Swot Analysis Essay Example for Free

Swot Analysis Essay Top Glove’s strengths and the opportunities available to it outweigh its weaknesses and the threats to its business. Strengths. One of Top Glove’s competitive edge is its size and wide product range. This is in line with group’s strategy of becoming the one-stop glove sourcing centre for glove users. Its size confers on it economies of scale and also the ability to expand upstream. Weakness. We can identify only one weakness in Top Glove. Being an OEM manufacturer, it does not have any products that carry its own brand name. Its size and strong growth could also work against its favour as it makes it more difficult for management to keep a close eye on all its operations. This is demonstrated by the recent illegal labour issue. Opportunities. Opportunities abound for Top Glove. Its expansion plans will enable it to ride on the increasing global demand for rubber gloves and the outsourcing trend by MNCs. Top Glove’s size also places it in a good position to undertake Mamp;As, which are likely given our belief that the local industry will experience more consolidation. Threats. The glove industry has low barriers of entry as only RM1m-1. 5m is needed to start a line. That said, although it is cheap to enter the industry, new players may not be competitive as they have to distinguish themselves from other players and need to compete in terms of volume in order to enjoy economies of scale. Aggressive expansion by the bigger players also poses the threat of an industry glut. Price and availability of latex are also sources of concern given that latex makes up more than 50% of the group’s costs. To mitigate the risk, Top Glove has expanded upstream by acquiring its own latex processing plant.

The Five Management Functions Essay Example for Free

The Five Management Functions Essay The subject of this reflective paper is regarding the most critical organizational management functions. Critical management functions sit at the core of any organization and steer its leaders, managers, and employees toward success by utilizing the people and resources in the most effective manner. My intent is for the reader to be enlightened of how I helped manage a Heating, Ventilation, and Air Conditioning (HVAC) company by implementing some of the same leadership and management methods from our Management 330 college course. Though many of the Theories from the text book are very valuable, I believe some the information is very vague and somewhat common sense in nature. In my opinion, I don’t believe Mark Zuckerburg, Bill Gates, Lee Iacocca, Mark Cuban, or Donald Trump used these EXACT theories of management to become successful owners of businesses and organizations. Think of how the main points and sub-headings pertain to your current job or another job you have held in the past. My personal examples provide a simplistic version that proves with the right planning, organizing, staffing, leading, and controlling, a tiny HVAC company could become an even larger success than what the owner had initially hoped for. Enjoy! The Planning Function Upon retirement from the USAF and a short term of employment at Sandia National Laboratories, I was hired to manage a heating, ventilation, and air conditioning (HVAC) company. I was not very familiar with HVAC systems, but as a home owner I knew enough about them that I was comfortable in that type of environment. The owner of the company seldom communicated with the HVAC technicians because he wanted them out of the shop and either on their way to the job site or at the job site no later than 8:00 a. m. The company had seven HVAC technicians, an accountant and me, the company manager. A few of my daily tasks were to maintain the weekly service call, maintenance, and installation schedules. This required extensive planning and communication with the technicians. As the manager, I was responsible for enforcing the owner’s company goals then motivate the employees to reach those goals via several courses of action. I used a variety of planning activities to include bi-weekly staff meetings, reviewing internal and external factors such as employee’s scheduled vacations, budget statuses, job site locations, and the weekly weather forecast. I also had to take into consideration the strengths and weaknesses of our employees. Some technicians had more experience and education than others, so I had to match jobs with installers or service technicians. There were some jobs our company was not qualified to do, such as electrical installation and hook up. None of our technicians were licensed electricians, which was a handicap for the organization. If a job required electrical installation or upgrade, I would coordinate with one of our electrical sub-contractors to ensure they could be on the job site when the equipment was ready for electrical hook up and start up. Our accountant was responsible for all aspects of receiving and distributing monetary resources to complete the company’s goals. One of the many challenges we faced was keeping informed of the government incentives for households to install more efficient heating and cooling systems. We were in constant communication with our system vendors to get the latest and greatest government rebates and installation incentives and deadlines. Economic and technological changes were another challenge because we had to stay abreast of new and emerging heating and cooling systems to stay competitive in the HVAC industry. Planning for an organization occurs with some degree of uncertainty because the end result is somewhat unknown. As the manager, I sometimes had to take certain risks with company resources to succeed in a job completion strategy. The Five Functions of Effective Management; Introduction to Management: Achieving Form through Function, Chapter 1, Page 15). Even though this company was relatively small with less than 10 employees, the same planning fundamentals applied to that of a major employer or organization. The Organizing Function When the owner of the company had new tasks or company goals, I was always his go-to person to ensure the visions and processes he demanded were successful. Our task and authority relationship (The Five Functions of Effective Management; Introduction to Management: Achieving Form through Function, Chapter 1, Page 15). as always very professional because we worked together to achieve the organization’s goals. Another important responsibility I was delegated was to decide the best way to organize the company’s resources. The owner usually determined the actual job requirements, what specifically needed to be done, and who he wanted doing the job(s). My role was to inform him of each employee’s status, who was available, who was qualified, etc. , The Staffing Function As an Information Technology geek by trade, my experience with the human resources and staffing functions was limited. During my Air Force career, I was not able to choose who I wanted in my work center. It was my decision as to who would supervise who, but the hiring/firing and interviewing functions were pretty much non-existent in the military; you get who is allocated toward a specific vacancy, get the person trained, press on with the mission, and mold your troops to become leaders in their own right. If they mess up along the way, you reprimand them and hope they learn from their mistakes. As the HVAC company manager, staffing was also delegated to me. Even with my lack of human resource experience, the owner wanted his manager to do the recruiting, selecting, evaluating, and hiring of employees. (The Five Functions of Effective Management; Introduction to Management: Achieving Form through Function, Chapter 1, Page 16). The Leading Function I was taught that to become a truly effective leader you must first be an effective follower and subordinate. I have been on both sides of the leading/following roles and know what it is like to be the low person on the totem pole or the â€Å"boss† making the tough decisions. A key element when trying to motivate individuals to accomplish goals is to present clear tasks to those completing the organizations actual goals. The owner and I would constantly encourage our technicians to be great at what they do, not just be good at what they do, and that if they needed anything from us we were always available for support and mentoring. My boss had a tendency to get a bit excited and raise his voice when something didn’t go as planned. Once he calmed down, he and I were able to sit at the conference table to sort out the events that led to an unsatisfied customer or a derogatory employee internal issue. I would open up the conversation with an open mind and allow the employee(s) to take their time to explain what went wrong or why a customer was dissatisfied. After listening to what had actually occurred, the situation was discussed thoroughly, and a plan of action to remedy the issue was agreed upon by all parties, I could always sense an increase of personal commitment to the organization. The Control Function After a few weeks as manager of the company, I noticed the technicians did not provide customer satisfaction/feedback forms to our customers. I asked the boss about how he receives feedback from our customers and he told me that if there is a problem someone will call you and then you can report the problem to me. I asked how he received positive feedback from a job well done or when an employee goes above and beyond the norm to satisfy a customer. He told me that the employee would just tell him that their customers were very pleased with their service. That didn’t seem like a very accurate customer service measuring tool so I suggested we implement an easy, effective, and yet â€Å"voluntary† customer feedback system. My idea was the next time we needed to order our company invoices, to have the printing contractor add a portion to the customer’s copy where the customer could fill in the survey/feedback form and mail it, fax it or e-mail their comments to me and the owner. Then, we would hold a monthly drawing from our customer feedback file, and one of our customers would receive free merchandise, such as a pocket knife with our company name and logo, a free HVAC inspection, free furnace filters, or a free spring or fall start-up of heating or cooling services. After 30 days, the feedback forms, e-mails, and phone calls increased our customer relations by over 80 percent and business increased by over 25%! Within a matter of 90 days we had established an excellent customer service standard, and an employee performance metric that was created by external factors, not biased internal performance ratings. The owner was impressed with the new system and began to reward employees with free lunches, new tools, use of company vehicles (which helped with advertising), paid time off, and other tokens of his appreciation for a job well done.

Reflection Of Clinical Practice Nursing Essay

Reflection Of Clinical Practice Nursing Essay The purpose of this essay is to demonstrate application of core components of the NMC Code of Professional Conduct (2008) using reflective practice. The NMC Code of Professional Conduct (2008) states that nurses should act in accordance with the code, using an ethical and legal framework to ensure patient wellbeing and respect confidentiality. Nurses must act in a fair, non-discriminatory way which respects customs, values and beliefs of an individual, providing care which demonstrates sensitivity (NMC 2008, p2). Reflective practice is described by Duffy (2008, p.1405) as an active and deliberate process to critically examine practice, where an individual is challenged to undertake the process of self-enquiry. Refection allows us to look at an experience and how it makes us feel and react, asking what is good and bad, and what can be learnt (Sellman Snelling 2010). Gibbs reflective cycle (1988) allows a systematic and structured analysis and reflection of an event. Description. On my second day of placement in Theatres, I was in the recovery room where a 3 year old boy was being recovered following surgery. The next patient admitted was a Polish lady, who I will call Joanna, in order to maintain confidentiality. She was admitted following an elective termination of pregnancy. Pre operatively she had an interpreter present, but she had returned to the ward and was not present in recovery. When she woke up, Joanna turned to her right and saw the 3 year old boy next to her. She became distressed and started to cry. Joanna appeared to understand no English at all, I tried to calm her down and reassure her, but she did not seem to comprehend. The staff nurse thought that she was upset at seeing the boy after her procedure and went to get a mobile screen to separate the patients. Joanna then became more upset. I called the ward and asked the interpreter to come back to recovery, as the patient was getting more distressed and we were not able to reassure her due t o a communication barrier. The 3 year old boy was also becoming upset. When the interpreter arrived Joanna was able to verbalise that it was the presence of the child that caused her upset and anxiety, as it was the last thing she expected to see when she woke up from anaesthesia. Feelings. I felt helpless as I could not fully understand why she was upset, and I was unable to reassure her or calm her down. I also felt sad and concerned for the 3 year old boy who was obviously distressed by the circumstances. I was concerned that Joanna may have felt more isolated by putting the screen there, and maybe felt judged because of her procedure. I felt the staff nurse assumed the presence of the boy was causing Joannas upset, but that we could not be absolutely sure. Evaluation. Joanna was in a vulnerable position during her post- operative period, and we were unable to help her immediately due to communication barriers. We attempted to resolve what we thought might be the problem by placing the screen, but this appeared to worsen levels of distress for Joanna. Alongside this we were unable to assess her pain, nausea levels and fully explain what we were doing. Positively, we called the interpreter to return as soon as possible to attempt to resolve the situation. I also feel that I was able to look inside myself to challenge my Muslim religious beliefs, which are fundamentally against abortion, putting these aside to treat Joanna in a fair non-discriminatory way. I was able to act in a sensitive and compassionate manner, affirming my belief that I am able to adhere to the Code of Professional Conduct (2008) and its core components. Analysis. The Abortion Act (1967) allows termination of pregnancy up to 24 weeks if continuance of the pregnancy would involve risk to the physical and mental health of the mother. Abortion is one area where health professionals may raise a conscientious objection. Nurses may avoid taking part in the procedure, but must continue to care for the patient, before and after the procedure, despite personal opinions and moral concerns (Royal College of Midwives 1997, NMC 2006). Kane (2009) states in accordance with the NMC nurses must give appropriate and comprehensive care to all patients, regardless of their reason for being in hospital. The Code of Conduct states you must act as an advocate for those in your care (2008, p2), nurses also have a legal obligation to care. I feel I gave appropriate care, regardless of Joannas reason for admission, and did not treat her any differently because of this. The Royal College of Nursing (2012) state that nurses must be culturally competent, caring for the needs of people with differences in beliefs, values and cultures, to provide meaningful, beneficial health care. Health care is compromised when the patient does not understand what is being said to them (Anderson et al. 2003). Communication is seen as a fundamental component in cross cultural care and language difficulties can lead to insufficient care and poor quality nursing (Jirwe et al. 2010, Jacobs et al. 2006). I do feel although we attempted to resolve the situation, our ability to care for Joanna was compromised by not being able to communicate verbally. Jirwe et al. (2010) found in their study that nurses who experienced difficulties in talking to their patients led to care being mechanical and impersonal, as they were fearful of making mistakes. Jirwe et al. (2010) suggest that nursing programs need to address this deficit to ensure nurses are skilled to deal with cross cultu ral differences, such as using translators, nonverbal communication etc. This is supported by Jacobs et al. (2006) who state that people with limited English are less likely to receive the care they need and are less satisfied with health care. The only factor that can improve this is the use of someone who speaks their language, i.e. an interpreter. Carnevale et al. (2009) state that linguistic barriers can cause discrimination and compromise nursing care. They apply ethical theory in that the patient should be respected as a unique person, their right to self-determination upheld, respect for privacy and the nurses responsibility for ones competence and judgement. Veiga et al. (2011) found in their research that the presence of a support person in the recovery room post termination was perceived by the women in a positive manner and also reduced anxiety levels. Termination of pregnancy is associated with pain, which can be exacerbated by anxiety and psychological factors (Pud et al. 2005). It is estimated 10-20% of women following terminations suffer from serious negative psychological complications such as anxiety, depression and sleep disturbances (Coleman et al 2005). I am concerned that Joannas level of anxiety, may have caused her increased pain, and may also have affected her recovery in the longer term. I was unable to find any research that suggested that adults and children should not be recovered together. However there is a drive in the UK to provide same sex accommodation where possible in order to promote dignity and privacy (NHS Institute for Innovation Improvement 2010). A privacy and dignity report by the Chief Nursing Officer stated that screens if used should be high enough to feel like they are in a separate room. Conclusion. Based upon the literature reviewed during the analysis, it is evident that an interpreter should have been available to reduce Joannas stress, anxiety and even pain response. We do not always know how a patient will recover in the immediate postoperative period and patients can often be disorientated. This was made worse for Joanna as she did not understand what was happening. We could not effectively give reassurance, or fully assess the situation due to the language barrier. The only way in which this could have been resolved was to have the interpreter present when she came round from her anaesthetic. In reflection, the screen should have been in place before Joanna came round from theatre to protect both her, and the 3 year old boys dignity and privacy. If the screen had been in place, then this incident would not have occurred. It I difficult to say whether placing the screen was the right action after Joanna became upset, as it seemed to cause Joanna more distress. However, we also had to take into consideration the 3 year old boy, who was frightened, scared and also becoming upset. It is my opinion that this was in both patients best interests to place the screen after the fact, although it would have been a better situation if the interpreter had been present. It must however be said, that it is not always possible to have an interpreter due to scarce resources, but as the patients advocate, we should do all we can to protect their best interests. Action Plan. In future, regardless of my location, I will endeavour to be aware of potential problems that may arise due to the patients circumstance or environment. I will be more focused on making sure that all resources are in place, such as anticipating when an interpreter may be necessary, and also ensuring dignity and privacy are maintained. I feel this reflective essay has been invaluable, and I am able to demonstrate ethical practice, acting in a non-discriminatory and fair manner, within a legal framework , despite my own personal beliefs. References. Anderson, L.M., Scrimshaw, S. C., Fullilove, M. T., Fielding, J.E. et al. 2003. Culturally competent health care systems. American Journal of Preventative Medicine. 24 (3), pp. 68-79. Carnevale, F. A., Vissandjee, B., Nyland, A., and Vinet-Bonin, A. 2009. Ethical considerations in cross linguistic nursing. Nursing Ethics. 16 (6), pp. 813-26. Coleman, P.K., Reardon, D. C., Strahan, T., and Cougle, J. R. 2005. The psychology of abortion: a review and suggestions for future research. Psychology Health. 20 (2), pp. 237-271. Duffy, A. 2008. A concept analysis of reflective practice. Determining its value to nurses. British Journal of Nursing. 16 (9), pp. 1400-1407. Gibbs, G. 1988. Learning by doing: A guide to teaching and learning methods. Oxford: Further Education Unit, Oxford. Jacobs, E., Chen, A. H.M., Kaliner, L.S., Agger- Gupta, N.et al. 2006. The need for more research on language barriers in health care: A proposed study research agenda. Millbank Quaterly. 84 (1), pp.111-133. Jirwe, M., Gerrish, K., and Ermami, A. 2010. Student nurses experiences of communication in cross cultural care encounters. Journal of Caring Sciences. 24 (3), pp. 436-444. Kane, R. 2009. Conscientious objection to termination of pregnancy: the competing rights of patients and nurses. Journal of Nursing Management. 17, pp. 907-912. NHS Institute for Innovation Improvement. 2010. Delivering same sex accommodation. www.institue.nhs.uk/delivering_same_sex_accomodation Nursing and Midwifery Council, 2008. The NMC Code of Professional Conduct: Standards for Conduct, Performance and Ethics. London: Nursing and Midwifery Council. Nursing and Midwifery Council, 2006. Conscientious objection A-Z Policy sheet. www.nmc-uk.org/aframedisplay.aspxx?documentID-1562. (accessed 18th Sept 2012) Pud, D., and Amit, A. 2005. Anxiety as a predictor of pain management following termination of first trimester pregnancy. Pain Medicine. 6 (2), pp. 143-148. Royal College of Midwives (1997). Conscientious objections position paper 17. www.rcm.org.uk ( accessed 18th Sept 2012) Royal College of Nursing. Transcultural care of adults. www.rcn.org.uk/developmental/learning/transcultural/adulthealth/sectionone (accessed 18th Sept 2012). Sellman, D., and Snelling, P. 2010. Becoming a nurse: a textbook for professional practice. Pearson Education Ltd: China. Veiga, M.B, Lamm Gemeinharat, C., Houlihan, E., Fitzsimmons, B.P., et al. 2011. Social support in the post abortion recovery room: evidence from patients, support persons and nurses in a Vancouver clinic. Contraception. 83(3), pp. 268-73.

F. Scott Fitzgeralds The Great Gatsby Essay -- Fitzgerald Great Gatsb

F. Scott Fitzgerald's The Great Gatsby The greatness of an individual can be defined in terms far beyond tangible accomplishments. In F. Scott Fitzgerald's classic American novel, The Great Gatsby, Jay Gatsby's greatness comes from his need to experience success and his will to achieve his dreams. Nick Carraway narrates the story, and his cousin, Daisy Buchanan, is Gatsby's love. Daisy, however, is married to Tom Buchanan, a wealthy, arrogant womanizer who despises Gatsby. Gatsby feels the need to be successful and wealthy, and his participation in a bootlegging operation allows him to acquire the wealth and social status needed to attract Daisy. In his narration, Nick focuses on Gatsby's fixation of Daisy and how he longs for her presence in his life. Gatsby's greatness comes from his power to dream, his competence in turning dreams into reality, and his absolute love for Daisy. In The Great Gatsby, Jay Gatsby uses his dreams as motivation for his existence. Fitzgerald uses wealth and social status to define Gatsby?s character, which is exemplified by his lavish parties and the dignitaries who attend them. In his formative years, Gatsby was employed by a wealthy yachtsman, Dan Cody. It is from Cody that Gatsby develops his appreciation for wealth. ?To young Gatz, resting on his oars, looking up at the railed deck, that yacht represented all the beauty and glamour in the world? (Fitzgerald 106). Fitzgerald uses this quote to mark the point at which Gatsby encounters wealth and power for the first time, and also, he uses it to symbolize Gatsby?s social standing and economic status. By comparing Gatsby?s rowboat with the luxurious yacht of Cody?s, Fitzgerald presents the idea that money and power translate into bigger and better things. The event is symbolic in that it illustrates Gatsby?s perception that wealth is a necessity. By saying that he was ?looking up? to ?all the beauty and glamour in the world,? Fitzgerald makes it evident that Gatsby idolized this lifestyle. Also, he shows that Gatsby views beauty as a materialistic quality. Gatsby?s materialistic view of beauty can be seen in his love for Daisy when Gatsby says, ?her voice is full of money? (127). This quote by Gatsby shows how he identifies his love for Daisy with his love for money. Gatsby and Daisy met in Louisville, where they fell in love with each other, however, when Gatsby lef... ...life ensconced in their very essence. Nick says that Gatsby, ?represented everything for which I had an unaffected scorn? (6). However, he is able to see through this dislike of Gatsby?s character to tell him, ?you?re worth the whole damn bunch put together? (162). In other words, Gatsby possessed the qualities of a great individual, but his reliance on material objects to show his love and his corrupt ideology prevent him from reaching his full potential as an honorable character in the work. Gatsby?s greatness is not contained in noteworthy accomplishments, his wealth, or even his pursuit of love. Gatsby possesses the power to dream. Gatsby dreamed of being wealthy and reuniting with Daisy. He fulfilled his dreams, but unlike his dreams, Gatsby?s reality was hollow. His money was made illegally and his love for Daisy was based on only that which he could buy. Gatsby?s greatness is not only present in what he dreamt for, but also, he possessed the ability to grasp his dreams and turn them into reality. Gatsby may not be a perfect character, but by living for a purpose, he is able to extract greater meaning from life, making him superior to the other characters in the novel.

The Birth of My Daughter :: Essays Papers

The Birth of My Daughter The moment to give birth to my daughter Anais came very quickly. My doctor, a young male wearing blue scrubs wheeled me to the delivery room with the assistance of a female nurse wearing green scrubs, and my husband, which was also wearing scrubs. The hospital delivery room felt very cold and very sterile. The walls were painted white with gray tile covering one half of the walls, and there was a smell of soap in the air. The delivery room was equipped with a gurney covered with white starchy linen, a large stainless steel lamp with a microscope sticking out of one side stood next to the gurney, a baby incubator that look like a large clear plastic rectangular box with two round holes on one side, and a table covered with very neatly placed stainless steel surgical instruments. In the delivery room, were four people, a male anesthesiologist and three female nurses wearing green scrubs, facemasks, and gloves. The anesthesiologist was seated next to the head of the gurney with an air tank and IV, in the event I had to undergo a cesarean due to having developed gestational diabetes during my pregnancy. One of the major problems a woman with gestational diabetes faces is a condition the baby may develop called "macrosomia." Macrosomia means "large body" and refers to a baby that is considerably larger than normal. All of the nutrients the fetus receives come directly from the mother's blood. If the mother’s blood has too much glucose (simple sugar), the pancreas of the fetus senses the high glucose levels and produces more insulin (a hormone regulating the glucose level in blood) in an attempt to use the glucose. The fetus converts the extra glucose to fat. Occasionally, the baby grows too large to be delivered through the vagina and a cesarean delivery becomes necessary. On the other side of the gurney stood one of the nurses checking the baby incubator, while the other two were standing next to the table with the surgical instruments. Immediately upon entering the delivery room, two of the nurses transferred me to the gurney in the delivery room, where the doctor checked me and said I had a ways to go but that I had already dilated to 7 centimeters (the amount the cervix has opened in preparation for childbirth).

Behavior change health

I have been working on achieving my ideal weight this semester by losing 5 lbs in 5 weeks. I have modified my behavior and I am now able to keep from doing unhealthy activities such as eating fatty food. My goals did not change and I was able to achieve them. 2. I have completed my goals and am now prepared to move to creating new SMART goals.3. Yes, I was able to reach my goal of losing 5 lbs within 4 weeks. The short terms goals that I set for myself made the entire task more manageable. I used the short term goals in a checklist fashion which made accomplishing the overall goal more convenient to do.4. I relied on my friends for assistance and chose not to seek formal groups and organizations to participate in. My friends were very encouraging and they were there for me throughout the project. 5. As I promised my self, I have bought two outfits since the start of the project, one for every two pounds that I lost.I contemplated on buying another for the last pound but thought again st it because it would lower my standards. 6. I cannot really say that there were any major obstacles. The project went along smoothly and I was highly motivated by both my support and reward systems to accomplish my tasks.I do not think that there is anything to be done differently. 7. I believe that I have already achieved my goal for this project and would opt to have new goals. These goals are to maintain my current body weight, improve my health, and build my body. 8.To achieve my new goals, I have set up SMART goals that include working out in the gym five times a week, compiling healthy recipes which I will cook exclusively to be able to avoid unhealthy food, and abstaining from eating any fatty food during functions, meetings, and parties. I will monitor these goals in a two-month period and provide a summary evaluation at the end of the period.

A Step Forward Or A Step Backward Environmental Sciences Essay

Introduction:â€Å" Our mission is to be a first metals and excavation group and generate superior fiscal returns. † With this mission Vedanta group entered Indian excavation industry under the leading of Mr. Anil Agarwal ( Executive Chairman ) . Vedanta Resources Plc. signed a MoU with Orissa authorities in 1997 for mining bauxite from Niyamgiri Hills near Lanjigarh. This besides led to put up 1.75mtpa aluminum smelter at Jharsuguda, all in Odisha. Although the Alumina Refinery Project was commissioned in 2007 and the excavation undertaking was cleared by the Supreme Court of India in 2008, OMC has non yet been able to get down the excavation undertaking chiefly due to the rejection of the concluding clearance by the Ministry of Environment and Forest ( MoEF ) .[ 1 ]The instance is still held with Supreme Court of India and Vedanta has decided to close down its Lanjigarh works from December 2012 if no alternate solution comes from either province authorities or Cardinal authorities. As per VAL Chief Operating Officer Mukesh Kumar â€Å" If the state of affairs improves by December 5, the company may non close down the works † . Kumar said despite the province authorities ‘s committedness to provide natural stuff to the refinery, it has non been given ‘even one gm ‘ of bauxite so far.[ 2 ]VAL has so far invested Rs 9,000 crores in the undertaking which employs about 7,000 people, including direct occupations to 3,000 individuals. â€Å" In retrospect we feel it was a bad determination to travel for such immense investings here, † remarked a senior VAL functionary.[ 3 ]VAL ‘s determination is bound to direct a incorrect signal amongst the prospective investors, that mineral-rich Odisha, contrary to the claims of the province authorities, is far from welcoming industries.VEDANTA- About the company:â€Å" Our vision is to be a universe category, diversified resources company supplying superior returns to our stockholders with h igh quality assets, low cost operations, and sustainable development. † [ Vision: Vedanta Resources PLC. ][ 4 ] Based in London, Vedanta is a globally diversified natural resources group with wide-ranging involvements in aluminum, Cu, Zn, lead, Ag, Fe ore, oil and gas and power. Vedanta is the first Indian fabrication company to be listed on the London Stock Exchange, and continues to be a portion of the FTSE 100 Index. With experient work force of over 31,000 employees worldwide, Vedanta Resources plc is a globally diversified natural resources group with grosss in surplus of US $ 11 billion. Vedanta has operating locations in India, Zambia, Namibia, South Africa, Liberia, Ireland and Australia through assorted subordinates. Australia: Copper Mines of Tasmania: An belowground Cu excavation operations located in Tasmania with ore production capacity of 2.8mtpa. This is supplied wholly to Sterlite ‘s Cu smelter operations in India. Northern rhodesia: Konkola Copper Mines: KCM has to the full integrated Cu operations in Zambia with several mines at Konkola and Nchanga. South west africa: Sterlite own the Skorpion mine in Namibia. This plus was acquired from Anglo American ‘s Zn concern. South Africa: Sterlite owns 74 % of Black Mountain Mining in South Africa, which includes the Black Mountain Mine and Gamsberg undertaking. Liberia: Acquired Liberia Iron ore assets with an estimated 1bn tonne militias and resources in FY 2011-12. Irish republic: Sterlite picked up 100 % interest in the Lisheen Mine during the acquisition of the Zn concern from Anglo American.Vedanta in India:Sterlite Industries Limited: The concern comprises of 0.4mpta Cu smelting and refinement operations. The company is duplicating the capacity to 0.8mtpa with confined power works. MALCO: The Company has a power works with a coevals capacity of 100 MW. BALCO: A taking Indian aluminum manufacturer with operations in the province of Chhattisgarh, BALCO presently has 245ktpa smelting capacity, 810MW power coevals installations and capableness to bring forth metal bars and other value-added merchandises. BALCO has a 325ktpa smelter undertaking, a 1,200MW power works undertaking, and rights to char block of 211.0mt for confined use. Vedanta Aluminium Limited: â€Å" We will be the universe ‘s most admired company that systematically defines the prima criterions in our concerns, doing our stakeholders proud to be associated with us † , vision[ 5 ]VAL. VAL is based in eastern India and operates a 1mtpa alumina refinery at Lanjigarh. At Jharsuguda, VAL operates 500ktpa aluminum smelter and an associated 1,215MW confined power works. VAL besides has a 1.25mtpa aluminum smelter undertaking at Jharsuguda. Sesa Goa: Sesa Goa is India ‘s largest private sector Fe ore producer-exporter, with excavation and processing installations located in the provinces of Goa and Karnataka. Sterlite Energy: It has two major power works undertakings for commercial power coevals – the 2,400MW power works at Jharsuguda, Orissa of which two units were operations at the terminal of FY 2010-11, and the 2,640MW power works at Talwandi Sabo, in Punjab.The Struggle:For Vedanta Alumina signed the joint venture understanding with the OMC on October 5, 2003 for developing bauxite mines at the Niyamgiri hill near Lanjigarh in Kalahandi territory and the Khambasi hill in bordering Rayagada territory, for usage in its one-million-tonne alumina refinery being set up at a cost of Rs.4,000 crores.[ 6 ]The works got in production by taking all clearances in 2005. But the province resistance alleges that the company was yet to obtain forest clearance for its undertaking as per the Forest ( Conservation ) Act, 1980. They besides alleged that the company had cleared the site and constructed its rehabilitation settlement, office edifice, invitee house and 22 concrete pillars for the co nveyer system from the mines at the Niyamgiri hill to the works site at Lanjigarh without the blessing of the Union Ministry of Environment and Forests. This instance is under legal power of the Supreme Court of India. In behest of these allegations Vedanta is be aftering to close down the works in absence of bauxite mines.Court finding of facts:The Supreme tribunal of India nevertheless allowed Vedanta Aluminium for the excavation undertaking saying that â€Å" If M/s. SIIL is agreeable to the a bow stated Rehabilitation Package so they shall be at autonomy to travel this Court by originating a proper application. This Court is non against the Undertaking in rule. It merely seeks precautions by which we are able to protect nature and bomber service development. I.As. are disposed of consequently. †[ 7 ]The Supreme Court of India besides instructed MoEF to give the environmental clearance after necessary reviews.[ 8 ] But when the Central Empowered Committee ( CEC ) has reprimanded the Ministry in really strong linguistic communication for perfectly go againsting basic dogmas of environmental clearance process, misdemeanor of cardinal commissariats of forest clearances, raised critical issues of bearing false witness against Vedanta, MoEF and Orissa Government,[ 9 ]The Supreme Court of India instructed Vedanta Aluminium Limited to halt its enlargement on the land that it has non fulfilled the environmental clearances.[ 10 ]Environmental position:The aluminum oxide works and the excavation undertaking linked with it will hold serious inauspicious consequence on the vegetations and zoologies due to excavation, overburden dumping, building of proposed route through the dense woods, liquid and gaseous wastewaters emanations, bright light, blaring with explosives, boring and attendant quiver and dust, operation of heavy burden and unloading equipment, pollution etc. Sterlite India ‘s application to the MoEF had sought merely the environmental clearance and no forest clearance ( which, as noted earlier, are separate regulative demands ) for the refinery. However, on 16 August 2004 – after holding made the application for environmental clearance – Sterlite India sought separate permission, under the Forest Conservation Act, for the recreation of 30 hectares of protected wood land and 29 hectares of small town common belongings resource land for the refinery and the conveyer transit system that was to be used to transport bauxite from the mine site to the refinery. India ‘s environmental and forest Torahs make it compulsory for companies to obtain anterior clearances for new industrial undertakings affecting major alterations in land usage forms. The MoEF evaluates applications and grants clearances. The Forest Conservation Act, 1980, regulates forest clearances, while ordinance under the 1986 Environment ( Protection ) Act governs environmental clearances.Impact on H2O governmentMany perennial watercourses originate from the Niyamgiri hill top. 22 H2O harvest home constructions are located in the foothills which provide twelvemonth unit of ammunition H2O supply. Vamsdhara and Nagvalli are two major rivers of South Orissa which emanate from this hill. The excavation of bauxite is bound to destruct the H2O reloading capacity of the hill and will besides do the desertification of perennial watercourses therefore presenting a serious hazard to the lasting beginning of H2O in this country.Disposal of Toxic wastewatersRed Mud Pond and the Ash Pond are being established on the Bankss of river Vamsdhara with a portion of the river really covered by the ruddy clay pond.A A A brassy inundation in the river can do a breach in the pool and which could ensue in a monolithic spill in the river of noxious and toxicant ruddy clay which is a mix of extremely toxic alkaline chemicals and heavy metals including radioactive component all of which could hold black effects.Impact on wildlifeThe PML ( and the Niyamgiri Hills home ground ) is extremely productive in footings ofA wildlife since it provides the valuable ‘edge consequence ‘ to wild animate beings, with unfastened grasslands as feeding infinite and neighbouring trees for shelter andA flight. Mining on the graduated table proposed in this home ground would badly upset elephant home grounds, and endanger the of import undertaking of elephant preservation in south Orissa.Applicable environment protection Acts of the Apostless:Forest Rights Act 2006 – The full PML country falls in the class of Community Forest Resource ( CFR ) as defined in subdivision 2 ( a ) of the Forest Rights Act ( FRA ) Misdemeanor of Forest Conservation Act -The Company is in illegal business of 26.123 hour angle of small town forest lands enclosed within the mill premises. The claim by the company that they have merely followed the province authorities orders and enclosed the forest lands within their mill premises to protect these lands and that they provide entree to the tribal and other villagers to their small town forest lands is wholly false.A Misdemeanor of Environment Protection Act: The Company M/s Vedanta Alumina Limited has already proceeded with building activity for its tremendous enlargement undertaking that would increase its capacity six crease from 1Mtpa to 6Mtpa without obtaining environmental clearance as per commissariats of EIA Notification, 2006 under the EPA. This amounts to a serious misdemeanor of the commissariats of the Environment ( Protection ) Act.[ 11 ]Government/OMC position:The steel and mines section and Odisha Mining Corporation ( OMC ) have expressed their inability to supply Vedanta Aluminium Ltd ( VAL ) alternative beginning of bauxite for its Lanjigarh aluminum oxide refinery because of restraints of jurisprudence even as the company has sent an progress notice for closing down of the works imputing the cause of such utmost measure to non-supply of bauxite as per the understanding with the state-run excavation company. â€Å" OMC has nil to state in this affair as our understanding with Vedanta was limited merely to excavation at Niyamagiri hills, which is sub-judice presently. Sing supply of bauxite from other beginnings, it is the sentinel of the authorities and Vedanta, † said Saswat Mishra, chairman-cum-managing ( CMD ) manager of OMC. The Odisha authorities had identified Niyamgiri mine as the initial beginning of bauxite supply and had instructed state-run mineworker OMC to organize a joint venture with Vedanta to unearth the 78 million metric ton sedimentations at the site. However, Niyamgiri excavation program was subsequently shut down by Union Ministry of Environment and Forest ( MoEF ) , which refused to give it present II forest clearance and besides withdrew the environment clearance granted earlier. VAL pointed out that the MoU included supply of extra bauxite apart from that lying in the Niyamgiri mines. So it was incumbent on the province to set up the stuff from other beginnings. However, the province has non made any effort in this respect though it possessed more than half of the state ‘s bauxite militias. A senior authorities functionary in the steel and mines section said there was no misdemeanor of the understanding as there were regulations and ordinances to present excavation rentals to companies. â€Å" I do non believe we have violated any clause mentioned in the understanding. We must follow the regulations and current patterns, † he said. In absence of the assured supply, the company had to trust upon bauxite mines of Andhra Pradesh, Chhatishgarh and Guajarat to run its refinery even though it had designed its refinery maintaining in head the locally available bauxite when it started its refinery operation five old ages ago. OMC said, at present it does non hold any other bauxite mine, but it is anticipating to acquire forest clearance for another bauxite mine at Kodingamali for which it has signed a Vedanta-like understanding with Hindalco. It has besides applied for some other mines with smaller bauxite sedimentations and has been recommended by the province authorities to run the Sasubohumali mine. In the thick of allegation that authorities is funded by Vedanta contributions,[ 12 ]13the state-owned excavation company said, even if it had other bauxite mines, it can non provide the mineral to Vedanta as this would go against the Torahs. Earlier this twelvemonth, VAL acquired interest in Raycal, a bauxite excavation company of Larsen and Turbo ( L & A ; T ) , after the issue of Dubai Aluminium Company ( Dubal ) . However, the undertaking will take approximately three to four old ages to bring forth bauxite.Vedanta Perspective:â€Å" Merely resources can assist eliminate poorness, † Agarwal had said when quizzed about environmental hazards. â€Å" We ( India ) have to utilize our resources in a sustainable mode for our development. †[ 14 ]Vedanta, which has emerged as a excavation and natural resources giant in last one decennary, had reported grosss of over USD 14 billion during the last financial. Vedanta ‘s willingness to put in Lanjigarh has been welcomed by the Government of India and the State of Odisha, and from its very origin Vedanta has known that the refinery undertaking is non the lone part to development we must do in Odisha. We have recognised that industrial development demands to be complemented by rural and other signifiers of development for those, including the Dongria Kondh and Kutia Kondh – the two tribal communities populating around the works, that may non profit straight or indirectly from the refinery ‘s activities. Against this background, the first stairss to set up the Lanjigarh Project were taken in April 1997 when Sterlite Industries and the Government of Odisha signed an MoU to make an incorporate excavation and refinement undertaking in Kalahandi. A MoU was besides signed between Sterlite Industries and Orissa Mining Corporation ( OMC ) for the supply of bauxite from nearby sedimentations, get downing with the bauxite sedimentat ions on the border of Niyamgiri hills. In 2004, the MoEF gave permission to Vedanta to put up the alumina refinery. When the refinery was established, 121 households were physically displaced. These have all been resettled in the Niyamgiri Vedanta Nagar Resettlement Colony, with 76 household members being employed with the company as lasting employees. Compensation in stead of employment is being provided to the staying households. A farther 1,745 people affected by the refinery but non physically displaced have besides been compensated at changing grades commensurate with the extent of the impact sustained by the puting up of the refinery. In all instances compensation went well beyond the legal demands.[ 15 ] Inspite of holding all the environmental clearances in 2005, allegations from the NGOs and province resistance has halted Vedanta ‘s halted program. Vedanta has besides questioned the NGOs by mentioning that NGOs have been opposing the excavation of bauxite reserved in southern portion of Odisha, but in contrast, NGOs are soundless about Fe ore excavation in Central Odisha[ 16 ]17.Global Chemical reactionsBogged by holds in land acquisitions and environmental clearances, the companies like POSCO and Arcelor Mittal have scaled down their Orissa programs while reconnoitering for alternate sites to house their mega undertakings, every bit large as 10-12 million metric tons in capacity and with investings of more than Rs 1,00,000 crore, say people connected with the concern groups and senior province authorities functionaries. South Korean steel major Posco had programs to mine ores, construct a steel works and put up a port for an estimated cost of Rs 51,000 crore. Anil Agarwal-ow ned Vedanta Resources which has invested about Rs 45,000 crore in its aluminum oxide and power refinery, had committed to pass Rs 15,000 crore in a mega university undertaking, while Arcelor Mittal said it would put Rs 40,000 crore for its steel undertaking.[ 18 ]19Closing Line:It ‘s an first-class illustration of Good administration on the portion of the MoEF and should move as a hindrance for all others who had been taking, all these old ages, authorities clearances as fait accompli and should convey in extremist alterations in their company ‘s attitudes, believing and rightful actions towards sustainable developments in the state. The companies need to eschew off from the unregulated and unchecked greed for stuff additions at the cost of damaging of our eco-system irreversibly for the following coevals to endure and cuss our coevalss.[ 20 ]But It may therefore be submitted that Vedanta Aluminium is adequate of a instance to confirm the widely held place that the Minis try of Environment and Forests has non merely colluded with bureaus engaged in serious misdemeanor of environmental and human rights, but that the Ministry itself is an bureau engaged in the active misdemeanor of waies of the Hon'ble Supreme Court of India. It compromises administrative reappraisal mechanisms with impunity and perpetrates fraud by accepting wholesome prevarications as stuff for its determinations. But for smooth FDI and promote the foreign involvement authorities should propose some redress to Vedanta Aluminium so that it make non incur immense losingss and can mine bauxite from a different beginning to prolong the Lanjigarh Project. Furthermore no less than the leading of the Ministry, that is the Union Minister for Environment and Forests and Secretary of MoEF, must be held accountable for this farce of environmental clearance mechanisms of India. The authorities should avoid policy palsy where the environmental clearance should hold been taken into history before sign language of MoU between Vedanta Aluminium and State authorities. [ Source ][ 21 ]22AbbreviationsOMC Orissa Mining Corporation MoEF Ministry of Environment and Forest VAL Vedanta Aluminum Limited mtpa Million Tonnes Per Annum SIIL Sterlite Industries India Limited CEC Central Empowered Committee PML Proposed Mining LeaseExhibit -1 ( Time line- Vedanta Lanjigarh Project )YearCalendar monthIncident1997 May London-based industrialist Anil Agarwal ‘s Sterlite Industries of India Limited marks memoranda of apprehension ( MOU ) for a excavation undertaking with the Orissa authorities in 1997. 2002 June Land acquisition and a gm sabha notice issued to villagers for the â€Å" proposed Lanjigarh aluminum oxide refinery undertaking † on June 6, 2002. Harmonizing to the notice, 12 small towns would be razed, 60 households displaced and 302 households would lose their farming area when undertaking materialised. 2003 March In March 2003, Sterlite applied to the Union ministry of environment and woods ( Mo EF ) for environmental clearance for the proposed refinery. The application made no reference of the 58.9 hour angle of forestland it required. June On 07.06.2003, Sterlite entered into a Memorandum of Understanding ( for abruptly, â€Å" MOU † ) with the Government of Orissa for puting up of the IMTPA Alumina Refinery and 3MTPA of Bauxite excavation installations every bit good as for the installing of a 4 ten 25 MW confined power works, at an aggregative investing of Rs.4000 crores. August On August 16, 2003, it filed a separate request for clearances under the Forest Conservation Act ( FCA ) , 1980, through the Orissa Industrial Infrastructure Development Commission. 2004 March On March 24, 2004, MoEF informed the company that as the refinery would be dependent on the excavation proposal being cleared, the ministry would see the two proposals together. September Six months subsequently, on September 22, 2004, MOEF reversed its determination and granted the refinery environmental clearance on status that Sterlite got mining clearance before â€Å" operationalising † the refinery. The blessing missive besides stated: â€Å" The undertaking does non affect recreation of forest land. † This, despite the fact that another division of the ministry had received an application for FCA clearance for the refinery. November In November 2004, Orissa ‘s forest section sent Vedanta a show-cause notice for infringing on 10.41 estates ( 4.21 hour angle ) of small town forestland for its refinery. Around the same clip, several militants individually petitioned CEC to hold the company ‘s operations. 2005 March On March 23, 2005, after CEC questioned MoEF about the cogency of an environmental clearance, that the ministry directed VAL to hold building work boulder clay clearance was given for the 58.9 hour angle of forestland within the refinery compound. March The following twenty-four hours the company dashed off a missive to MoEF seeking backdown of its petition for forest clearance for the refinery stating it did n't necessitate the 58.9 hour angle after all. March The province authorities sent MoEF a missive urging backdown of the proposal on March 27, 2005, which happened to be a Sunday. The really following twenty-four hours, the ministry withdrew its halt work order, without trouble oneselfing to look into why the company had changed its stance. September In September 2005, CEC recommended to the Supreme Court that mining should non be permitted on Niyamgiri hill. The study was a vituperative indictment of the undertaking and questioned the unity of the governments involved. 2006 February In February 2006, the apex tribunal referred the affair to MoEF ‘s Forest Advisory Committee ( FAC ) – which looks into recreation of forestland for non-forest purposes-and asked for a study in three months. February FAC, in bend, asked the Wildlife Institute of India ( WII ) and Central Mine Planning and Design Institute Limited ( CMPDIL ) , to measure the undertaking for dirt eroding and impact on H2O resources. May CMPDIL, harmonizing to Vedanta ‘s attorneies ‘ statements during Supreme Court hearings on May 16 and May 18, 2007, cleared the undertaking of all water-related concerns. June However, WII ‘s study submitted in June 2006 warned that bauxite excavation in Niyamgiri tableland would destruct a specialized wildlife home ground. However, following a particular presentation by Orissa forest officers, the institute tagged on a auxiliary study in October 2006, which included a Rs 42-crore program for extenuation of impact on wildlife. September Based on the two studies, FAC recommended recreation of forestland for the excavation undertaking. September However, in another affair, the Supreme Court had already ordered a reappraisal of clearances granted by FAC after September 15, 2006, which included the VAL undertaking. December On December 8, 2006, the tribunal asked CEC to register more remarks. When the affair was heard on May 16 and 18, 2007, CEC iterated its base that MoEF had acted irresponsibly and with â€Å" undue hastiness † in allowing Vedanta clearances. 2007AWhile instance pending in the Supreme tribunal, the refinery operated with bauxite from Vedanta ‘s Chhattisgarh mines. 2008 December In-principle clearance for 660.749 hour angle of forestland for excavation was granted on December 11, 2008. 2009 April Further, in April 2009, forest clearance was given for an extra country of 33.73 hour angle. Public hearing for 6 creases enlargement of the refinery was held on April 26, 2009. April Clearance by the MoEF to the excavation undertaking of Vedanta on April 28, 2009 despite widespread protests. 2010 August Temporary backdown of clearance rights by the MoEF on the recommendations of FAC on August 24.08.10 2012 September Vedanta sought permission to close down its refinery at Lanjigarh due to scarceness of natural stuff. Shutdown will get down from December 5,2012 if the natural stuff is non made available Beginning: hypertext transfer protocol: //www.cseindia.org/content/vedanta's-lanjigarh-project-refinery-and-bauxite-mining