dubai became relatively slow. Therefore, this is also an important factor why most of the entrepreneurs find it difficult to invest in Dubai now because investment in the restaurant business heavily relies on stable economic conditions. Restaurant Business The restaurant business has a great cultural significance when it comes to Dubai. This is because the city has always been marketed as

Industrial Relations Integrated Project (Human resource) Essay

Industrial Relations Integrated Project (Human resource) - Essay Example The report then gives recommendations that could be applied to improve industrial relations especially in the context of employee disciplinary policies and termination of employee services. Danway electrical and mechanical engineering has been in the engineering industry since 1976, the firm provides engineering services in a variety of professional in engineering, industrial and construction sectors. The company offers a variety of engineering services ranging from mechanical, electrical and instrumentation works. The company also offers quality services in infrastructure construction, maintenance and upgrade, and is involved in projects from designing to completion of quality structures (Danway, n.d). Danway guarantees the delivery of high quality services to client, a mission they have achieved enabled by a highly skilled staff, effective project management that ensures timely completion of projects while still ensuring the safety during and after the project. Projects are very la bor intensive; require the coordination of professional engineers, architects, project managers, skilled and semiskilled workers participating in planning and erection of projects. There is need for precision in attending to the projects and constructions since errors in this field would be fatal for users of any faulty facilities put up. To achieve this there are a set of policies and procedures set up to monitor activities within the company. Usually the adherence to these regulations is closely monitored by operations manager and the human resource manager. Importance of discipline procedures Operations in every organization are governed by a set of guidelines and policies to ensure efficient delivery of quality products and services. Jex and Britt (2008), show the need to establish a code of conduct which creates a favorable environment for performance of duties for both the employee and the employer. The employer through the coordination of the human resource manager and the op erations manager has the responsibility of constant and timely communication with their employees. It is essential to keep them updated on their responsibilities, for motivation and correction whenever duties are not well attended. It is the responsibility of every manager to ensure that both the employer and the employee understand the rules on which the organization runs. Ambiguous rules are often subject to misinterpretations and can cause a great difference between the parties involved (Jex and Britt 2008). To achieve this every organization has a set of disciplinary policies which guide operations of human resources in factory operations. These policies are well communicated by the human resource management (Bjorkman and Stahl 2006). It is important for every employer to establish good disciplinary policies for their organization. These are meant to ensure efficiency in operations while still protecting the rights of the employee. With the knowledge of their duties and proper c ode of conduct expected from them, employees are expected to responsibly perform duties and deliver in their positions with precision to ensure the achievement of the organization’s mission and vision. According to Bates (2002), a good disciplinary

Bilingual Education Curriculum Essay Example | Topics and Well Written Essays - 2500 words

Bilingual Education Curriculum - Essay Example It is then necessary to lay down the reasons why despite several convincing arguments on the effectiveness of bilingual education, the arguments and debates continue. And to shed light on the cloudy controversy, Crawford (1998) presented the ten misconceptions or common fallacies about bilingual education as follows: 1. English is losing ground to other languages in the United States. More of a panic view than an empirical one, Crawford (1998) acknowledged that there are more world languages spoken in the US now more than ever but quantitative, he argued and not a qualitative change from earlier periods. He pointedly added the concentrations of non-English language speakers common in the 19th century provided for by laws authorizing native language instruction in several states and territories. Children in big cities and rural areas attended bilingual and non-English schools with a diversity of French, Norwegian, Czech or Cherokee while "English survived without any help from government such as official-language legislation," (Crawford, 1998). 2. Newcomers to the United States are learning English more slowly now than in previous generations. Another unfounded belief, Crawford (1998) argued that recent immigrants "appear to be acquiring English more rapidly than ever before" while minority language speakers grow, bilinguals fluent in both native and English language "is growing even faster. Waggoner (1995) reported that between 1980 and 1990, the number of immigrants who spoke non-English languages at home increased by 59%, while the portion of this population that spoke English very well rose by 93% . Likewise, Crawford (1998) added that only 3 percent of US residents reported speaking English less (as compared to well and very well) while only a very insignificant portion spoke no English at all. Also, Veltman (1998) found that about 3 in 4 Hispanic immigrants were reportedly able to speak English on a daily basis after 15 years of residency, and that 70 percent of their children became monolingual English speakers 3. The best way to learn a language is through total immersion. Rodriguez (1982) and de la Pea (1991) were often cited to have "succeeded in school without a special program and acquired a very high level of English literacy," (Krashen, 1997) but it was found out, both had substantial advantages. Rodriguez grew up in an English-Speaking neighborhood in Sacramento, California instrumental in his informal immersion from classmates while de la Pea had the bilingual education advantage in Mexico until fifth grade, and was placed two grades backwards in his schooling in the United States. Crawford (1998) further argued "there is no credible evidence to support the "time on task" theory of language learning-- the claim that the more children are exposed to English, the more English they will learn" emphasizing quality over quantity of exposure while Krashen (1996) pointed out that second language input must also be comprehensible to promote second language acquisition. Crawford (1998) adde d that children left alone to learn on their own in an all-English classroom setting with little or without help via native lessons, English learning will be of little use. And that native instruction will make learning

Marketing Business Plan for Soy Protein Assignment

Marketing Business Plan for Soy Protein - Assignment Example HANGES MADE] 14 Part VI: Marketing Mix [CHANGES MADE] 15 Reference 17 Appendix A 20 Executive Summary 2 Part II: Marketing Plan 5 Business Review 5 Scope 5 Strength 5 Weakness 5 Opportunity 6 Threat 6 Product and Market Review 6 Analysis of the Product 6 Sales Trends for the Product 6 Consumer Behavior Trends 7 Pricing and Distribution 7 Competitive Review 7 Target Market Effectors 8 Target Market 8 Target Market Awareness 8 Target Market Attitude 8 Part III: Marketing Analysis: Market Characteristics/Trends 10 Market segment 10 Market trends 10 Market type 10 Product knowledge 11 Sales area 11 Part IV: Marketing Analysis: Competition 12 Part V: Target Market [CHANGES MADE] 14 Part VI: Marketing Mix [CHANGES MADE] 15 Reference 17 Appendix A 20 Part II: Marketing Plan Business Review Scope The scope of this project is to create a marketing plan of Soy Protein in the United States of America and thereby capturing a decent market share and increasing its sales volume by 10% in USA. The project thereby endeavors to understand the potential strengths and weaknesses of the product which should be managed to gain advantage of the different opportunities and counter threats in the external market. Changes in desires and tastes of the target market and action of the competitors are studied in order to modify the product features so as to match the needs of the people. Strength Soy Protein has found increased use in regards to women in offering them large number of benefits across different stages of their life. It helps to improve the dietary and cardio-vascular positions of the women. Further the intake of Soy Protein has helped them in countering the effects of menopause and helps to prevent cancer and obesity related diseases (Montgomery, 2003, p.44). Weakness The product... The paper talks about the Soy Protein, a vegetable protein mainly found in Soybeans. This protein acts as a potential substitute to the intake of animal proteins. This leguminous product is free of cholesterol and has low fat content. Further the product is composed of amino acids and different minerals with Vitamin B. it also has good fiber content. In United States the Soy Protein market depicts huge marketing and sales volume. The sales trend measurement for the 2004 period shows that the market grew to around 4.1 billion. This growth trend reflects a 5 percent growth from the previous year. While Soy Proteins is recognized as a healthy diet supplement to animal proteins, some consumers acceptance of Soy Proteins is limited due to its unfavorable taste and and the lack of proper knowledge of the product. Children are found not to favor the intake of Soy Proteins owing to unfavorable tastes. However the women and old age population also fail to intake needed quantities of Soy Prote ins owing to unavailability of proper knowledge as to the varities available. In terms of pricing the Soy Protein products help in providing the consumers affordable healthy food items in comparison to animal proteins. The pricing of such food products are conducted based on stability parameters so as to avoid price fluctuations. Distribution parameters in regards to Soy Protein products earns effectiveness owing to the different types of production processes leading to the production of natural and synthetic soy protein in large volumes.

An analysis of libyan protected areas as ecotourism resources Essay

An analysis of libyan protected areas as ecotourism resources - Essay Example Libya’s nature reserves and national parks are maintained by the national park and technical committee of wildlife. Some of the nature reserves include Zellaf, Tripoli, New Hiesha, Bier Ayyad, and Benghazi nature reserve. Other protected areas include Giarabub, Garabuli, Bombe gulf, Beljuj Valley, Grotto de Lete, Serir, Jalo, Serir, Sabratha, and Wadi Kham (Eagles, 2010). Protected areas and national parks that exist within a political social is complex to understand and difficult to predict. The socio-political setting is crucial in that it influences the day-to-day and long-term planning of parks. Some trends that occur in the tourism setting such as war or revolution are beyond the capability of park managers to handle. However, there are trends that require managerial response. When managerial power is implemented in the tourism setting it influences the societal and political roles of these areas. The first global trend in nature tourism is that park visitation in most co untries such as Libya will increase in the next years. This based on the fact that, there has been an increase in the use of tourism parks and protected areas for the past 100 years. The significant increase of park visitation is because of international travellers who have a strong drive to visit other countries (Eagles, 2010). The second trend is that park tourism increases public collaboration and participation. It is important to note that, park tourism is about people and their interests. With this, many people invest their time and money to benefit personally towards tourism. The desires and needs of park visitors increase public participation that expands the demands of public participation in the parks. This trend increases the recognition that the park visitors are important, and thus should be given a high priority. The third trend is that, increasing the level of education in the society increases the demand in park services and park management. It is worth note that, hig her education increases earnings and the broader view of the societal spending and more desire and opportunity to travel from one country to the other (Chivvis, 2012). The large segment of people that uses national parks is highly-educated citizens who earn good salary packages. By increasing the level of education, a nation is guarantee of having many travellers within and outside the country. Still, this increases the use levels in protected areas and parks in the future. As people further their education, their interest for travelling and spending develop. This trend also increases the concept of managers seeing more demand of increasing their knowledge, interpretation, and information about the values that the park contains. The management team work hard to satisfy the needs of audience (Mediterranean Area., 2012). The population shift in the developed countries increases the number of citizens visiting other countries. People in their early senior years and are healthy particip ates more in travelling than the elderly. Most of this travel includes nature-based travel, national parks, and private ecolodges. With appropriate infrastructure, accommodation and services, a country is more likely to attract potential visitors. With suitable services, tourists are more likely to spend more money travelling and enjoying the services and accommodation of parks. The fifth trend is that, technology increases the potential means of travelling and leisure opportunities. As technology advances from one level to the other,

Editorial portrait Essay Example | Topics and Well Written Essays - 250 words

Editorial portrait - Essay Example This is determined by indoor or outdoor situations where the approach is to light the interior and subject and calculate the exposure based on the interior and exterior lighting. A perfect example is the work of Art P Suwansang on the bridal image with outdoor lighting. This enables the photographer to take perfect photos valid for editorial portrait (Rand & Meyer, 125). The beauty of an editorial portrait is also determined by the wardrobe of the correspondents. This implies that clothes are essential factor in setting the scene and outlining hidden information behind the portrait. Many viewers and readers determine the feel of the portrait using clothes worn by correspondents. It places a subject in specific time to match the situation and motive of the portrait. For instance, renowned photographer Anna Williams believes that having the best wardrobe combination is a perfect idea in photography. That is why shirt or any piece of clothing may inspire viewers and readers in a photo. At the same time, a black leather jacket may inspire a rebel without cause themed shoot (Garret 1). Props also play an important role in telling a story in editorial portraits. An individual can use props to accentuate their message to their viewers and readers. According to Benning Arjan, a popular photographer, taking portraits entails gathering simple objects. When taking pictures, photographers should incorporate an interesting chair, an old clock or unique pair of glass to inspire an entire shoot. Keep the props in mind to fit the concept that has been developed for an entire shoot (Adler, 9). In conclusion, it is evident that environment, wardrobe and props are essential factors in creating a perfect editorial portrait. The photographers should be cautious in the entire shoot in order to come up with an interesting and fascinating picture for the readers and

Regultion of public utilities Essay Example | Topics and Well Written Essays - 3250 words

Regultion of public utilities - Essay Example I shÐ °ll use the term in its broÐ °d sense, to comprehend Ð °ll industries over which the right to regulÐ °te hÐ °s been estÐ °blished Ð °nd efforts Ð °t regulÐ °tion introduced. It is worth while Ð °t the outset to distinguish cleÐ °rly between the speciÐ °l control over public utilities Ð °nd the regulÐ °tion of industries in generÐ °l. Under the police power, Ð ° stÐ °te hÐ °s the right to regulÐ °te Ð °ny business. This sort of regulÐ °tion hÐ °s to do with sÐ °fety devices, conditions of heÐ °lth Ð °nd well being of employees, Ð °nd, with more or less defined limitÐ °tions, the generÐ °l welfÐ °re of the public (King, 2000). The regulÐ °tion of public utilities, however, is of Ð ° different sort Ð °ltogether. It embrÐ °ces the right to control the very orgÐ °nizÐ °tion Ð °nd conduct of the enterprise. It is concerned not only with sÐ °fety Ð °nd welfÐ °re, but with the rÐ °tes chÐ °rged the public Ð °nd the returns or profits reÐ °lize d by the business, Ð °s well Ð °s with the products or services furnished. In the so-cÐ °lled unregulÐ °ted business the right to such interference is not recognized. Ð fter Ð °ll reÐ °sonÐ °ble provisions for the public welfÐ °re hÐ °ve been mÐ °de, ordinÐ °ry business is still free to furnish such services or products Ð °s it desires, chÐ °rge such prices or rÐ °tes Ð °s it is Ð °ble to exÐ °ct, Ð °nd conduct its finÐ °nciÐ °l mÐ °nÐ °gement Ð °ccording to its own purposes or contrÐ °ctuÐ °l Ð °rrÐ °ngements. The right to regulÐ °te in the speciÐ °l sense wÐ °s first recognized in the celebrÐ °ted cÐ °se of Munn v. Illinois, decided by the Supreme Court of the United StÐ °tes in 1876.

Chinese New Year Traditions Essay Example for Free

Chinese New Year Traditions Essay Tundra (Arctic and alpine) Boreal forest or taiga Temperate deciduous forest Scrub forest called chaparral in California) Tropical thorn scrub and woodland (Dry forest) Savanna Temperate grassland Desert (cold and hot) Tropical Rainforest I emperate RalnTorest Answer the following questions about biomes: 1 . What attributes are used to define biomes? 2. Which is the coldest biome? 3. Which the largest most precipitation? 7. The tropical rainforest is located between which two Tropics? 8. The changing season is best viewed in which biome? 9. Which biome has been mostly converted to agricultural use?

The Client Under Design Bid Build Procurement System Construction Essay

The Client Under Design Bid Build Procurement System Construction Essay Procurement system of Construction project is broad in scope because it involve the gathering and organizing of innumerable of separate individuals, firms and companies to design, manage and build construction product such as commercial building, residential building, Infrastructure, bridges, factory for specific client. (Rosli Abdul Rashid et al, 2006) The procurement literally means to obtain by care, to acquire While, system in literally mean organized method, approach, technique, process or procedure (Rosli Abdul Rashid et al, 2006). (The Aqua Group, 1999) described procurement system s the process obtain goods and services from another for some consideration. Project Procurement is the organization structure needed to design and build construction projects for a specific client (Masterman,1996). 2.2 Design Bid Build Procurement system (Traditional Procurement system)Client Architect/Engineer Contractor Sub-Contractor Design Bid Build Procurement system is describe as the statute for delivering public owner improvement project ( Marion Country Board of Commissioner, 2011). Design and Bid Build Procurement system is a separation of design from Construction, the system is harder integration coordination of various design. The coordination is multiple responsibilities and allocation of design and construction responsible are not always clear (K.C .Lam, n, d). The Design Bid Build Procurement system has been identified as the slowest project delivery approach (Rosli Abdul Rashid er al, 2006). Traditional system is better cost control as such cost increase due to variation minimized, but works were often disrupted when there are too many variations (due to unforeseeable problem) and it tend to cause the cost to inflate (Masterman, 1996). Design Bid Build provid high degree of quality certainty and functional standard because it provide opportunities for client to combine the best design, management and construction expertise between consultants and contractor .Moreover, it also provide more time for client and consultants to review and fully develop the design and specification thus allowing better documentation preparation (Rosli Abdul Rashid er al, 2006). In traditional procurement system, Architect is the lead designer, but coordination of services is passed to ME consultant and Main contractor and Site Coordination by all sub-contractor managed and prepared by Main Contractor ( K.C .Lam, nd). Design and build procurement system are the process where the client deals directly with the contractor for the complete building and it is the contractor who is not only responsible for but also coordinate the separate design and construction process, including engagement of the design team, therefore contractually linked with the contractor and not the client( The Chartered Institute of Building (CIOB-1983), n.d). 2.2.1Role of the Client under Design Bid Build Procurement System Under a traditional Procurement system, the client employs plans and specification by the way of bidding format to obtain tender bid and select the select the suitable contractor. This means the client warrants the sufficiency of the plans with full disclosure of the information and assumes any liability for defects and the plans and specification that he provides to the contractor. ( Bryan S. Shapiro, 1994). 2.2.2 Role of Consultant and Contractor under Traditional Procurement system Normally the architect or engineer will prepare the plan and specifications for the owner prior to tendering. Which mean the architect or engineer legally responsible to the owner for the design defects according his professional services. Generally, the design professional has no liability for the construction defects, other than for the defects that should observe from field services inspection which he has carried out. Most important of all, the designer has contractual obligations to protect the owner The consultants act as the agent for the owner during the construction phase ( Bryan S. Shapiro, 1994). The Contractor is has liability for defective construction and workmanship, but he has no responsible for design defects ( Bryan S. Shapiro, 1994). 2.2.3 Advantages of Traditional Procurement system The Design Bid Build Procurement system is known quantity to client, designers and constructors. This is the greatest strength for this procurement system. For so many years, this delivery system was the predominant one for the construction in United State. The Procedure and contractual rules of conduct have been worked out and well understood by all the construction parties. Most of the professionals prefer this well define relationship, which reduces their level of risk because this procurement reduces uncertainty. Under the right circumstance, this means that a project more likely to proceeds smoothly from the beginning stage until the end of the project (Frederick E. Gould Nancy E. Joyce, 2003). The mood also contains contractual protection for the client. The allocation of the risk for the construction performance rests almost completely on the contractor and subcontractors. The Client was insulated from many of the risk of cost overruns, such as nonperforming sub-contractors, labour inefficiencies, inflation and etc. In most instances, the client knows the final cost at the beginning of the construction cost, and the risk of cost overruns is borne by the contractor. However, the risk of cost increases depends to large extent on the accuracy and completeness of the contract documents (Frederick E. Gould Nancy E. Joyce, 2003). Last, the client has not to be involved in the construction process. But, he must involve in design stage to make the decision about accept or not accept the design. Once the construction process start the client is represented by the consultants empowered to act in his name to make recommendation (Frederick E. Gould Nancy E. Joyce, 2003). 2.2.4 Disadvantages of Traditional Procurement system The contractor does not enter the process until the design complete, which mean the design not usually reviewed for constructability before it is finish. Design features could have been built more effectively and economically often result in higher costs. Some of the design firm solving this problem by hiring preconstruction consultants or having construction professional. Although this is bring benefit to the project but it is not effective as having design reviewed by the contractor. (Frederick E. Gould Nancy E. Joyce, 2003). Next, the traditional procurement system is difficult to reduce the time required by both design and construction. The process is sequential and linear from design stage to procurement stage then last construction stage. There is no chance to overlap tasks and thus reduce overall time. This will cause the raise of interest expenses on construction loan and other costs and can expose the project to risk of inflation. The time element problem always is the primary reason client refuse in use of the Design Bid Build method (Frederick E. Gould Nancy E. Joyce, 2003). Subsequently, unforeseen conditions on a job also be source of the conflict and may lead changes in the contract. A through design process complete set of drawings attempt to minimize these conditions. Conduction additional soil borings or opening walls in renovation work can help to properly identify actual conditions and avoid future conflicts. Unfortunately, not every condition can be identified and when unforeseen events occur the contract may have to be renegotiated between client and contractor. This may take away advantage to the client in terms of knowing the cost when the beginning stage of construction (Frederick E. Gould Nancy E. Joyce, 2003). 2.3 Design and Build Procurement SystemClient Architect/Engineer Contractor Sub-Contractor Term Design and Build refer to the procurement strategy that entail the contractor carry out the work; design work as well as the construction completion of the work .Design and build procurement system is define as an integrated procurement system. This system was first launch at Malaysia in 1983, the first project handle by design and build was the Kuala Terengganu Hospital complete at 1985. (Ng Weng Seng and Aminah Md Yusof, 2006). The main characteristic of the Design and build system are single responsibility to a particular organization which mean the fox price lump sum and the project is designed and built specially to meet needs of the client (Ng Weng Seng and Aminah Md Yusof, 2006). According (Mladen Radujkovic etl, n.d.) the Design and build procurement system is a single point contract between client and Contractor. (Turner, 1990) and (Jansen, 1991) supported that DB contractor is supplying option of buying a finished building. (Masterman, 1992) state that the term Design and Build has almost been identical interpreted and defined as being an arrangement where one contracting organization takes sole responsibility. Design and build having a better integration coordination of all member work under one umbrella and consultant works with contractor, second coordination after design is not necessary, and both will be involved for the design stage. In DB procurement system, DB consultant must be provide workable drawing and both Architect and engineers will provide coordinated design and solve coordination problem quickly (K.C.LAM, n.d). DB procurement system is a fast tracking delivery system, because it allow process of detail of design and construction to run parallel and concurrently to each other, therefore if any problem occur consultant can contractor can solve immediately and reducing overall project development period. Cost of DB procurement system is more higher than traditional procurement system because it lack of design and specification detailing during tender, this cause uncertainties to contractor for pricing. DB procurement also are allow contractor utilize his knowledge and experience to develop much compacted and coherent work program and to develop more efficient design and project control. (Rosli Abdul Rashid er al, 2006) This DB procurement system is used extensively in certain industries, particularly industrial construction. The complexity of the industrial projects such as oil refineries and power plants makes them a good candidate for DB. Before the traditional method become popular, DB was actually the preferred mode of delivery for almost all projects, although it was not named as such. An owner hired a master builder, who designed the project, acquired the materials, and hired and supervised the craft workers on the site. This mode of delivery became less popular as professional tasks became more specialized (Frederick E. Gould Nancy E. Joyce, 2003). In general, it can be conclude that DB procurement system provide single point responsibility for the whole design and construction. Contractor, who is responsible for the implementation of the project, has right control all over the project. This nonetheless does not deter the involvement of the client. The clients requirement and specification always been taken in to priority consideration, which consequently present uniqueness of the system (Frederick E. Gould Nancy E. Joyce, 2003) 2.3.1Role of clients under Design and Build procurement system The difficulty with the preparation of the clients requirements does not end at the preparation stage. Most of the clients do not realise that the requirements only amount to schematic design of the product. In traditional procurement system, the supervising consultant would prepare the detail design before issuing the instruction to the contractor. In DB procurement system the contract assume that the contractor take care of the detail design and is conferred a relatively wide mandate when interpreting the clients requirements (Tan, Daniel, 1997). Disputes as to whether and instruction constitutes a variation often revolve around the clients requirements. Has there been non-compliance of the requirements or otherwise? It would be appear that the new client tat wish to have more in the end of the product would have more detail clients requirement prepared. Inevitably higher cost to the client will result in preparation of clients requirements which defeat one of the benefit of adopting a design and build procurement system (Tan, Daniel, 1997). When the clients providing too much detail may realise that they are doing what their contractor is being paid to do. But, some may not realise that they may also be prejudicing their contractual position by assuming responsibility for parts of the design, particularly so if the detail design is on their contractor. (Tan, Daniel, 1997). 2.3.2 Role of Contractor under DB procurement system Under DB contract the contractor is assumes that to responsible for the design. It is incumbent on the contractor to engage a design team to come up with a design which comply the clients requirements (Tan, Daniel, 1997). For those inexperienced DB contractor the selection of the designer for project design team is vital. Not only should the contractor select the team member that know how to integrate their portion of work into overall design intended by contractor, it is imperative that each team member knows how to receive instructions from the contractor (Tan, Daniel, 1997). There are vast number of the consultants in Malaysia are not accustomed to receiving the instruction from the contractor. Irrespective of the terms and conditions of the contract at hand, some consultants either consciously attaches more weight to the requirement of the client rather than contractor. Consultants appear to be entrenched in the traditional form arrangement and area inflexible, so it seems when taking instruction from contractor. The selection process for the design consultants must be exercised with great care to ensure that they are able and willing to receive instruction from contractor (Tan, Daniel, 1997). 2.3.3 Advantages of DB procurement system The reason for most of the clients choosing DB procurement system is this system provide good communication that can occur between the design team and construction team. Many large size DB companies specialize in particular areas and have developed a smooth flow between design and construction phase of the project. This collaboration allows the project be easily fast tracked, cutting down and overall schedule for the project (Frederick E. Gould Nancy E. Joyce, 2003). Good communication between design team and construction team are allows construction input early in the design phase. Such input includes constructability analysis, value engineering and subcontractor pricing. Cost estimating, master programme, long lead item identification, and ordering all become part of the overall project planning (Frederick E. Gould Nancy E. Joyce, 2003). This arrangement allows easier incorporation of changes due to scope of unforeseen conditions since their coordination occur within the same contractual entity. The client is less heavily involved and sits outside the direct day to day communication between designer and constructor. This keep owner staffing to a minimum and puts the full responsibility for good communication, problem solving , and project delivery on DB team (Frederick E. Gould Nancy E. Joyce, 2003). 2.3.4 Disadvantages of DB procurement system Although DB procurement system give the owner a fixed, firm price before the project start, this generally does not happen in a DB arrangement. Because the firm is hired before the design has start, any real pricing is not possible. Instead, client usually enters this arrangement with conceptual budget but without guarantee of a firm price. Firming up the price too soon puts the DB team in the position of making the scope of fit the price, which carries the risk of sacrificing quality to protect profit. If the project is fast-tracked, the client may not have a good idea about the final price until parts of the project complete (Frederick E. Gould Nancy E. Joyce, 2003). Next, the Client ability to remain marginally involve can be both and advantage and disadvantage. When DB Company has an organization that is efficient at performing work, the project can move very fast. If the client does not stay consistently involve throughout the process, he may have to make decision without fully understanding the issues. Once the project develops a rhythm, the project is difficult to change that rhythm. If the client is not moving to the same rhythm, the project may take a direction that he does not want but is not aware of until too late (Frederick E. Gould Nancy E. Joyce, 2003). Last, is the lack of check and balances. In the traditional contract, the designer prepares a complete set of documents, which is used to measure and evaluate the performance work done at the site. The client often hires the consultant to oversee the work of the contractor to ensure that the deficient work is identified and correct. But the in Design and Build procurement system the designer works for Contractor Company. Similarly, during construction the contractor sometimes uncovers the certain design deficiencies and error on missions. The designer is contract bound by the contractor to correct these deficiencies without additional cost to the client. In Design and build the designer and builder are put in position of critiquing their workers and perhaps affecting their bottom line by that critique. The client must rely more heavily on the quality and ethics of the firm since most of the checks and balances will likely take place behind the companys door (Frederick E. Gould Nancy E. Joyce, 2003). 2.4 Contractor Risk and Problem Some of the problems unfortunately only surface after commencement of a project and in not expected, it will pose real problems to unsuspecting clients and contractors. (Tan, Daniel, 1997). The unsuspecting client may find that he still has to engage his own consultants for technical guidance and preparation of the material setting out the clients requirement. The trustful contractor may find that his costs and effort for tendering would be quite high especially if he is unsuccessful in the tender exercise. Contractor liability assumed for design could be much wider than anticipated (Tan, Daniel, 1997). The most of the problem face by contractor was, delays in the construction industry are a global phenomenon and the construction industry Malaysia is no exception (Muraili Sambasivan Yau Wen Soon, 2005). Delays and disruption to contractors progress are major source of claims and disputes in construction industry. The matter often in dispute concern the dichotomy in responsibility for delays (Clients and Contractors) partly because of the multifarious nature of the sources of delays and disruption. With increased project complexity and requirements coupled with multiple parties all subject to their performance exigencies, the resolution of such claims and disputes has become a matter difficulty (Nuhu Braimah Issaka Ndekugri, 2008) The factor adversely affecting the cost performance of project are conflict among project participants, ignorance and lack of Knowledge, presence of poor project specific attributes and non-existence of cooperation, hostile socio economic and climatic condition, reluctance in timely decision, aggressive competition at tender stage and short bid preparation time (K.C. Iyer K.N. Jha,2005). Late and non-payment from the client will cause cash flow problems to the project especially to contractors (M.S. Mohd Danuri, M.E. Che Munaaim,H.Abdul Rahman M.Hanid, 2006) Some common type of problem faced by the contractors who was a bumiputra in Malaysia Construction industry such as Lack of expertise and experience Over-optimistic estimation in tender bids Material price escalation Financial problems Material supply networking Lack of skilled worker Lack of construction material and machineries Inefficient an ineffective planning and management Communication problems (Abdul Rahman Ayub Janidah Eman, 2006) Delays of deliveries, sub-standard workmanship and materials, poor safety management on sites and cost over-run of governments project are some of the issues that been seriously discussed by the government. (Abdul Rahman Ayub Janidah Eman, 2006) Sub-contractors failure to perform to the quality expectations (Abdul Rahman Ayub Janidah Eman, 2006) Delays of project causes are financing of and payment for completed works, poor contract management, changes in site condition and shortages in materials (Mansfeild NR, Ugwu OO Doran T, 1994). Delay via project participants and extraneous factors (Odeyinka HA Yusif A, 1997). The following is some risk face by contractor. Financial constraints Late payment by clients Relationship between emerging contractors and suppliers Difficulties when running a business (Wellington Didibhuku Thwala Mpendulo Mvubu, 2008) Â · 2.5 Communication Channel Many author identified communication as one of the core indicators in enhancing the practice of team integration in construction projects (Che Khairil Che Ibrahim et al, 2011) Communication has been link to team effectiveness, the integration of work units across organisational levels, characteristic of effective supervision, job satisfaction and overall organisational effectiveness (Love et al, 1998) The construction industry needs to communicate better not only with the public but also its distinct professions or we can call communication also is a professional practice (Cheng et al, 2001) By establishing communication flows, involvement patterns and other behavioural responses to unexpected change events, the nature of any professional and cultural interfaces can be established (Moore,D.R. Dainty, A.R.J, 2001) In order to lower down the complexity of the design implementation process, high degree communication between the designer and builder must be established (Ochieng, E.G. Price, A.D., 2009) Lack of communication between all key member of the project in any construction project in a multi-disciplinary team has led to trouble in the development process for both project management and design implementation levels (Evbuomwana, N.F.O Anumba, C.J., 1998). The communication barriers between project team had left the construction team almost to the design changes. They further added that by having multi-disciplinary project team, communication system can be improved as the will encourage face to face between the design team and construction team. Developing effective communication systems throughout the construction supply chain will ensure good and dependable flows of information; establishing mechanisms for problem resolution and for generating added-value into project scan be improved as they will encourage face to face relationship and interaction between team member (Briscoe, Dainty,A. ,2005) Construction organisation must form effective communication link in order to realise the benefits of partnership and alliances. Organisation thattrly on co-operation and trust have been found to obtain lower costs for as long as network is maintain (Cheng et al, 2001) 2.5.1 Communication and Conflict The construction project who communicate most often are the distinct professions such as client, contractor and designer. The highly differing professions and their multi-disciplinary skill often limit the scope of communication amongst the professions (Professor James Sommerville, Nigel Craig and Michael Mccarney, 2004). Within construction project delays are almost inevitable and as a result of this conflict and claims situations will arise (Alkass et al, 1995). The construction industry is inherently burdened with conflict and disputes s a result of increasing complex projects by clients (Kangari, 1995) Conflict within communication can be traced back to inadequate inaccurate, inappropriate, inconsistent and most important late information (refer Table 1) and this can occur despite the advancements made in document management system and information management techniques (Tam, 1999) Factors that contribute to conflict Information Factors Human/organisational factors Lack of adequate project information Lack of integration amongst project parties Lack of information from the client Lack of competence and professionalism Inadequate contract administration Inappropriate contract/procurement type Inadequate contract documentation Adversarial culture of construction organisations Inadequate design/tender information Slow response form clients Poor document transfer/communication Unrealistic time, cost and quality targets Table 1: Factors that contribute to conflict within the construction industry 2.5.2 Electronic Document Management Systems (EDMS) EDMS has often been viewed as a non-value added component of the construction process. As a result of this view, most of the construction organisations suffer greatly from the consequences of poor information management systems (Kangari, 1995). Construction project begins the day first negotiations or network communication has taken place. A great problem of many projects and construction organisations is poor, unstructured record keeping the document control throughout the project. However, the use of system like EDMS can be called upon to provide structured document based evidence that can be used to settle a dispute (Ren et al., 2001) Organisations that support the notion of structured EDMS keep the most sophisticated documentation records and will have a decide advantage in any dispute resolution proceeding (Kangari, 1995). EDMS encourages co-operative working environments and streamlines communication throughout the varying construction organisations although the huge quantities of project documentation created can result in information overload and can be attributed to the rise in use of general IT systems within the construction industry (Professor James Sommerville, Nigel Craig and Michael Mccarney, 2004). Managing project information with EDMS removes the onus on the individual to file information; this person in the past had been responsible for filing and other associated task (Sommerille and Craig, 2002). EDMS system should in essence control, store and transfer project information in systematic manner taking away the need to rely on individual of organisation to take the task. EDMS produce not only vast amounts of information but also better and more understandable structured information (Professor James Sommerville, Nigel Craig and Michael Mccarney, 2004). Electronic Document Management System (EDMS) have provided the industry with great benefits in the consistency of document generation, accessibility and the exchange of project documentation and have now become crucial component for managing the construction project. The widespread adoption of Information Technology (IT) and EDMS has created a culture of openness and trust and one which allows all project participants to have instantaneous access to project documentation although the nature of the industry can also contribute to the lack of IT involvement in many construction organisations (El-Ghandour and AL-Hussein, 2004). 2.3 Measurement of project performance 2.3.1 Contractor Effectiveness and efficiency Every project can be evaluated by well performance or bad performance. There are a lot of way can measure the performance of the project. Different country has a different way to measure the project performance. Performance basically measures by effectiveness and efficiency (Sinclair and Zairy, 1995). Effectiveness is mean the contractor produce the contingency plan before the construction start, which mean the contractor and his consultancies team alreadyv identify all the risk which will possible cause the project delay. However, Efficiency is contractor provide the good performance with complete the work within the time and within the budget. The most important is ensure the quality of the construction when handle the product to the Employer. 2.3.2 Improvement of the performance from previous project. ( Mbugua et al., 1999) define performance of the project is measured as an organized way of operation or construction activity and acts as tool for continuous improvements. Contractor can improve their performance base on the previous performance from the project which is same characteristic which the current project. Example, the current project is the contractor has to build the 30 storey high residential building under Design Bid build procurement system. Contractor can review the previous project which is same characteristic as current project. Contractor can improve the weakness and minor mistake which make in the previous project, so the contractor can ensure it would not happen again in this project. Next, is to maintain the strength to this project, the contractor understand their strength so they can carry the project with smooth flow and provide good performance during construct the building. 2.3.3 Iron Triangle (Arazhi Idrus, Mahmoud Sodangi and Mohamad Haq Husin, 2011) state that in early of 1990s, the project success was measured by the project duration, monetary cost and project performance. Time, cost and quality are the basic criteria for to success complete the project, it also known as the iron triangle as this feel element will always include in any project evaluation. Nowadays, most of the contractors are using this 3 element as the criteria for the success of the project. But, unfortunately most of the small firm size contractors at Malaysia just focus on the Cost. They do whatever they can to protect their profit, this will cause most of quality of the project did not meet the standard which state in the content of the contract document. 2.3.4 Construction Business Performance Measurement (Love and Holt, 2000) discussed the criteria measure of the construction performance in United Kingdom (UK) in construction industry. They found 2 different type of the Construction Business Performance Measurement, which are Stakeholder Perspective Measurement (SPM) and Business Performance Measurement (BPM). BPM is a myopic thinking should rejected as it focusing short term, being specific, profit-oriented and neglecting broader stakeholder problem (Arazhi Idrus, Mahmoud Sodangi and Mohamad Haq Husin, 2011). This method of measurement only to meet client objectives and goals without consider the nature of business environment, structure of organization and level of technology employed (Love and Holt, 2000).Subsequently is SPM practice under three perspective which are stakeholders entity where they take account on interest of customers and shareholders; goal-orientated (profit centred) as a system that involve in resource garnering, conversion and exchange with environment (Love an d Hold, 2000). 2.3.5 Different Procurement with Different Performance According to (Abdul Rashid et al, 2006) there are different procurement system are available for the Employer and effect of the differe

Theory of Inner Core Super-Rotation: An Analysis

Theory of Inner Core Super-Rotation: An Analysis Andrew Brown Introduction This article investigates the various thought processes behind, and controversies surrounding, the theory of Inner Core super-rotation. The Inner Core of the Earth is composed predominantly of soli iron, and lies at the centre of the planet, surrounded by a liquid Outer Core (again, predominantly composed of iron). It is a region that has long been known for having a profound influence in the processes that maintain convection within the liquid Outer Core. Understanding the workings of the Inner Core could be key in the understanding of dynamo theory, the Earth’s magnetic field (from its origins, through to the present day), heat-flow, core-history, core-composition, and possibly effects on the Earth’s gravity field. In recent years, many seismic studies have indicated that the Inner Core contains large-scale anisotropy in its velocity structure. It was discovered that there was evidence of systematic changes in the travel-time of waves travelling through the Inner Core. These changes (changing over long time periods) were interpreted as indications of the Inner Core rotating at a different rate than that of the other material within the Earth. It was suggested that the Inner Core is rotating in an Eastward direction relative to the Mantle and Crust, at a rate measurable within human time-scales. This finding was initially dismissed as being either too slow a rotation-rate, or considered to be physically impossible. However, additional evidence, displayed in recent studies into the matter, is found to support the hypothesis that the Inner Core is, in fact, super-rotating. Despite this finding, the topic of Inner Core super-rotation, along with discussions about the rate at which it is rotating, i s still considered a controversial area of research. Research History The first suggestion of a super-rotating mass at the centre of the Earth was brought on by analysis of the interaction between the solid Inner and liquid Outer Core. The viscosity of the Outer Core is very low, and is thought to convect at a rate of approximately 1cms-1. It could be thought that this might result in the appearance that the Inner Core was moving with respect to the mantle. In order to investigate this phenomenon further, Glatzmaier Roberts (1995) modelled a numerical solution for 3D convection dynamo motions within the Outer ore. This model successfully reproduced observed magnetic field strength and reversal behaviour. However, in the model, the Inner Core was free to rotate, and what was found was that it naturally super-rotated in an Eastward direction. From this is was then hypothesised that seismic reflections, rebounding off the Inner/Outer Core boundary, could show evidence of this modelled rotation, but it was later found that a more efficient data set would be to examine seismic waves that are transmitted through the Inner Core (Song Richards, 1996). Using this technique, along with others (such as analysis of geodynamo processes and shear-wave conversions within the Inner Core), there is more evidence supporting a super-rotating Inner Core, than not. However, even upon agreeing that this idea is both plausible and probable, there is still a large level of uncertainty surrounding the rate at which the Inner Core is rotating with respect to the Mantle. There have been suggestions in recent studies that it is rotating at a rate of less than 1à ¢Ã‚ Ã‚ °yr-1, but equally, there have been suggestions of rotation rates of over 1à ¢Ã‚ Ã‚ °yr-1, and even suggestions recently of no discernable difference in rotation. Evidence for Super-Rotation Our current theories of the origins of the Earth’s magnetic field rely on the understanding of the geodynamo processes occurring within the core. Differential rotation is a requirement for the geodynamo to exist. It is this differential rotation that drives the dynamo action by generating toroidal magnetic fields from poloidal. Initially, there are poloidal field lines, which are then ‘wound up’ by the differential rotation (shown in figure 1). Only a small amount of diffusion is needed to break these poloidal lines and form a toroidal loop, and these new toroidal field lines then amplify the original poloidal field, and the process repeats. It can be observe that the core surface appears to drift in a westward direction. If the Inner Core is, indeed, differentially rotating, then it would suggest an eastward drift at the Inner Core boundary. This predicted eastward drift agrees with the eastward drift observe in geodynamo simulations. In addition to this, it is well understood by electromagnetism, that Inner and Outer Core are well coupled, and thus would suggest that the Inner Core should be super-rotating, and drift east. Although a super-rotating Inner Core is consistent with current geodynamo theories, such a controversial subject area requires more actual, observable evidence in order to validate these assumptions. This evidence comes from analysis of Inner Core seismology. P-waves are found to travel through the Inner Core approximately 3 or 4% faster in a direction almost parallel to the north/south axis, than in directions along the equatorial plane. (Poupinet et al., 1983; Morelli et al., 1986; Song Helmberger, 1993). In addition to this, analysis of the free-oscillations of the Earth that contain significant energy within the Inner Core shows evidence of shear-wave splitting (Masters Gilbert, 1981; Sharruck Woodhouse, 1998), another indication of a variation in velocity between planes. Both these phenomena are show Inner Core anisotropy, with the ‘fast axis’ tilted approximately 10à ¢Ã‚ Ã‚ ° from the rotation axis (figure 2). This fact can be used to the advantage of research ers, as if the Inner Core is super-rotating then it should be possible to observe this ‘fast axis’ precessing over long time periods. In other words, if the anisotropic Inner Core rotates about the north/south axis at a different rate to that of the Mantle, then the observed travel-times will change in a systematic fashion for repeated seismic signals passing through the Inner Core. Interpretations of the relative (rather than absolute) timings are use in order to reduce the methods sensitivity to errors in source locations. The method uses a combination of source and receiver pairs that allow for seismic rays through the Inner Core, that also have an orientation that will be sensitive to the effect of the hypothesised rotation on the ‘fast axis’. The differences in travel-times are analysed for three different ray path phases: AB, BC and DF (shown in figure 3). Ray paths through the Earth are very close together, hence the need to analyse relative travel-times. Mantle convection is slow, and the Outer Core is well-mixed, and thus the travel time of the BC phases should remain relatively constant over time. It should, therefore, be safe to assume that any variations observed over time will have an Inner Core origin. Each of these phases travel through different sections of the Earth’s Mantle and Core, and thus contain different information, therefore, changes between phases are unlikely to be due to event mislocation. The contrast between AB and BC phases are mostly just scattered; however, the difference between BC and DF phases show a systematic increase over time. However, interpretation of the differences in travel time, alone, is not sufficient to detect super-rotation. It is the effect on the parameter, ÃŽ ¾ (the angle of the ray with respect to the Inner Core ‘fast axis’), that is sensitive to the changes in ray paths that would be observed if the Inner Core were differentially rotating. Figure 4 shows two curves: the percentage velocity perturbations with ÃŽ ¾; and the derivative of this curve, with respect to ÃŽ ¾, which illustrates the sensitivity to changes in velocity with ÃŽ ¾, which is what would be expected with super-rotation. Studies of these core-phase relative travel times have indicated a definite eastward Inner Core rotation rate of approximately 1à ¢Ã‚ Ã‚ ° per year (Song Richards, 1996), although further studies have produced varying results for this rate. Ovtchinnikov et al. (1998), again, used BC-DF travel-time differences brought on by nuclear explosions, thus reducing the error in source location. The result of this study, produced through the analysis of long time-series data over decades, was consistent with a cylindrically symmetric Inner Core which is moving in an eastward direction. It was found that it rotated at a rate of 0.3-1.1à ¢Ã‚ Ã‚ °yr-1. Another, different, approach by Vidale Earle (2000) was to use short-period seismic waves, or ‘coda’, that are reflected back from the Inner Core (PkikP phase). This method is particularly affective (in comparison to previous techniques) as it allows for the measurement of changes in Inner Core rotation rates. They found that, over a period of around 3 years, the western hemisphere of the Inner Core appeared to be moving towards the recording station, and the eastern, away. This is what would be expected for an eastwardly super-rotating Inner Core, and the rate of this rotation was estimated to be around 0.15à ¢Ã‚ Ã‚ °yr-1. Controversies Surrounding Super-Rotation Although many studies agree on an eastwardly rotating Inner Core with respect to the Mantle, research using only slightly different methodologies and phase combinations has produced vastly varied results. Researchers have dismissed the variations in the findings as being due to the methodology producing the results being inadequate, and that the data is insufficient. All of the methods described rely on the use of data over a time period which could be up to decades. Seismogram quality has improved greatly over time; therefore arrivals will end up being picked earlier in the more accurate, modern seismograms. In addition to this, the rays being analysed have to 1st travel through local source, receiver and deep mantle structure before then passing through the area of interest (Inner Core). These have greater effects on the velocity variations than that of the Inner Core anisotropy, which reduces the accuracy at which the effects of the Inner Core can be interpreted. All initial studies, although successful in providing ‘proof’ of Inner Core super-rotation, rely on the assumption of a homogeneous, cylindrically symmetric model for the distribution of Inner Core anisotropy, with a north/south tilted fast axis. On top of this, the assumption of the Inner Core as essentially a rigid rotating rigid body, forces a potentially unrealistic framework. Instead, a ductile Inner Core is more plausible, which would deform as rotates. Recent studies into mode splitting functions have shown that there are complex patterns of inhomogeneity in anisotropy within the Inner Core. These must be included in the base-model because of the effects of Inner Core lateral velocity variations on the observed travel times as the body rotates. Therefore, work is still needed to be done to understand these heterogeneities, in order to interpret the changes in travel times for a more precise estimation of the rotation-rate. In addition to heterogeneities within the Inner Core, the effects on seismic velocities brought on by artefacts (such as subducting slabs) at the base of the mantle must be understood, as they could lead to misinterpretation of ‘evidence’ for temporal brought on by the rotation. Thus there is some-what of a trade-off between the rotation rate, and the lateral change in velocities when interpreting the travel-times. It is found that a non-zero rotation rate of approximately 0.2à ¢Ã‚ Ã‚ °yr-1 is required to explain the temporal variations in observed relative travel times between the BC and DF phases. Finally, â€Å"the Inner Core is far less accessible to us than the surface of any planet in the solar system†. The Inner Core lies at the very centre f the Earth, inside a highly variable 3000km of solid mantle and a convecting liquid Outer Core. This results in poor, restricted sampling locations and reduced number usable of ray-paths, resulting in biased results, as there are only limited locations for source receiver pairs that can collect information on the key phases (see figure 3) used in the interpretation. Conclusions In conclusion, although there is increasing evidence supporting the theory of Inner Core super-rotation, it is clear that there is still a lot of work and research needed to be done. In addition to this, even if the theory of a super-rotating Inner Core is viewed as not only plausible, but necessary, a further understanding of the dynamics and structural influences of the Outer and Inner Core is still required to correctly determine a precise rate for this rotation It is for these reasons that the topic of Inner Core super-rotation, along with discussions about the rate at which it is rotating, is still a very active and controversial area of research. References Glatzmaier, G. A. and Roberts, P. H. 1995. A three-dimensional convective dynamo solution with rotating and finitely conducting inner core and mantle.Physics of the Earth and Planetary Interiors, 91 (1), pp. 6375. MAkinen, A. M. and Deuss, A. 2011. Global seismic body-wave observations of temporal variations in the Earths inner core, and implications for its differential rotation.Geophysical Journal International, 187 (1). Masters, G. and Gilbert, F. 1981. Structure of the inner core inferred from observations of its spheroidal shear modes.Geophysical Research Letters, 8 (6), pp. 569571. Morelli, A., Dziewonski, A. M. and Woodhouse, J. H. 1986. Anisotropy of the inner core inferred from PKIKP travel times.Geophysical Research Letters, 13 (13), pp. 15451548. Ovtchinnikov et al. 1998 About the velocity of differential rotation of the Earth’s inner core. Dokl. Russ. Acad. Sci. Geophys., 362, 683-686. Poupinet, G., Pillet, R. and Souriau, A. 1983. Possible heterogeneity of the Earths core deduced from PKIKP travel times.Nature, 305 (5931), pp. 204206. Richards, P. G. 2000. Earth’s inner corediscoveries and conjectures.Astronomy Geophysics, 41 (1) Sharrock, D. and Woodhouse, J. 1998. Investigation of time dependent inner core structure by the analysis of free oscillation spectra.EARTH PLANETS AND SPACE, 50 pp. 10131018. Song, X. and Helmberger, D. V. 1993. Effect of velocity structure in D †³on PKP phases.Geophysical research letters, 20 (4), pp. 285288. Song, X. and Richards, P. G. 1996. Seismological evidence for differential rotation of the Earths inner core.Nature, 382 (6588), pp. 221224. Vidale, J. E. and Earle, P. S. 2000. Fine-scale heterogeneity in the Earths inner core.Nature, 404 (6775). 1

Astrology Essay -- essays research papers

The basic astrological assumptions are not hard to grasp. For if astronomy is the study of the movements of the heavenly bodies, then astrology is the study of the effects of those movements. The astronomers of the ancient world assumed a division of the universe whereby the superior, immutable bodies of the celestial worlds ruled over the terrestrial or sublunary sphere, where all was mortality and change. It was assumed that the stars had special qualities and influences which were transmitted downwards upon the passive earth, and which varied in their effect, according to the changing relationship of the heavenly bodies to each other. They were led to postulate a single system in which the seven moving stars or planet shifted their position in relation to the earth and each other, against a fixed backcloth of the twelve signs of the zodiac. There was nothing obscure about these general assumptions. At the beginning of the sixteenth century astrological doctrines were part of the educated man’s picture of the universe and its workings. It was generally accepted that the four elements constituting the sublunary region (earth, air, fire & water) were kept in their state of ceaseless transformation by the movement of the heavenly bodies. The various planets transmitted different quantities of the four physiological qualities of heat and cold, dryness and moisture. Therefore astrology was less a separate discipline than an aspect of a generally accepted world picture. During the Renaissance, even more than in the Middle Ages, astrology pervaded all aspects of the intellectual framework in which men were educated. During the sixteenth and seventeenth centuries there were four main branches of judicial astrology. First, there were the general predictions based on the future movements of the ravens and taking note of such impending events as eclipses of the sun and moon. These forecasts related to the weather, the state of the crops, mortality and epidemics, politics and war. They indicated the fate of society as a whole but not that of particular individuals. Secondly, there were nativities, maps of the sky at the moment of a person’s births either made on the spot at the request of the infants' parents' or reconstructed for individuals of stature, those who could supply the details of their time of births. The horoscope at b... ...nglish churches and may have helped to shape popular religious attitudes. Pictures of the sun and moon were found in several Suffolk churches and the churches themselves were built to face the rising sun. How far such practices affected men’s basic beliefs it is difficult to tell. Anne Bodenham, who was executed for witchcraft at Salisbury in 1653 was a former servant of the astrologer John Lambe, she had long practiced as a cunning woman, claiming to be able to do more than Master Lilly or anyone whatsoever. When she dealt with a maid who had convulsive fits, she is reported to have proposed a frankly pagan remedy -prayer to Jupiter, the best and fortunatest of all the planets'. Even more striking is another Wiltshire case, which came before the quarter sessions in 1656. A Lacock weaver, Wllllam Bond was charged with atheism and blasphemy, and in particular with publicly affirming that ‘there was no God or power ruling above the planets, no Christ but the sun that shines upon us'; and 'that the twelve patriarchs were the twelve houses'. "This was astrology run wild; and it is tantalizing not to know how many of William Bond's contemporaries may have held similar vie ws.

God: Truth Or Myth :: essays research papers fc

While in High School I encountered all different kinds of people. Some were nice, others were not, and there was always that small group of guys that always voiced their opinion and let others know what was on their minds. No matter what others thought or felt of their opinion. My friend Ray was one of those people. Ray was a very easygoing guy; he never started any trouble, never disrespected anyone, and never quit. He always excelled in everything he did, he never let himself quit any activity no matter how hard it was, and if he got a low grade he would practice the material until he got it down pact. I remember one time -when he and I were taking the same English 101 in high school- when he got back a three page essay and the teacher gave him a B-. Ray almost immediately asked if he could re-do it and the teacher allowed him and anyone else who wanted to re-do it. If it had been me, I would have settled for the B- but no not Ray, he took it back re- wrote it and got himself and A+. I remember him saying after getting back the paper: "That's the way I like it!" We all laughed and congratulated him. Though the class was boring we all did pretty good. I am a strong believer in God and am very active in my church. Whereas Ray believes there is no God and that the church is all a bunch of "Bullcrap." He is a Darwinist, and a stubborn one at that. The ironic part about this whole situation is that Ray's mother is an extremely dedicated Christian. I have only met her once so I will refrain from going any further with the mentioning of Ray's mother. Ray and I have had many debates on whether God exists or not. I recall one evening when Ray came over my house-I had a couple of Christian friends who were already there, it almost seemed as if we were going to verbally ambush him- and almost immediately a debate sparked up amongst the one Darwinist and the other four Christians. That was one of our best debates, we must have spent two or three hours babbling on about God and Dawin's theory of evolution. Unfortunately he had to leave so we could not finish our debate, but I believe there will be a time when we will meet to fi nish our little event.

TOC in Project Management :: essays research papers

Using TOC To Improve Project Management. ________________________________________ Most projects, whether big or small, are undertaken either to create a new structure, such as a plant, an airport, an Olympic stadium, a bridge, a new product, etc., or to modify an existing structure, such as a plant expansion, adding a new production line, expanding a highway, etc. In most cases, the late completion of the project, such as finishing the Olympic stadium two weeks after the opening of the Olympics, or having a new airports' opening delayed until after the elections, etc., generally carries with it some significant negative ramifications for the project owner. At the same time, there are many cases where the early completion of the project will provide the project owner with significant positive ramifications, such as the market share gained by preempting the competitions' launching of a new product, or the increase in sales achieved by bringing the plants productive capabilities on-line sooner, etc. Another important characteristic of most projects is that many of the resources performing the individual project tasks are sub-contracted resources, at least in terms of their relationship to the project manager. As sub-contracted resources, they are often committed to completing more than one project specific task during any given window of time. The issue of resource availability is often further complicated by the nature of the disturbances associated with most project specific tasks. As a result, most sub-contractors will only commit to completing a project specific task within a window of time and by a specific date, regardless of the fact, that the actual time required to complete the project specific task is generally much smaller than the allotted time window. Hence, the detail scheduling of the sub-contractors resources is generally something that most project managers have little or no direct control over. Lastly, most projects usually involve the investment/expenditure of one or more limited resources, such as money, peoples time, skills, equipment, etc. As a result, most people try to maximize the return on these investments/expenditures, thus making the overall lead time, from start to finish, the key factor in almost every project. As with most decisions involving the use of limited resources, there is the need to consider trade-offs. Trade-offs that often appear as a conflict between the availability of the limited resource, which is usually money, and the overall project lead time from start to finish. As long as the decisions involve trade-offs which cannot be quantified into a single measurement, that is without a Final Judge, then the determination of "best" will always remain somewhat less than objective.

Audited Report of Tyson Food

UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D. C. 20549 FORM 10-K [X] [] Annual Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the fiscal year ended September 29, 2012 Transition Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the transition period from to 001-14704 (Commission File Number) ______________________________________________ (Exact name of registrant as specified in its charter) _____________________________________________ TYSON FOODS, INC. Delaware (State or other jurisdiction of incorporation or organization) 71-0225165 (I. R. S. Employer Identification No. ) 2200 Don Tyson Parkway, Springdale, Arkansas (Address of principal executive offices) 72762-6999 (Zip Code) Registrant’s telephone number, including area code: Securities Registered Pursuant to Section 12(b) of the Act: Title of Each Class Class A Common Stock, Par Value $0. 0 (479) 290-4000 Name of Each Exchange on Which Registered New York Stock Exchange Securities Registered Pursuant to Section 12(g) of the Act: Not Applicable Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes [X] No [ ] Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.Yes [ ] No [X] Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes [X] No [ ] Indicate by check mark whether the registrant has submitted electronically and posted on its corporate web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T ( §232. 05 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes [X] No [ ] Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ] Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See definitions of â€Å"large accelerated filer,† â€Å"accelerated filer† and â€Å"smaller reporting company† in Rule 12b-2 of the Exchange Act. Large accelerated filer [X] Non-accelerated filer [ ] (Do not check if a smaller reporting company) Accelerated filer [ ] Smaller reporting company [ ] Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).Yes [ ] No [X] On March 31, 2012, the aggregate market value of the registrant’s Class A Common Stock, $0. 10 par value (Class A stock), and Class B Common Stock, $0. 10 par value (Class B stock), held by non-affiliates of the registrant was $5,551,806,987 and $340,008, respectively. Class B stock is not publicly listed for trade on any exchange or market system. However, Class B stock is convertible into Class A stock on a share-for-share basis, so the market value was calculated based on the market price of Class A stock.On October 27, 2012, there were 288,751,385 shares of Class A stock and 70,015,755 shares of Class B stock outstanding. INCORPORATION BY REFERENCE Portions of the registrant’s definitive Proxy Statement for the registrant’s Annual Meeting of Shareholders to be held February 1, 2013, are incorporated by reference into Part III of this Annual Report on Form 10-K. TABLE OF CONTENTS PAGE PART I Item 1. Item 1A. Item 1B. Item 2. Item 3. Item 4. PART II Item 5. Item 6. Item 7. Item 7A. Item 8. Item 9. Item 9A. Item 9B. PART III Item 10. Item 11. Item 12. Item 13. Item 14.PART IV Item 15. Business Risk Factors Unresolved Staff Comments Properties Legal Proceedings Mine Safety Disclosures 3 7 12 12 13 13 Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities Selected Financial Data Management’s Discussion and Analysis of Financial Condition and Results of Operations Quantitative and Qualitative Disclosures About Market Risk Financial Statements and Supplementary Data Changes in and Disagreements With Accountants on Accounting and Financial Disclosure Controls and Procedures Other Information 5 17 18 36 38 81 81 81 Directors, Executive Officers and Corporate Governance Executive Compensation Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters Certain Relat ionships and Related Transactions, and Director Independence Principal Accounting Fees and Services 82 82 82 82 82 Exhibits, Financial Statement Schedules 83 2 PART I ITEM 1. BUSINESS GENERAL Founded in 1935, Tyson Foods, Inc. nd its subsidiaries (collectively, â€Å"Company,† â€Å"we,† â€Å"us† or â€Å"our†) are one of the world’s largest meat protein companies and the second-largest food production company in the Fortune 500 with one of the most recognized brand names in the food industry. We produce, distribute and market chicken, beef, pork, prepared foods and related allied products. Our operations are conducted in four segments: Chicken, Beef, Pork and Prepared Foods.Some of the key factors influencing our business are customer demand for our products; the ability to maintain and grow relationships with customers and introduce new and innovative products to the marketplace; accessibility of international markets; market prices for our prod ucts; the cost of live cattle and hogs, raw materials, grain and feed ingredients; and operating efficiencies of our facilities.We operate a fully vertically integrated poultry production process. Our integrated operations consist of breeding stock, contract growers, feed production, processing, further-processing, marketing and transportation of chicken and related allied products, including animal and pet food ingredients. Through our wholly-owned subsidiary, Cobb-Vantress, Inc. (Cobb), we are one of the leading poultry breeding stock suppliers in the world.Investing in breeding stock research and development allows us to breed into our flocks the characteristics found to be most desirable. We also process live fed cattle and hogs and fabricate dressed beef and pork carcasses into primal and sub-primal meat cuts, case ready beef and pork and fully-cooked meats. In addition, we derive value from allied products such as hides and variety meats sold to further processors and others. We produce a wide range of fresh, value-added, frozen and refrigerated food products.Our products are marketed and sold primarily by our sales staff to grocery retailers, grocery wholesalers, meat distributors, warehouse club stores, military commissaries, industrial food processing companies, chain restaurants or their distributors, international export companies and domestic distributors who serve restaurants, foodservice operations such as plant and school cafeterias, convenience stores, hospitals and other vendors. Additionally, sales to the military and a portion of sales to international markets are made through independent brokers and trading companies.We have a 50/50 joint venture with Syntroleum Corporation, called Dynamic Fuels LLC (Dynamic Fuels), which produces renewable synthetic fuels. Construction of production facilities was completed in late fiscal 2010, and initial production began in October 2010. FINANCIAL INFORMATION OF SEGMENTS We operate in four segments: Chic ken, Beef, Pork and Prepared Foods. The contribution of each segment to net sales and operating income (loss), and the identifiable assets attributable to each segment, are set forth in Note 16: Segment Reporting of the Notes to Consolidated Financial Statements.DESCRIPTION OF SEGMENTS Chicken: Chicken operations include breeding and raising chickens, as well as processing live chickens into fresh, frozen and valueadded chicken products and logistics operations to move products through the supply chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare facilities, the military and other food processors, as well as to international markets. It also includes sales from allied products and our chicken breeding stock subsidiary.Beef: Beef operations include processing live fed cattle and fabricating dressed beef carcasses into primal and sub-primal me at cuts and case-ready products. This segment also includes sales from allied products such as hides and variety meats, as well as logistics operations to move products through the supply chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare facilities, the military and other food processors, as well as to international markets.Pork: Pork operations include processing live market hogs and fabricating pork carcasses into primal and sub-primal cuts and caseready products. This segment also includes our live swine group, related allied product processing activities and logistics operations to move products through the supply chain. Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare acilities, the military and oth er food processors, as well as to international markets. 3 Prepared Foods: Prepared Foods operations include manufacturing and marketing frozen and refrigerated food products and logistics operations to move products through the supply chain. Products include pepperoni, bacon, beef and pork pizza toppings, pizza crusts, flour and corn tortilla products, appetizers, prepared meals, ethnic foods, soups, sauces, side dishes, meat dishes and processed meats.Products are marketed domestically to food retailers, foodservice distributors, restaurant operators, hotel chains and noncommercial foodservice establishments such as schools, healthcare facilities, the military and other food processors, as well as to international markets. The results from Dynamic Fuels are included in Other. RAW MATERIALS AND SOURCES OF SUPPLY Chicken: The primary raw materials used in our chicken operations are corn and soybean meal used as feed and live chickens raised primarily by independent contract growers. Our vertically-integrated chicken process begins with the grandparent breeder flocks and ends with broilers for processing. Breeder flocks (i. e. , grandparents) are raised to maturity in grandparent growing and laying farms where fertile eggs are produced. Fertile eggs are incubated at the grandparent hatchery and produce pullets (i. e. , parents). Pullets are sent to breeder houses, and the resulting eggs are sent to our hatcheries. Once chicks have hatched, they are sent to broiler farms.There, contract growers care for and raise the chicks according to our standards, with advice from our technical service personnel, until the broilers reach the desired processing weight. Adult chickens are transported to processing plants where they are slaughtered and converted into finished products, which are then sent to distribution centers and delivered to customers. We operate our own feed mills to produce scientifically-formulated feeds. In fiscal 2012, corn, soybean meal and other feed ingredients were major production costs, representing roughly 69% of our cost of growing a live chicken.In addition to feed ingredients to grow the chickens, we use cooking ingredients, packaging materials and cryogenic agents. We believe our sources of supply for these materials are adequate for our present needs, and we do not anticipate any difficulty in acquiring these materials in the future. While we produce nearly all our inventory of breeder chickens and live broilers, we also purchase live, ice-packed or deboned chicken to meet production and sales requirements. Beef: The primary raw materials used in our beef operations are live cattle.We do not have facilities of our own to raise cattle but employ cattle buyers located throughout cattle producing areas who visit independent feed yards and public auctions and buy live cattle on the open spot market. These buyers are trained to select high quality animals, and we continually measure their performance. We also enter into var ious risk-sharing and procurement arrangements with producers to secure a supply of livestock for our facilities. We believe the sources of supply of live cattle are adequate for our present needs. Pork: The primary raw materials used in our pork operations are live hogs.The majority of our live hog supply is obtained through various procurement relationships with independent producers. We employ buyers who make purchase agreements of various time durations as well as purchase hogs on a daily basis, generally a few days before the animals are processed. These buyers are trained to select high quality animals, and we continually measure their performance. We believe the sources of supply of live hogs are adequate for our present needs. Additionally, we raise a number of weanling swine to sell to independent finishers and supply a minimal amount of live swine for our own processing needs.Prepared Foods: The primary raw materials used in our prepared foods operations are commodity base d raw materials, including chicken, beef, pork, corn, flour and vegetables. Some of these raw materials are provided by our other segments, while others may be purchased from numerous suppliers and manufacturers. We believe the sources of supply of raw materials are adequate for our present needs. SEASONAL DEMAND Demand for chicken and beef products generally increases during the spring and summer months and generally decreases during the winter months.Pork and prepared foods products generally experience increased demand during the winter months, primarily due to the holiday season, while demand decreases during the spring and summer months. CUSTOMERS Wal-Mart Stores, Inc. accounted for 13. 8% of our fiscal 2012 consolidated sales. Sales to Wal-Mart Stores, Inc. were included in the Chicken, Beef, Pork and Prepared Foods segments. Any extended discontinuance of sales to this customer could, if not replaced, have a material impact on our operations. No other single customer or custo mer group represented more than 10% of fiscal 2012 consolidated sales. COMPETITION Our food products compete with those of other food producers and processors and certain prepared food manufacturers. Additionally, our food products compete in markets around the world. We seek to achieve a leading market position for our products via our principal marketing and competitive strategy, which includes: †¢ †¢ †¢ identifying target markets for value-added products; concentrating production, sales and marketing efforts to appeal to and enhance demand from those markets; and utilizing our national distribution systems and customer support services.Past efforts indicate customer demand can be increased and sustained through application of our marketing strategy, as supported by our distribution systems. The principal competitive elements are price, product safety and quality, brand identification, breadth and depth of product offerings, availability of products, customer servic e and credit terms. INTERNATIONAL We sold products to approximately 130 countries in fiscal 2012. Major sales markets include Brazil, Canada, Central America, China, the European Union, Japan, Mexico, the Middle East, Russia, South Korea, Taiwan, Ukraine and Vietnam.We have the following international operations: †¢ †¢ †¢ †¢ †¢ †¢ †¢ Tyson de Mexico, a Mexican subsidiary, is a vertically-integrated poultry production company; Cobb-Vantress, a chicken breeding stock subsidiary, has business interests in Argentina, Brazil, the Dominican Republic, India, Japan, the Netherlands, Peru, the Philippines, Russia, Spain, Sri Lanka, Turkey, the United Kingdom and Venezuela; Tyson do Brazil, a Brazilian subsidiary, is a vertically-integrated poultry production company; Shandong Tyson, a Chinese subsidiary, is a vertically-integrated poultry production company; Tyson Dalong, a joint venture in China in which we have a majority interest, is a chicken further pr ocessing facility; Jiangsu-Tyson, a Chinese subsidiary, is a vertically-integrated poultry production company; and Godrej Tyson Foods, a joint venture in India in which we have a majority interest, is a poultry processing business. Our Tyson do Brazil, Shandong Tyson and Jiangsu-Tyson subsidiaries are currently in start-up phase. We continue to evaluate growth opportunities in foreign countries.Additional information regarding export sales, long-lived assets located in foreign countries and income (loss) from foreign operations is set forth in Note 16: Segment Reporting of the Notes to Consolidated Financial Statements. RESEARCH AND DEVELOPMENT We conduct continuous research and development activities to improve product development, to automate manual processes in our processing plants and growout operations, and to improve chicken breeding stock. Our Discovery Center includes 19 research kitchens and a USDA-inspected pilot plant. The Discovery Center enables us to bring new market- leading retail and foodservice products to the customer quickly and efficiently. Research and development costs totaled $43 million, $42 million, and $38 million in fiscal 2012, 2011 and 2010, respectively.ENVIRONMENTAL REGULATION AND FOOD SAFETY Our facilities for processing chicken, beef, pork and prepared foods, milling feed and housing live chickens and swine are subject to a variety of federal, state and local environmental laws and regulations, which include provisions relating to the discharge of materials into the environment and generally provide for protection of the environment. We believe we are in substantial compliance with such applicable laws and regulations and are not aware of any violations of such laws and regulations likely to result in material penalties or material increases in compliance costs. The cost of compliance with such laws and regulations has not had a material adverse effect on our capital expenditures, earnings or competitive position, and except a s described below, is not anticipated to have a material adverse effect in the future. Congress and the United States Environmental Protection Agency are considering various options to control greenhouse gas emissions.It is unclear at this time when or if such options will be finalized, or what the final form may be. Due to the uncertainty surrounding this issue, it is premature to speculate on the specific nature of impacts that imposition of greenhouse gas emission controls would have on us, and whether such impacts would have a material adverse effect. 5 We work to ensure our products meet high standards of food safety and quality. In addition to our own internal Food Safety and Quality Assurance oversight and review, our chicken, beef, pork and prepared foods products are subject to inspection prior to distribution, primarily by the United States Department of Agriculture (USDA) and the United States Food and Drug Administration (FDA).We are also participants in the United State s Hazard Analysis Critical Control Point (HACCP) program and are subject to the Sanitation Standard Operating Procedures and the Public Health Security and Bioterrorism Preparedness and Response Act of 2002. EMPLOYEES AND LABOR RELATIONS As of September 29, 2012, we employed approximately 115,000 employees. Approximately 96,000 employees were employed in the United States and 19,000 employees were in foreign countries, primarily China, Mexico and Brazil. Approximately 29,000 employees in the United States were subject to collective bargaining agreements with various labor unions, with approximately 19% of those employees included under agreements expiring in fiscal 2013.The remaining agreements expire over the next several years. Approximately 8,000 employees in foreign countries were subject to collective bargaining agreements. We believe our overall relations with our workforce are good. MARKETING AND DISTRIBUTION Our principal marketing objective is to be the primary provider of chicken, beef, pork and prepared foods products for our customers and consumers. As such, we utilize our national distribution system and customer support services to achieve the leading market position for our products. On an ongoing basis, we identify distinct markets and business opportunities through continuous consumer and market research.In addition to supporting strong regional brands across multiple protein lines, we build the Tyson brand and Tyson owned brands primarily through well-defined product-specific advertising and public relations efforts focused toward key consumer targets with specific needs. These efforts are designed to present key Tyson products as everyday solutions to relevant consumer problems thereby becoming part of regular eating routines. We have the ability to produce and ship fresh, frozen and refrigerated products worldwide. Domestically, our distribution system extends to a broad network of food distributors and is supported by our owned or leased c old storage warehouses, public cold storage facilities and our transportation system.Our distribution centers accumulate fresh and frozen products so we can fill and consolidate less-than-truckload orders into full truckloads, thereby decreasing shipping costs while increasing customer service. In addition, we provide our customers a wide selection of products that do not require large volume orders. Our distribution system enables us to supply large or small quantities of products to meet customer requirements anywhere in the continental United States. Internationally, we utilize both rail and truck refrigerated transportation to domestic ports, where consolidations take place to transport to foreign destinations. PATENTS AND TRADEMARKS We have filed a number of patents and trademarks relating to our processes and products that either have been approved or are in the process of application.Because we do a significant amount of brand name and product line advertising to promote our products, we consider the protection of our trademarks to be important to our marketing efforts. We also have developed non-public proprietary information regarding our production processes and other product-related matters. We utilize internal procedures and safeguards to protect the confidentiality of such information and, where appropriate, seek patent and/or trademark protection for the technology we utilize. INDUSTRY PRACTICES Our agreements with customers are generally short-term, primarily due to the nature of our products, industry practices and fluctuations in supply, demand and price for such products.In certain instances where we are selling further processed products to large customers, we may enter into written agreements whereby we will act as the exclusive or preferred supplier to the customer, with pricing terms that are either fixed or variable. AVAILABILITY OF SEC FILINGS AND CORPORATE GOVERNANCE DOCUMENTS ON INTERNET WEBSITE We maintain an internet website for inv estors at http://ir. tyson. com. On this website, we make available, free of charge, annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and all amendments to any of those reports, as soon as reasonably practicable after we electronically file such reports with, or furnish to, the Securities and Exchange Commission.Also available on the website for investors are the Corporate Governance Principles, Audit Committee charter, Compensation Committee charter, Governance Committee charter, Nominating Committee charter, Code of Conduct and Whistleblower Policy. Our corporate governance documents are available in print, free of charge to any shareholder who requests them. 6 CAUTIONARY STATEMENTS RELEVANT TO FORWARD-LOOKING INFORMATION FOR THE PURPOSE OF â€Å"SAFE HARBOR† PROVISIONS OF THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995 Certain information in this report constitutes forward-looking statements. Such forward-looking statements incl ude, but are not limited to, current views and estimates of our outlook for fiscal 2013, other future economic circumstances, industry conditions in domestic and international markets, our performance and financial results (e. g. debt levels, return on invested capital, value-added product growth, capital expenditures, tax rates, access to foreign markets and dividend policy). These forward-looking statements are subject to a number of factors and uncertainties that could cause our actual results and experiences to differ materially from anticipated results and expectations expressed in such forward-looking statements. We wish to caution readers not to place undue reliance on any forward-looking statements, which speak only as of the date made. We undertake no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.Among the factors that may cause actual results and experiences to differ from anticipated results and exp ectations expressed in such forward-looking statements are the following: (i) the effect of, or changes in, general economic conditions; (ii) fluctuations in the cost and availability of inputs and raw materials, such as live cattle, live swine, feed grains (including corn and soybean meal) and energy; (iii) market conditions for finished products, including competition from other global and domestic food processors, supply and pricing of competing products and alternative proteins and demand for alternative proteins; (iv) successful rationalization of existing facilities and operating efficiencies of the facilities; (v) risks associated with our commodity purchasing activities; (vi) access to foreign markets together with foreign economic conditions, including currency fluctuations, import/export restrictions and foreign politics; (vii) outbreak of a livestock disease (such as avian influenza AI) or bovine spongiform encephalopathy (BSE)), which could have an adverse effect on live stock we own, the availability of livestock we purchase, consumer perception of certain protein products or our ability to access certain domestic and foreign markets; (viii) changes in availability and relative costs of labor and contract growers and our ability to maintain good relationships with employees, labor unions, contract growers and independent producers providing us livestock; (ix) issues related to food safety, including costs resulting from product recalls, regulatory compliance and any related claims or litigation; (x) changes in consumer preference and diets and our ability to identify and react to consumer trends; (xi) significant marketing plan changes by large customers or loss of one or more large customers; (xii) adverse results from litigation; (xiii) risks associated with leverage, including cost increases due to rising interest rates or changes in debt ratings or outlook; (xiv) compliance with and changes to regulations and laws (both domestic and foreign), i ncluding changes in accounting standards, tax laws, environmental laws, agricultural laws and occupational, health and safety laws; (xv) our ability to make effective acquisitions or joint ventures and successfully integrate newly acquired businesses into existing operations; (xvi) effectiveness of advertising and marketing programs; and (xvii) those factors listed under Item 1A. â€Å"Risk Factors. † ITEM 1A. RISK FACTORS These risks, which should be considered carefully with the information provided elsewhere in this report, could materially adversely affect our business, financial condition or results of operations. Additional risks and uncertainties not currently known to us or that we currently deem to be immaterial also may materially adversely affect our business, financial condition or results of operations. Fluctuations in commodity prices and in the availability of raw materials, especially feed grains, live cattle, live swine and other inputs could negatively impac t our earnings.Our results of operations and financial condition are dependent upon the cost and supply of raw materials such as feed grains, live cattle, live swine, energy and ingredients, as well as the selling prices for our products, many of which are determined by constantly changing market forces of supply and demand over which we have limited or no control. Corn, soybean meal and other feed ingredients are major production costs for vertically-integrated poultry processors such as us, representing roughly 69% of our cost of growing a live chicken in fiscal 2012. As a result, fluctuations in prices for these feed ingredients, which include competing demand for corn and soybean meal for use in the manufacture of renewable energy, can adversely affect our earnings.Production of feed ingredients is affected by, among other things, weather patterns throughout the world, the global level of supply inventories and demand for grains and other feed ingredients, as well as agricultura l and energy policies of domestic and foreign governments. We have cattle under contract at feed yards owned by third parties; however, most of the cattle we process are purchased from independent producers. We have cattle buyers located throughout cattle producing areas who visit feed yards and buy live cattle on the open spot market. We also enter into various risk-sharing and procurement arrangements with producers who help secure a supply of livestock for daily start-up operations at our facilities.The majority of our live swine supply is obtained through procurement arrangements with independent producers. We also employ buyers who purchase hogs on a daily basis, generally a few days before the animals are required for processing. In addition, we raise live swine and sell feeder pigs to independent producers for feeding to processing weight and have contract growers feed a minimal amount of company-owned live swine for our own processing needs. Any decrease in the supply of cat tle or swine on the spot market could increase the price of these raw materials and further increase per head cost of production due to lower capacity utilization, which could adversely affect our financial results. 7Market supply and demand and the prices we receive for our products may fluctuate due to competition from other food producers and processors. We face competition from other food producers and processors. Some of the factors on which we compete and which may drive demand for our products include: †¢ †¢ †¢ †¢ †¢ †¢ †¢ price; product safety and quality; brand identification; breadth and depth of product offerings; availability of our products and competing products; customer service; and credit terms. Demand for our products also is affected by competitors’ promotional spending, the effectiveness of our advertising and marketing programs, and the availability or price of competing proteins.We attempt to obtain prices for our produ cts that reflect, in part, the price we must pay for the raw materials that go into our products. If we are not able to obtain higher prices for our products when the price we pay for raw materials increases, we may be unable to maintain positive margins. Outbreaks of livestock diseases can adversely impact our ability to conduct our operations and demand for our products. Demand for our products can be adversely impacted by outbreaks of livestock diseases, which can have a significant impact on our financial results. Efforts are taken to control disease risks by adherence to good production practices and extensive precautionary measures designed to ensure the health of livestock.However, outbreaks of disease and other events, which may be beyond our control, either in our own livestock or cattle and hogs owned by independent producers who sell livestock to us, could significantly affect demand for our products, consumer perceptions of certain protein products, the availability of l ivestock for purchase by us and our ability to conduct our operations. Moreover, the outbreak of livestock diseases, particularly in our Chicken segment, could have a significant effect on the livestock we own by requiring us to, among other things, destroy any affected livestock. Furthermore, an outbreak of disease could result in governmental restrictions on the import and export of our products to or from our suppliers, facilities or customers. This could also result in negative publicity that may have an adverse effect on our ability to market our products successfully and on our financial results.We are subject to risks associated with our international activities, which could negatively affect our sales to customers in foreign countries, as well as our operations and assets in such countries. In fiscal 2012, we sold products to approximately 130 countries. Major sales markets include Brazil, Canada, Central America, China, the European Union, Japan, Mexico, the Middle East, Ru ssia, South Korea, Taiwan, Ukraine and Vietnam. Our sales to customers in foreign countries for fiscal 2012 totaled $5. 5 billion, of which $4. 0 billion related to export sales from the United States. In addition, we had approximately $564 million of long-lived assets located in foreign ountries, primarily Brazil, China, Mexico and India, at the end of fiscal 2012. As a result, we are subject to various risks and uncertainties relating to international sales and operations, including: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ imposition of tariffs, quotas, trade barriers and other trade protection measures imposed by foreign countries regarding the importation of poultry, beef and pork products, in addition to import or export licensing requirements imposed by various foreign countries; closing of borders by foreign countries to the import of poultry, beef and pork products due to animal disease or other perceived health or safety issues; impact of cur rency exchange rate fluctuations between the U. S. ollar and foreign currencies, particularly the Brazilian real, the British pound sterling, the Canadian dollar, the Chinese renminbi, the European euro, and the Mexican peso; political and economic conditions; difficulties and costs associated in complying with, and enforcement of remedies under, a wide variety of complex domestic and international laws, treaties and regulations, including, without limitation, the United States’ Foreign Corrupt Practices Act and economic and trade sanctions enforced by the United States Department of the Treasury’s Office of Foreign Assets Control; different regulatory structures and unexpected changes in regulatory environments; tax rates that may exceed those in the United States and earnings that may be subject to withholding requirements and incremental taxes upon repatriation; potentially negative consequences from changes in tax laws; and distribution costs, disruptions in shippi ng or reduced availability of freight transportation. 8 Negative consequences relating to these risks and uncertainties could jeopardize or limit our ability to transact business in one or more of those markets where we operate or in other developing markets and could adversely affect our financial results. We depend on the availability of, and good relations with, our employees. We have approximately 115,000 employees, approximately 37,000 of whom are covered by collective bargaining agreements or are members of labor unions. Our operations depend on the availability and relative costs of labor and maintaining good relations with employees and the labor unions.If we fail to maintain good relations with our employees or with the labor unions, we may experience labor strikes or work stoppages, which could adversely affect our financial results. We depend on contract growers and independent producers to supply us with livestock. We contract primarily with independent contract growers to raise the live chickens processed in our poultry operations. A majority of our cattle and hogs are purchased from independent producers who sell livestock to us under marketing contracts or on the open market. If we do not attract and maintain contracts with growers or maintain marketing and purchasing relationships with independent producers, our production operations could be negatively affected. If our products become contaminated, we may be subject to product liability claims and product recalls.Our products may be subject to contamination by disease-producing organisms or pathogens, such as Listeria monocytogenes, Salmonella and E. coli. These organisms and pathogens are found generally in the environment; therefore, there is a risk that one or more, as a result of food processing, could be present in our products. These organisms and pathogens also can be introduced to our products as a result of improper handling at the further processing, foodservice or consumer level. Th ese risks may be controlled, but may not be eliminated, by adherence to good manufacturing practices and finished product testing. We have little, if any, control over handling procedures once our products have been shipped for distribution.Even an inadvertent shipment of contaminated products may be a violation of law and may lead to increased risk of exposure to product liability claims, product recalls (which may not entirely mitigate the risk of product liability claims), increased scrutiny and penalties, including injunctive relief and plant closings, by federal and state regulatory agencies, and adverse publicity, which could exacerbate the associated negative consumer reaction. Any of these occurrences may have an adverse effect on our financial results. Our operations are subject to general risks of litigation. We are involved on an on-going basis in litigation arising in the ordinary course of business or otherwise. Trends in litigation may include class actions involving c onsumers, shareholders, employees or injured persons, and claims relating to commercial, labor, employment, antitrust, securities or environmental matters.Litigation trends and the outcome of litigation cannot be predicted with certainty and adverse litigation trends and outcomes could adversely affect our financial results. Our level of indebtedness and the terms of our indebtedness could negatively impact our business and liquidity position. Our indebtedness, including borrowings under our revolving credit facility, may increase from time to time for various reasons, including fluctuations in operating results, working capital needs, capital expenditures and possible acquisitions, joint ventures or other significant initiatives. Our consolidated indebtedness level could adversely affect our business because: †¢ †¢ †¢ †¢ †¢ t may limit or impair our ability to obtain financing in the future; our credit ratings (or any decrease to our credit ratings) could r estrict or impede our ability to access capital markets at desired interest rates and increase our borrowing costs; it may reduce our flexibility to respond to changing business and economic conditions or to take advantage of business opportunities that may arise; a portion of our cash flow from operations must be dedicated to interest payments on our indebtedness and is not available for other purposes; and it may restrict our ability to pay dividends. Our revolving credit facility contains affirmative and negative covenants that, among other things, may limit or restrict our ability to: create liens and encumbrances; incur debt; merge, dissolve, liquidate or consolidate; dispose of or transfer assets; change the nature of our business; engage in certain transactions with affiliates; and enter into sale/leaseback or hedging transactions, in each case, subject to certain qualifications and exceptions.In addition, we are required to maintain minimum interest expense coverage and maxi mum debt to capitalization ratios. Our 4. 50% Senior notes due June 2022 also contain affirmative and negative covenants that, among other things, may limit or restrict our ability to: create liens; engage in certain sale/leaseback transactions; and engage in certain consolidations, mergers and sales of assets. 9 An impairment in the carrying value of goodwill could negatively impact our consolidated results of operations and net worth. Goodwill is initially recorded at fair value and is not amortized, but is reviewed for impairment at least annually or more frequently if impairment indicators are present.In assessing the carrying value of goodwill, we make estimates and assumptions about sales, operating margins, growth rates and discount rates based on budgets, business plans, economic projections, anticipated future cash flows and marketplace data. There are inherent uncertainties related to these factors and management’s judgment in applying these factors. Goodwill valuat ions have been calculated principally using an income approach based on the present value of future cash flows of each reporting unit and are believed to reflect market participant views which would exist in an exit transaction. Under the income approach, we are required to make various judgmental assumptions about appropriate discount rates.Disruptions in global credit and other financial markets and deterioration of economic conditions, could, among other things, cause us to increase the discount rate used in the goodwill valuations. We could be required to evaluate the recoverability of goodwill prior to the annual assessment if we experience disruptions to the business, unexpected significant declines in operating results, divestiture of a significant component of our business or sustained market capitalization declines. These types of events and the resulting analyses could result in goodwill impairment charges in the future, which could be substantial. As of September 29, 2012 , we had $1. 9 billion of goodwill, which represented approximately 16% of total assets. Domestic and international government regulations could impose material costs.Our operations are subject to extensive federal, state and foreign laws and regulations by authorities that oversee food safety standards and processing, packaging, storage, distribution, advertising, labeling and export of our products. Our facilities for processing chicken, beef, pork, prepared foods and milling feed and for housing live chickens and swine are subject to a variety of international, federal, state and local laws relating to the protection of the environment, including provisions relating to the discharge of materials into the environment, and to the health and safety of our employees. Our domestic chicken, beef and pork processing facilities are participants in the HACCP program and are subject to the Public Health Security and Bioterrorism Preparedness and Response Act of 2002.In addition, our produc ts are subject to inspection prior to distribution, primarily by the USDA and the FDA. Also, our livestock procurement and poultry growout activities are regulated by the Grain Inspection, Packers and Stockyards Administration, which is part of USDA’s Marketing and Regulatory Programs. Loss of or failure to obtain necessary permits and registrations could delay or prevent us from meeting current product demand, introducing new products, building new facilities or acquiring new businesses and could adversely affect operating results. Additionally, we are routinely subject to new or modified laws, regulations and accounting standards.If we are found to be out of compliance with applicable laws and regulations in these or other areas, we could be subject to civil remedies, including fines, injunctions, recalls or asset seizures, as well as potential criminal sanctions, any of which could have an adverse effect on our financial results. A material acquisition, joint venture or ot her significant initiative could affect our operations and financial condition. We periodically evaluate potential acquisitions, joint ventures and other initiatives (collectively, â€Å"transactions†), and we may seek to expand our business through the acquisition of companies, processing plants, technologies, products and services, which could include material transactions.A material transaction may involve a number of risks, including: †¢ †¢ †¢ †¢ †¢ failure to realize the anticipated benefits of the transaction; difficulty integrating acquired businesses, technologies, operations and personnel with our existing business; diversion of management attention in connection with negotiating transactions and integrating the businesses acquired; exposure to unforeseen or undisclosed liabilities of acquired companies; and the need to obtain additional debt or equity financing for any transaction. We may not be able to address these risks and successfully d evelop these acquired companies or businesses into profitable units. If we are unable to do this, such expansion could adversely affect our financial results.Market fluctuations could negatively impact our operating results as we hedge certain transactions. Our business is exposed to fluctuating market conditions. We use derivative financial instruments to reduce our exposure to various market risks including changes in commodity prices, interest rates and foreign exchange rates. We hold certain positions, primarily in grain and livestock futures, that do not qualify as hedges for financial reporting purposes. These positions are marked to fair value, and the unrealized gains and losses are reported in earnings at each reporting date. Therefore, losses on these contracts will adversely affect our reported operating results.While these contracts reduce our exposure to changes in prices for commodity products, the use of such instruments may ultimately limit our ability to benefit fro m favorable commodity prices. Deterioration of economic conditions could negatively impact our business. Our business may be adversely affected by changes in economic conditions, including inflation, interest rates, access to capital markets, consumer spending rates, energy availability and costs (including fuel surcharges) and the effects of governmental initiatives to manage economic conditions. Any such changes could adversely affect the demand for our products, or the cost and availability of our needed raw materials, cooking ingredients and packaging materials, thereby negatively affecting our financial results. 10Disruptions in global credit and other financial markets and deterioration of economic conditions, could, among other things: †¢ †¢ †¢ †¢ †¢ †¢ †¢ make it more difficult or costly for us to obtain financing for our operations or investments or to refinance our debt in the future; cause our lenders to depart from prior credit industry practice and make more difficult or expensive the granting of any amendment of, or waivers under, our credit agreement to the extent we may seek them in the future; impair the financial condition of some of our customers and suppliers thereby increasing customer bad debts or nonperformance by suppliers; negatively impact global demand for protein products, which could result in a reduction of sales, operating ncome and cash flows; decrease the value of our investments in equity and debt securities, including our marketable debt securities, company-owned life insurance and pension and other postretirement plan assets; negatively impact our commodity purchasing activities if we are required to record losses related to derivative financial instruments; or impair the financial viability of our insurers. Changes in consumer preference could negatively impact our business. The food industry in general is subject to changing consumer trends, demands and preferences. Trends within the food industry change often, and failure to identify and react to changes in these trends could lead to, among other things, reduced demand and price reductions for our products, and could have an adverse effect on our financial results. The loss of one or more of our largest customers could negatively impact our business.Our business could suffer significant setbacks in sales and operating income if our customers’ plans and/or markets change significantly or if we lost one or more of our largest customers, including, for example, Wal-Mart Stores, Inc. , which accounted for 13. 8% of our sales in fiscal 2012. Many of our agreements with our customers are short-term, primarily due to the nature of our products, industry practice and the fluctuation in demand and price for our products. The consolidation of customers could negatively impact our business. Our customers, such as supermarkets, warehouse clubs and food distributors, have consolidated in recent years, and consolidation i s expected to continue throughout the United States and in other major markets.These consolidations have produced large, sophisticated customers with increased buying power who are more capable of operating with reduced inventories, opposing price increases, and demanding lower pricing, increased promotional programs and specifically tailored products. These customers also may use shelf space currently used for our products for their own private label products. Because of these trends, our volume growth could slow or we may need to lower prices or increase promotional spending for our products, any of which would adversely affect our financial results. Extreme factors or forces beyond our control could negatively impact our business.Natural disasters, fire, bioterrorism, pandemic or extreme weather, including droughts, floods, excessive cold or heat, hurricanes or other storms, could impair the health or growth of livestock or interfere with our operations due to power outages, fuel shortages, damage to our production and processing facilities or disruption of transportation channels, among other things. Any of these factors, as well as disruptions in our information systems, could have an adverse effect on our financial results. Media campaigns related to food production present risks. Media outlets, including new social media platforms, provide the opportunity for individuals or organizations to publicize inappropriate or inaccurate stories or perceptions about our Company or the food production industry.Such practices have the ability to cause damage to our brands, the industry generally, or consumers' perceptions of our Company or the food production industry and may result in negative publicity and adversely affect our financial results. Our renewable energy ventures and other initiatives might not be successful. We have been exploring ways to convert animal fats and other by-products from our operations into value-added products. For example, our joint v enture Dynamic Fuels produces renewable synthetic fuels. We will continue to explore other ways to commercialize opportunities outside our core business, such as renewable energy and other technologically-advanced platforms.These initiatives might not be as financially successful as we initially announced or might expect due to factors that include, but are not limited to, availability of tax credits, competing energy prices, failure to operate at the volumes anticipated, abilities of our joint venture partners and our limited experience in some of these new areas. 11 Tyson Limited Partnership can exercise significant control. As of September 29, 2012, Tyson Limited Partnership (the TLP) owns 99. 977% of the outstanding shares of the Company's Class B Common Stock, $0. 10 par value (Class B stock) and the TLP and members of the Tyson family own, in the aggregate, 2. 53% of the outstanding shares of the Company's Class A Common Stock, $0. 10 par value (Class A stock), giving them, co llectively, control of approximately 71. 2% of the total voting power of the Company's outstanding voting stock. At this time, the TLP does not have a managing general partner, as such, the management rights of the managing general partner may be exercised by a majority of the percentage interests of the general partners. As of September 29, 2012, Mr. John Tyson, Chairman of the Board of Directors, has 33. 33% of the general partner percentage interests, and Ms. Barbara Tyson, a director of the Company, has 11. 115% general partner percentage interests (the remaining general partnership interests are held by the Tyson Partnership Interest Trust (44. 44%) and Harry C. Erwin, III (11. 15%)). As a result of these holdings, positions and directorships, the partners in the TLP have the ability to exert substantial influence or actual control over our management and affairs and over substantially all matters requiring action by our stockholders, including amendments to our restated certif icate of incorporation and by-laws, the election and removal of directors, any proposed merger, consolidation or sale of all or substantially all of our assets and other corporate transactions. This concentration of ownership may also delay or prevent a change in control otherwise favored by our other stockholders and could depress our stock price.Additionally, as a result of the Tyson family’s significant ownership of our outstanding voting stock, we are eligible for â€Å"controlled company† exemptions from certain corporate governance requirements of the New York Stock Exchange. ITEM 1B. UNRESOLVED STAFF COMMENTS None ITEM 2. PROPERTIES We have production and distribution operations in the following states: Alabama, Arkansas, Georgia, Illinois, Indiana, Iowa, Kansas, Kentucky, Mississippi, Missouri, Nebraska, New Mexico, New York, North Carolina, Oklahoma, Pennsylvania, South Carolina, Tennessee, Texas, Virginia, Washington and Wisconsin. We also have sales offices throughout the United States.Additionally, we, either directly or through our subsidiaries, have sales offices, facilities or participate in joint venture operations in Argentina, Brazil, Canada, China, the Dominican Republic, Hong Kong, India, Japan, Mexico, the Netherlands, Peru, the Philippines, Russia, South Korea, Spain, Sri Lanka, Taiwan, Thailand, the United Arab Emirates, the United Kingdom and Venezuela. Owned Chicken Segment: Processing plants Rendering plants Blending mills Feed mills Broiler hatcheries Breeder houses Broiler farm houses Beef Segment Production Facilities Pork Segment Production Facilities Prepared Foods Segment Processing Plants Distribution Centers Cold Storage Facilities 59 15 39 63 593 758 12 9 22 10 67 Number of Facilities Leased 1 — — 2 9 760 1,089 — — 1 7 14 Capacity(1) per week at September 29, 2012 47 million head 174,000 head 448,000 head 46 million pounds Total 60 15 2 41 72 1,353 1,847 12 9 23 17 81 Fiscal 2012 Aver age Capacity Utilization 88% 76% 90% 85% Chicken Processing Plants Beef Production Facilities Pork Production Facilities Prepared Foods Processing Plants (1) Capacity based on a five day week for Chicken and Prepared Foods, while Beef and Pork are based on a six day week. 12 Chicken: Chicken processing plants include various phases of slaughtering, dressing, cutting, packaging, deboning and furtherprocessing.We also have 16 pet food operations, which are part of the Chicken processing plants. The blending mills, feed mills and broiler hatcheries have sufficient capacity to meet the needs of the chicken growout operations. Beef: Beef plants include various phases of slaughtering live cattle and fabricating beef products. Some also treat and tan hides. The Beef segment includes three case-ready operations that share facilities with the Pork segment. One of the beef facilities contains a tallow refinery. Carcass facilities reduce live cattle to dressed carcass form. Processing faciliti es conduct fabricating operations to produce boxed beef and allied products.Pork: Pork plants include various phases of slaughtering live hogs and fabricating pork products and allied products. The Pork segment includes three case-ready operations that share facilities with the Beef segment. Prepared Foods: Prepared Foods plants process fresh and frozen chicken, beef, pork and other raw materials into pizza toppings, branded and processed meats, appetizers, prepared meals, ethnic foods, soups, sauces, side dishes, pizza crusts, flour and corn tortilla products and meat dishes. Our Dynamic Fuels joint venture produces renewable synthetic fuels. Construction of production facilities was completed in late fiscal 2010, and initial production began in October 2010.Dynamic Fuels operates one plant with designed annual capacity of 75 million gallons. We believe our present facilities are generally adequate and suitable for our current purposes; however, seasonal fluctuations in inventories and production may occur as a reaction to market demands for certain products. We regularly engage in construction and other capital improvement projects intended to expand capacity and improve the efficiency of our processing and support facilities. We also consider the efficiencies of our operations and may from time to time consider changing the number or type of plants we operate to align with our capacity needs. ITEM 3.LEGAL PROCEEDINGS Refer to the description of certain legal proceedings pending against us under Part II, Item 8, Notes to Consolidated Financial Statements, Note 19: Commitments and Contingencies, which discussion is incorporated herein by reference. Listed below are certain additional legal proceedings involving the Company and/or its subsidiaries. On October 23, 2001, a putative class action lawsuit styled R. Lynn Thompson, et al. vs. Tyson Foods, Inc. was filed in the District Court for Mayes County, Oklahoma by three property owners on behalf of all owners of lakefront property on Grand Lake O’ the Cherokees. Simmons Foods, Inc. and Peterson Farms, Inc. also are defendants. The plaintiffs allege the defendants’ operations diminished the water quality in the lake thereby interfering with the plaintiffs’ use and enjoyment of their properties.The plaintiffs sought injunctive relief and an unspecified amount of compensatory damages, punitive damages, attorneys’ fees and costs. While the District Court certified a class, on October 4, 2005, the Court of Civil Appeals of the State of Oklahoma reversed, holding the plaintiffs’ claims were not suitable for disposition as a class action. This decision was upheld by the Oklahoma Supreme Court and the case was remanded to the District Court with instructions that the matter proceed only on behalf of the three named plaintiffs. Plaintiffs seek injunctive relief, restitution and compensatory and punitive damages in an unspecified amount in excess of $10,000.We an d the other defendants have denied liability and asserted various defenses. The defendants have requested a trial date, but the court has not yet scheduled the matter for trial. Since 2003, nine lawsuits have been brought against us and several other poultry companies by approximately 150 plaintiffs in Washington County, Arkansas Circuit Court (Green v. Tyson Foods, Inc. , et al. , Bible v. Tyson Foods, Inc. , Beal v. Tyson Foods, Inc. , et al. , McWhorter v. Tyson Foods, Inc. , et al. , McConnell v. Tyson Foods, Inc. , et al. , Carroll v. Tyson Foods, Inc. , et al. , Belew v. Tyson Foods, Inc. , et al. , Gonzalez v. Tyson Foods, Inc. , et al. , and Rasco v. Tyson Foods, Inc. , et al. alleging that the land application of poultry litter caused arsenic and pathogenic mold and fungi contamination of the air, soil and water in and around Prairie Grove, Arkansas and seeking recovery for several types of personal injuries, including several forms of cancer. On August 2, 2006, the Court g ranted summary judgment in favor of Tyson and the other poultry company defendants in the first case to go to trial, which the plaintiffs appealed, and the trial court stayed the remaining eight lawsuits pending the appeal. On May 8, 2008, the Arkansas Supreme Court reversed the summary judgment and remanded for a new trial. The remanded trial was held and the jury returned a verdict in our favor.The plaintiffs appealed this verdict to the Arkansas Supreme Court, which affirmed the verdict and denied the plaintiffs’ petition for rehearing. The second trial, originally scheduled for October 22, 2012, was canceled and no new trial date has been set. Other Matters: We currently have approximately 115,000 employees and, at any time, have various employment practices matters outstanding. In the aggregate, these matters are significant to the Company, and we devote significant resources to managing employment issues. Additionally, we are subject to other lawsuits, investigations an d claims (some of which involve substantial amounts) arising out of the conduct of our business.While the ultimate results of these matters cannot be determined, they are not expected to have a material adverse effect on our consolidated results of operations or financial position. ITEM 4. MINE SAFETY DISCLOSURES Not applicable. 13 EXECUTIVE OFFICERS OF THE COMPANY Our officers serve one year terms from the date of their election, or until their successors are appointed and qualified. No family relationships exist among these officers. The name, title, age and year of initial election to executive office of our executive officers are listed below: Name Curt T. Calaway Kenneth J. Kimbro Donnie King Dennis Leatherby James V. Lochner Donnie Smith John Tyson David L.Van Bebber Noel White Title Senior Vice President, Controller and Chief Accounting Officer Senior Vice President, Chief Human Resources Officer Senior Group Vice President, Poultry and Prepared Foods Executive Vice President and Chief Financial Officer Chief Operating Officer President and Chief Executive Officer Chairman of the Board of Directors Executive Vice President and General Counsel Senior Group Vice President, Fresh Meats Age 39 59 50 52 60 53 59 56 54 Year Elected Executive Officer 2012 2009 2009 1994 2005 2008 2011 2008 2009 Curt T. Calaway was appointed Senior Vice President, Con