Aviation management The WritePass Journal

Aviation management How did Stansted get the go ahead to become London’s 3rd airport? Aviation management ). It became apparent in the 1960s that there was need to meet considerable growth anticipated into the future. This gave rise to proposals for a new airport and expansion of existing capacity. Stansted, a former military airfield in Essex, was proposed as a third airport in 1963 and was thereafter endorsed by a Government White Paper in 1967 (HC Hansard, 1971; Stansted Airport, 2013). A subsequent inconclusive public inquiry led to the setup of the Commission for the Third London Airport, popularly referred to as the Roskill Commission tasked with review of sites for a third airport (Abelson and Flowerdew, 1972; UKCAA, 2013). With its evaluation of the timing of need, the requirement for expansion of capacity, and after a careful study of a total of 80 proposed project sites, four sites were finally chosen, principal among them a new airport at Cublington in the Vale of Aylesbury. It was deemed to offer best access situated in the key London-Birmingham axis away from built-up areas and would cost less than most of the alternatives (Abelson and Flowerdew, 1972). This proposal however met with strong opposition from local people, politicians and middle-class voters making it politically untenable (FT, 2014). An influential member of the Roskill Commission, Colin Buchanan, in dissent on grounds of environmental and planning concerns, proposed a new alternative at Maplin Sands, Foulness in the Thames Estuary. This opened the door to strong political opposition against Cublington with the latter proposal becoming the preferred option of the Conservative government of the day which thus disregarded Roskill’s proposal (FT, 2014; Helsey and Codd, 2012; Mishan, 1970). Maplin had interestingly been considered by the Roskill Commission and had been decisively rejected on the basis of cost (the most expensive option overall), distance and convenience to prospective passengers (the most remote) (FT, 2014; Mayor of London, 2013). With all the political support and progress towards the Maplin proposal, it was not built (FT, 2014; Helsey and Codd, 2012). The cost of the constituent deep-harbour, rail links, motorways, new towns to accommodate workers, and surface route to the airport was an astronomical  £825 million (estimated at  £8,448 million today) (Helsey and Codd, 2012). To many, including the opposition party then – the Labour Party, this was regarded as unacceptable (FT, 2014). With the coming to power of the Labour Party a change in complexion, the Maplin airport project was abandoned in July 1974 (FT, 2014). A reappraisal of passenger projections in the new regime indicated â€Å"over-optimism† in forecasts showing that there was adequate capacity until 1990 at Heathrow, Gatwick, Stansted and Luton, aided by regional airports (AOA, 2013; UKCAA, 2013). However, with increasing competition from abroad and passenger numbers once more rising, the need for expansion became apparent. British Airports Authority (BAA), owner of the Stansted Airport, submitted plans for its expansion and with significant lobbying by its Chairman Norman Payne and the enlisting of support from Margaret Thatcher, the Maplin scheme was abandoned in favour of a cheaper plan to enlarge Stansted (Mayor of London, 2013). This option had also been considered by Roskill and had not made the shortlist of key options (FT, 2014). The expansion of Stansted was accomplished a decade after its proposition but was a predictable failure challenged by a lack of success in attracting and supporting long-haul operations by airlines (World Airline Directory, 2001; UKCAA, 2013). It was however to benefit from the emergence of low-cost carriers, principally Ryanair, which were drawn by attractive landing charges which offset consequent inconvenience to their passengers (UKCAA, 2013; Mayor of London, 2013; BBC, 2011). Airport policy in the UK has been a case study of political short-termism with the location of an additional (3rd) airport for London in a dilemma. Heightened by uncertainy over demand and growth estimates and a general lack of bold political action, decisions are challenged by political considerations making inland airports unfeasible and economic considerations making coastal airports unfeasible. This has led to the postponement of requisite action with policy makers often prone to swaying given the intense and incessant lobbying and political pressures. References Abelson, P. and A., Flowerdew, 1972. Roskills successful recommendation. In: Journal of the Royal Statistical Society. Vol. 135. No. 4, pp.467 Airports Operators Association, 2013. The Airport Operator, Autumn 2013. BBC, 2011. Heathrow and Stansted runway plans scrapped by BAA, 24 May 2010. Viewed on 30/1/2014 from: bbc.co.uk/news/uk Financial Times, 2014. Londons new airport held to ransom by folly. December, 2013 House of Commons Hansard, 1971. Third London Airport (Roskill Commission Report). 4th March. Vol. 812. cc1912-2078. HC Helsey, M., and F., Codd, 2012. Aviation: proposals for an airport in the Thames estuary, 1945-2012. House of Commons Library. Viewed from: http://cambridgemba.files.wordpress.com/2012/02/sn4920-1946-2012-review.pdf Mayor of London, 2013. Why London needs a new hub airport. Transport for London. Viewed from: tfl.gov.uk/corporate/projectsandschemes/26576.aspx Mishan, E., 1970. What is wrong with Roskill? London: London School of Economics Stansted Airport, 2013. Press Release. Viewed on 1st Feb 2014 from: stanstedairport.com UKCAA, 2013. UK Airport Statistics – Aviation Intelligence. United Kingdom Civil Aviation Authority. World Airline Directory, 2001. Flight International. Stansted Airport, Stansted, Essex, 27 March  Ã¢â‚¬â€œ 2 April 2001. CM241SB, UK Given the urgent need to find a solution to UK airport capacity why do you think the government wishes to delay the process? Political intrigues and myriad arguments still mire the London airport expansion pursuit half a century later with the current Howard Davies Airports Commission set up in 2012 still wading in the long running controversy (FT, 2014). Continued political posturing, hedging and stonewalling still characterizes this pursuit for a viable solution given the readiness to oppose policies espoused by those of different complexions and political stand and complication of issues hindering bold decisions and action (FT, 2014; CAPA, 2013). With reference to previous government airport policies, this section evaluates the desire of government to postpone a decision on the final solution to meet need until after the 2015 general election. In the Davies Commission’s view, the capacity challenge is yet to become critical and there is need for action as there is potential for it to be (The Independent, 2014; Airports Committee, 2013a). These findings contained in its December 2013 interim report (preceding a final report expected in 2015) are based on the acknowledgement of continued growth of air travel, mainly in the South East of England with the need for an extra runway by 2030 and another possibly by 2050. For the short and medium term, the Commission has made a raft of proposals to enhance efficiency of airline and ground operations (Airports Commission, 2013b). Ideally, the latter proposal is arguably most appropriate given that operational and design improvements have hitherto enabled the handling of more volumes than anticipated, extending current capacity and enabling full and efficient use of available resource (UKCAA, 2013; The Independent, 2014). On the Commission’s shortlist of options for the short and medium term include a third runwayand lengthening of an existing runway at Heathrow, and a new runway at Gatwick. The proposal for a brand new airport in the Thames Estuary is side-lined citing uncertainties and challenges surrounding it with the Commission however promising to evaluate its feasibility and to arrive at a decision regarding its viability later in 2014 as well as longer term expansion options at Stansted and Birmingham (CAPA, 2013; Airport International, 2012). The government however says that it will not make a final decision in this regard until after the 2015 general election pushing the responsibility to the next government (CAPA, 2013; FT, 2014). When the Coalition government came to power in 2010, it scrapped former Labour government’s plan for a third runway at Heathrow to which it had been strongly opposed instead favouring the creation of a new hub airport in the Thames Estuary (Helsey and Codd, 2012). Given renewed focus on Heathrow, there seems to be a deliberate decision by government to avoid offending the electorate in its turnaround from its manifesto commitment, as well as to avoid political turbulence in the run up to the forthcoming elections (FT, 2014; CAPA, 2013). It is widely accepted that Prime Minister David Cameron set up the Davies Commission in a bid to postpone or to defuse controversy, maintaining a dishonest ambiguity until after the general election (FT, 2014). Heathrow is a popular preference given the support it receives from the majority of politicians (except those with constituencies on the flight path); business and powerful representative lobby bodies; airlines; air alliances; remote UK regional airports benefiting from international connections; as well as domestic and international aviation representative bodies (CAPA, 2013; FT, 2014). Critics state that the inclusion of other airports is intended at making the proposals not to seem too Heathrow-centric and is aimed at political expediency (FT, 2014, CAPA, 2013). It would have been political dynamite for the Commission not to have made positive clamours with regard to runway capacity warding off accusations of ministers trying to kick the controversy ‘into the long grass’, a scenario which has bedevilled such pursuits for half a century (CAPA, 2013; The Independent, 2014). From the 1967 Government White Paper permitting the expansion of Stansted, through subsequent inquiries and the Roskill Commission in the early 1970s, the quest for expanded capacity continues with arguments going back and forth around similar proposals and sites (FT, 2014; UKCAA, 2013). Expansion at Heathrow is an easy road given that it is relatively cheaper and has less challenges but for the environmental concerns of noise pollution and carbon emissions which cannot be ignored or wished away (Airports Committee, 2013a). The option for expansion at Stansted is impeded by previous capacity limitation by the 1985 White Paper, though it got reprieve in the 2003 ‘Future of Air Transport’ White Paper and an extension of passenger capacity limit by the courts (DOT, 2003). Yet, Stansted has historically been challenged with regard to its support of long-haul flights; preference by airlines; as well as environmental concerns (World Airline Directory, 2001; UKCAA, 2013). The T hames Estuary option despite being the most environmentally sound is challenged by economic considerations regarding not only the cost of building the airport but also the requisite surface links, and costs associated with imminent closure at Heathrow. There is also difficulty in the estimation of effects it will have on demand and airline operations (The Independent, 2014; Airports Commission, 2013b; Airport International, 2012). This scenario highlights the present dilemma facing political players and government, which is what leads to their general uncertainty and a general lack of boldness in approach. Intense lobbying and political pressure has consequently led to the postponement of decisions and the backtracking by government from its pledge. The divide in opinion and arguments causing uncertainty hands politicians a license to continue to do nothing at all. References Airports Committee, 2013a. Emerging thinking: Aviation Capacity in the UK. 7th October. Viewed from: https://www.gov.uk/government/news/aviation-capacity-in-the-uk-emerging-thinking Airports Commission, 2013b. Short and medium term options: proposals for making the best use of existing airport capacity. 7th August. Viewed from: https://www.gov.uk/government/publications/short-and-medium-term-options-proposals-for-making-the-best-use-of-existing-airport-capacity Airport International, 2012. Thames Estuary Airport Is Not A Short Term Solution. 4 July 2012. CAPA, 2013. The Davies Commission’s Interim Report on UK airports: the big loser remains UK competitiveness. Centre for Aviation. Department of Transport, 2003. The Future of Air Transport White Paper and the Civil Aviation Bill. Viewed on 14/1/2014 from: http://webarchive.nationalarchives.gov.uk/+/http:/www.dft.gov.uk/about/strategy/whitepapers Financial Times, 2014. Londons new airport held to ransom by folly. December, 2013 Helsey and Codd, 2012. Aviation: proposals for an airport in the Thames estuary, 1945-2012 The Independent, 2014. Sir Howard Davies Airports Commission: Air travel could be transformed within a few years – with no more stacking. 17th December, 2013 UKCAA, 2013. UK Airport Statistics – Aviation Intelligence. United Kingdom Civil Aviation Authority.

Shakespeare's The Merchant of Venice and antisemitism as shown in the Essay

Shakespeare's The Merchant of Venice and antisemitism as shown in the treatment of Shylock - Essay Example But unlike Marlowe, Shakespeare endowed his villain Shylock with some very human qualities that evoke much sympathy. (Glock, 144-50) The result is an ambivalence toward Shylock that makes his role one of the most dramatically complex and compelling among all of Shakespeare's characters, and one that reinforces the sense of this work as a problem play. (Oldrieve, 87) Next to Hamlet, The Merchant of Venice is Shakespeare's most frequently performed play. The reason for its apparent popularity may be in part because it is perennially a required text set for national examinations that students in British secondary schools take. It is less popular in the United States because of the anti-Semitism that the play incorporates, although many producers, directors, and actors have argued that while the play contains elements of anti-Semitism, it is not in itself anti-Semitic. Recently, some scholars have tried to show that, on the contrary, Shakespeare explores ways to reconcile the age-old antagonisms between Christians and Jews.( Glock, 144-50) Shylock, of course, is not the only important character in The Merchant of Venice, which takes its title from Antonio, the Venetian merchant who borrows from Shylock to help his friend, Bassanio. Portia, the rich heiress whom Bassanio courts, is another major character, and the relationship between her and her suitors also raises important moral issues. Unfortunately, in the history of anti-Semitism, Shylock has since become a symbol for a heartless, money-grubbing Jew. Heartless he may be in act 4, but earlier he offers Antonio a loan at no interest in an attempt to win his friendship (1.3.134-37). Usury is the lending of money at interest. It was considered to be inappropriate for a Christian to do this, and as a result, Jews who were in the business of usury were looked down upon. Antonio, who lends money freely, appears to be the charitable Christian, in contrast to Shylock, who preys upon the hardship of others in order to further increase his own material wealth. The perception created by Antonio's argument is that Shylock hates someone for their following a Christian virtue, which implies that Shylock is against Christianity. The demonization of Shylock proceeds by three stages: Shylock is stripped of his name. In the entire play his referred to by name only three times; in the trial scene, the Duke twice identifies him by name, and Portia does so once. In the course of the rest of the play he is called "the Jew" or "dog Jew"(II,viii,14) or "currish Jew"(IV,I,133-34). Shylock is reduced to something other than human. Gratiano curses Shylock with "O, be thou damned, inexecrable dog!"(IV,i,128) Shylock is equated with the devil. In (II,ii,24-28), Launcelot Gobbo identifies Shylock as "a kind of devil", "the devil himself", and "the very devil incarnation". The images of Jews as blood-thirsty murderers of Jesus who snatch innocent Christian children for slaughter in bizarre Passover rituals seems to provide a potent back-drop for the demonic traits heaped upon Shylock in The Merchant of Venice. Shylock is characterized nearly throughout the play as an evil, murderous man. This image of him is supported by the excessive bloodlust that Shylock exhibits. (Rosen, 89-93) The audience is made to hate Shylock early on. In Act 1, scene 3, Shylock tells

Sustainability Of The International Trade Regime Term Paper

Sustainability Of The International Trade Regime - Term Paper Example The first reason is that the developing countries are as necessary to sustain the international trade regime now, as the developed countries/dominant countries. This is primarily because the international trade regime and the capitalist project are largely dependent on labor and natural resources – assets which the developing countries have in abundance. The second is that the viability and sustainability of the international trade regime depend as much on trade as well as on issues such as the environment and climate change. The debates created by a diverse international community has preserved rather than compromise the international trade regime. To this end, I will give the example of the debate between the US and Europe on biotechnology. A. The developing countries are as necessary to the international trade regime as the developed countries Krasner has argued that a â€Å"potentially dominant state has symbolic, economic and military capabilities that can be used to entice or compel others to accept an open trading structure.† (page 27). There is of course logic to this assertion as we have seen the many ways in which asymmetrical power relations were used to compel adherence to the principles of liberalization. He has also discussed the unfair and unjust ways that the developed nations might have taken advantage of developing nations in order to establish their lead, as for example, using protectionist policies to get ahead and then demanding openness and trade liberalization once a chasm has been created.

Jaguar Land Rover (JLR) Marketing Report

Jaguar Land Rover (JLR) Marketing Report 1. Jaguar Land Rover company profile Jaguar Land Rover Cars (JLR), founded in 1922, is one of the worlds premier manufacturers of luxury saloons and sports cars. It is a business built around two great British car brands with exceptional design and engineering capabilities. Their manufacturing facilities are in the UK and currently employ over 16,000 people, predominantly in the UK (Tata Company Profile, 2009). In June 2008 Indias Tata Motors bought JLR from Ford Motors for  £1.15bn (BBC, 2008). The JLR business acts as a major wealth generator for the UK, with 78 per cent of Land Rovers exported to 169 countries and 70 per cent of Jaguars exported to 63 countries. Sales to customers are conducted principally through franchised dealers and importers (Tata company profile, 2009). However, since the acquisition Land Rover sales have fallen nearly 23 per cent in 2009, down to 144,133. Jaguar was also down by nearly 20 per cent to around 52,500 (Birmingham Post, 2010). 2. Recent developments: Jaguar Land Rover has reported a net profit of 55 million the financial year 2009. This has been possible because of the new models launched by the company in the year 2009. This includes the All New Jaguar XJ, which has reported impressive sales figures for the company. JLR has also secured various financial loans to continue its search for new models and new technologies. This includes the GBP 340 million loan from the European investment bank and also the GBP 175 million loan from the state bank of India (FT.com). They plan to employ the money in the production of Land Rover LRX concept, which is the smallest Land Rover to be launched. JLR is increasing its dependence on the emerging markets as it plans to increase its sourcing from the Indian market and also plans to moves it production to China (Coventry Telegraph.net). 3. Analysis: Competitor analysis Land Rover: Dimensions Land Rover Hummer Daimler Benz Toyota PRODUCT LINE ADVANTAGE Land Rover Presence can be seen in SUV as well as in sport cars. Hummer Has presence only in the SUV segment. Damiler benz A traditional player in all segments of car, suv and sports car manufacturing. Toyota Presence in almost all the segments of cars and trucks. SERVICE ADVANTAGE Land Rover Has presence of service networks all over the globe according to its product line. Hummer Limited presence in the world. Daimler  Benz A dealer network all over the globe Toyota An extensive dealer service available with the large product line offering. Low Cost Luxury cars (volume determinant) Land Rover No presence in this segment and low presence in the emerging markets. Hummer Reasonable price, no presence in the emerging markets. Daimler benz A strong presence in the low cost luxury market in all the emerging countries. Toyota A strong presence in the luxury market in all emerging markets. Retail Advantage Land Rover Has a dealer in all parts of the world. Hummer Low presence in emerging markets and in Africa. Daimler Benz Has the biggest network of dealers in comparison to the competitors. Toyota Has a dealer authorisation in all parts of the world. Technological Advantage Land Rover Has an growth in RD spending of about 11.6%in 2009. Hummer Development of new cars H4 and H3T. Daimler benz Plans to increase its RD spend to 12.6 billion euros over the next three years. Toyota Ranked number one company in RD spending for all the industries. Supply Chain Land Rover Has 1 primary manufacturing plant at Solihull, near Birmingham. Hummer Has 6 plants worldwide including assembly plants. With no presence in the emerging markets. Daimler benz Has plants spread out in all parts of the world including factories in emerging countries. Toyota Toyota conducts its business worldwide with 64 overseas manufacturing companies in 28 countries and regions. Recent Performance Land Rover They turned into profit in December quarter with net profit of 4.17 billion rupees Hummer Sales in the first three months of 2010 fell down by 72% to 855 vehicles. Daimler benz Mercedes has a 25.3% increase. Toyota A drop of 1.12 million units compared to the previous year. Local Collaborations Land Rover Has an advantage in the Indian market with the parent company TATA Motors in the country. Hummer None. Daimler Benz None. Toyota Has presence in all developed and emerging markets. Has factories in almost all parts of the world. Competitor analysis Jaguar: Dimensions Jaguar Porsche Daimler Benz BMW Product line advantage Jaguar Has a range of luxury and sport cars. Jaguar cars have lack of volume as there is a lower geographical spread for its models. Porsche Has presence in the sports car segment as well as the high end SUV segment. Daimler Benz A traditional player in all segments of car, suv and sports car manufacturing. BMW A presence in every segment from low cost luxury market to high class luxury cars and suvs. Service advantage Jaguar Lacks service advantage due to limited presence all over the globe. Porsche In accordance with the limited product line it has a small service network. Daimler Benz   A dealer network all over the globe. BMW A widespread dealer service network. Low cost luxury cars (volume determinant) Jaguar No presence in this segment as well as low presence in the emerging markets. Porsche No presence in this segment. But is building its presence in the high-end market of emerging countries. Daimler Benz   A strong presence in the low cost luxury market in all the emerging countries. BMW Maximum market share in this segment in emerging market behind Mercedes Benz. Retail advantage Jaguar Has a limited dealer network with even a few being company owned. Porsche Has just 2 dealers in India as an example. Daimler Benz Has the biggest network of dealers in comparison to the competitors. BMW Has authorized dealers all round the globe. Technological advantage Jaguar Has the highest RD spending for its segment of automobile companies. Porsche None Daimler Benz   Plans to double its RD spending this year to 1.4 billion dollars. BMW Has technology development and RD centre in emerging markets of China and India. Supply chain Jaguar Has only 3 factories in the UK. So a limited advantage of local production in the developed and emerging markets. Porsche Has only one production centre in Germany. Daimler Benz   None. BMW Has 24 factories in 13 countries including assembly factories in emerging countries. Recent performance Jaguar has witnessed a !3.6% drop in sales in 2010. Porsche has a 6 % increase in 2010. Daimler Benz  has a 25.3% increase. BMW also has 8.4% increase. Local collaborations Jaguar Has advantage in the market of India with the major presence of its parent company TATA motors in the country. Porsche None Daimler Benz None BMW Has significant presence in all emerging and developed markets. Has factories in emerging markets. JLR PESTEL analysis (2010): A more recent PESTEL and SWOT Analysis of JLR (2018) is available here > Political factors: After securing a loan from the European investment bank TATA has now taken a U-turn over its demand for loan from the UK government (Guardian.co.uk). Social factors: Employing large number of workforce: Jaguar Land Rover employs 15,000 people, surrounded within the UK including approximately 3,500 engineers at 2 product development centers in Coventry and Gaydon. To improve the production facilities: Manufacturing competence has improved at Jaguar Land Rovers Halewood plant with a pilot training programme that concentrated on developing employee skills and problem solving. A programme was developed in partnership with the National Skills Academy for Manufacturing (the Skills Academy) and training provider BUCAM, to combine traditional problem-solving with basic skills.( Clair Churchard) Technological factors: Jaguar Land Rover is known for its technologically superior cars. They also invented and commercialized the concept of aluminium body in their cars. Economic factors: Environmental Factors: JLR is recently searching on Wallenius Wilhelmsens Orcelle project for a lightweight environmentally sound ship that can carry 10,000 cars by using solar, wave and wind power which does not discharge any emissions into the environment or the ocean. Numbers of environmental initiatives are taken to improve the efficiency and reduce the CO2 emissions of Jaguar products. They use lightweight and recyclable material extensively and also highly efficient diesel engines. Jaguar Land rover has achieved full environment product certification for its model XJ in 2009.(Jaguar Website) Legal factors: Jaguar Land Rover is spending  £800m over five years to develop technologies designed particularly at dropping tailpipe CO2 emissions designed to meet the 25% improvement target set by the European Union which is well ahead of the industry average.(   Sam Abuelsamid  ) Land Rovers LRX Concept is a thinly veiled preview of the new small crossover the company is planning for launch around 2010. The unibody plan was created to prepare buyers for Land Rovers plans to introduce a bevy of smaller vehicles off a common platform in order to improve the brands fuel economy and CO^ output ahead of new EU legislation. Bowmans strategic clock: Jaguar: Jaguar is a strong innovation based organization, which is evident from the innovations it had come up with recently. This includes the usage of only 2 product lines instead of 6 it used previously. The analysis of its product lines shows that it desperately needs differentiation, which can be achieved through technological innovation and also through product line innovation. JLR has huge spending on RD but still has low RD spending in compared to other competitors like BMW, so innovation and differentiation in its product line is limited along with lack of cost savings is its production activities. Jaguar has low presence in the emerging markets compared to its competitors, which is an opportunity to launch attractively priced product. Land Rover: The brand Land Rover has a wider presence in the developing markets compared to Jaguar. Land Rover already has products the Freelander and Discovery targeted towards the medium end consumers. Land Rover to meet the EU legislation norms as well as the need of emerging markets has plans to come up with a range of smaller SUVs in 2011. PORTERS FIVE FORCES: Barriers to entry: Economies of scale: As our new launch of Jaguar XH requires high capital investment for the manufacturing of our new car which is environmental friendly and targeting a specific segment of the market .So the risk of new entrant is high as other big players might try to imitate the same concept. Knowledge and Technology: The ideas and knowledge that provides competitive advantage over others is its unique hydrogen-based technology which creates barrier to entry. Product Differentiation: As the new product has to be different and accepted by the customers. So, we are providing our customers with the expected attributes of premium luxury cars. Access to distribution channels: A well developed distribution is must for its success when a new product is launched in the market. So we will take advantage of well established TATA Motors channels across the world. Buyers: Swithching cost: As it is first of its kind, so they have no options to switch over. Number of customers: The bargaining power of buyer is low as there we have mentioned in our switching cost that there are barriers to new entrants.There is no forward integration of buyers. Brand Image: the Jaguar Land Rover already has an established Brand Image as a manufacturer of premium luxury cars. Suppliers: Bargaining power of suppliers: Bargaining Powers of suppliers is less Threat of Substitutes PRICE BRAND:the threat that constumer will switch to a substitute product is ver low. BUYERS WILLINGNESS: The willingness of the customers to buy this product will be because of the higher efficiencyand good quality of an eco-friendly premium luxury car. Competitive rivalry: Number and diversity of competitors: This means the amount of competition in the car industry which appears to be in the luxury cars such as BMW AND Mercedes in Europe, Lincoln and Cadillac in U.S. Exit Barriers: If the new product fails in the market then it is not easy for the company to exit because of the involvement of huge capital investments. Product quality:To maintain its new generation premium luxury car the company has to make manufacturing improvements continuously to furher keep uplift its quality. Jaguar land Rover Financial Performance: JLR has shown a substantial increase in the last couple of quarters. Due to the seasonality change in the JLRs business cycle, management has gained confidence in continuing its positive financial performance going ahead. JLR turned a Net Profit of about  £55mn in the last quarter of 2009. Jaguar Land Rovers combined sales volume have increased to about 28% QoQ to 56700 units which was about 44300 units for the 2nd quarter of 2010. The revenue of TATA motors grew by 47 percent to 26,774 crore. The stock market has given a thumbs up to TATA Motors as the stock moved up by 6.33 percent in Feb,2010. The retained earnings for JLR for the third quarter for 2010 has been  £55mm. TATA Motors Limiteds Net Debt stands at about Rs22,745 cr. Of this the aggregate long term debt is around Rs 16,302cr of which 50% has to be repaid over the next few years. The Net Debt to Equity ratio is 4.1, which is believed to be very high.(Angel Broking) Business Strategy: From the competitor analysis it is very much evident that the Land Rover brand for JLR is doing much better than the brand Jaguar. The sales After the takeover the head office decisions for JLR is now made in India. India also is a country, which provides cheap labor, lower cost of production and cheap logistics in comparison to markets like UK and USA. The Indian government also has is making constant efforts to encourage FDI in production. May other automobile giants like BMW and Volkswagen and Renault have also made major investments in the manufacturing sector in the previous couple of years. Chennai is now becoming the hub for automobile manufacturing in India. Jaguar has 3 factories in the UK, which have been reporting heavy looses in the past couple of years. So considering the above mentioned conditions, our business strategy is as follows: To establish an assembly plant in India taking advantage of TATA established manufacturing plant across India. To fund this assembly plant through the Loan secured from the State Bank of India. To supply cars to the Indian market, Sub continent market and the South-east Asian market through this plant. There will be drastic fall in the prices of all models with this The materials needed for our innovative product The Jaguar XH will be available cheaper in an emerging market like India. This includes the waste of wheat crop needed for the plastic and interiors of the car. We also propose Jaguar Land Rover to establish their next RD centre in Mumbai, India along with the RD centre of TATA motors. This RD centre will be the main hub for innovating the proposed Jaguar XH. The upward trend in the financial analysis stets that the financial condition of JLR is improving. And there are increasing cash reserves for investment. The loans received by JLR amount to GBP 515 million which will provide us the resources required for implementing our innovation strategy. According to our analysis above we recommend a business strategy that states that Jaguar Land Rover needs to catch up with its competitors and take advantage of its parent company presence in India. We have also laid a base for launching our innovation strategy by establishing RD and marketing hub in India. The budget allotment for these investments will be made in latter sections. Innovation Strategy: New product development: Product innovation: According to the analysis conducted above Jaguar has the back up of financial and technology resources to innovate and make its way back into the premium selling business. Our idea of innovation is to come up with a commercially applicable technology in the highly competitive world automobile industry. Hydrogen cars are making headway in the RD centre of many automobile giants. Our innovation is to come up with a high-end environmental friendly car, which can be commercially viable technology for high-end buyers to spend. The idea generated by our group is to come up with a product, which not only has a hydrogen engine but all the other components used in the car are environment friendly. This includes the seats, tyres, aluminum body, reduction in pollutants etc. Unlike other manufacturers we recommend to launch a high end product. The reason for this is to target our new technology to customers that are willing to pay the price for a better, faster and an environmental friendly car. Product description: We have named our product as the Jaguar XH (H for hyrogen). The hydrogen technology is chosen for 3 reasons first being the fact the new innovative technology of hydrogen cars, which is gaining momentum in the automobile industry. Secondly, This technology can give Jaguar and TATA the competitive advantage they need to gain back their lost brand awareness. And lastly, the awareness of the overall environmental impact in the automobile industry has been growing as European and U.S. regulations, e.g. for vehicle emission, have become more stringent. Aluminum body: A cars body makes up around 25% of its total weight, so Jaguar uses aluminum wherever possible to make weight savings. And because the body is lighter, the braking and suspension components do not need to be as big, equaling more weight saving. The aluminum body developed by Jaguar helps in its cars to become lighter and faster. Aluminum technology also makes the cars safer meeting increasingly safety requirements. All the body parts including the nuts and bolts are made of aluminum reducing the car weight considerably. (Power aluminium) Environment Friendly Paint: Painting vehicles has in the past been one of the auto industrys biggest environmental challenges stated by Mary Ellen Rosenberger. We are planning to develop paint; which is environment friendly. The technology will combine an advanced chemical formulation, which will be made of high-solids, solvent- borne paint. The high solids, solvent borne paint helps to produce fewer volatile organic compounds (VOC) and CO2 emissions than the water borne and current solvent-borne paints. The innovative three wet coating which, are to be applied on the vehicle, are on top of the other, without any drying time during the coats. Doing this will reduce the process in painting, which will lead to a smaller and more efficient paint shop. There are high hopes for this technology and it is estimated that doing this will help save about $7 per vehicle by cutting the time it takes to paint and will even cut back the CO2 and VOC emissions by 10 percent. Even environmentally it will cut down the greenhouse gasses by 15 percent (Auto week). Bio Fabric seats: Bio fabric helps in reducing co2 emissions because it is made from plants. It concerns about durability, it is not only smooth and soft to touch but also has long life. It is ideal for seats covers, door trims, floor mats and some more. It is produced in the same way as polyester materials, which is petroleum, based, so basically there is no need for the special technology. Main difference is that they take 10 to 15% less energy to make and save up to 30% in co2 emissions and co2 is emitted when the car is disposed. (Honda) The futuristic plastic interiors: We plan to implement environmental-friendly wheat straw-reinforced plastic in our vehicle. Its just the third-row interior storage bins made from the natural fiber-based plastic that contains 20 percent wheat straw bio-filler, this application alone reduces petroleum usage by some 20,000lbs per year, cuts CO2 emissions by 30,000lbs per year, and represents a smart, sustainable usage for wheat straw, the waste byproduct of wheat. Wheat straw-reinforced resin has many advantages over non-reinforced plastic, which is currently used by most of the auto companies. It has better dimensional integrity than a non-reinforced plastic and weighs up to 10 percent less than a plastic reinforced with talc or glass. We will consider center console bins and trays; interior air register and door trim panel components, and armrest liners to be made from the wheat straw-based plastic. We recommend the usage of such materials for the Jaguar XH. (Gizmag.com) Eco friendly tyres: Bridgestone ECOPIA EP150 eco-friendly tyres will be used in the car Jaguar XH These low rolling resistance tyre combines high-level wet safety with lower fuel consumption and CO2 emissions. These tyres meet the challenging objective of combining top-class wet safety with reduced rolling resistance, leading to higher fuel efficiency and lower CO2 emissions. These Bridgestone tyres are made of materials technology called NanoPro-TechTM combined with a new tread design. NanoPro-TechTM produces a lower rolling resistance by reducing energy loss in the top compound during rotation. The new tread design features thin rib and a connected block by which contact pressure and wet braking performance is enhanced. ECOPIA is Bridgestones flagship brand that helps to increase vehicle energy efficiency and thus contributes to the prevention of global warming. This is achieved by tumbling rolling resistance and/or saving resources whilst maintaining various performances needed of tyres, especially advanced safety performance. (News Market) Coolants: Hydro chlorofluorocarbons (HCFCs) are compounds made up of hydrogen, chlorine, fluorine, and carbon atoms. HCFCs are a substitute to CFCs that are used as a coolant in refrigerators, aerosols, cars, etc. Earlier CFCs were used as a coolant and because it had classes of compounds that used to deplete the ozone layer, HCFCs are now used as a substitute and are not as harmful as compared to CFCs.(Science J rank) Hydrogen technology: The Jaguar XH is a car which is good for the environment. For the very first time, this car will be sold to the direct customer on a full scale basis and will be the most environment friendly car in the world. Based on the same design that is currently being used by Honda FCX Clarity, the Jaguar XH will use a hydrogen tank that will pass hydrogen through a battery and produce energy which will in turn run the motor of the car. This car uses no gas of any kind and hence does not leave any harmful pollutants. Hydrogen is stored in a tank and is then passed through a fuel cell which combines hydrogen and oxygen to produce electricity. The vehicle is then propelled by an electric motor which leaves behind only clean water vapour behind hence making it a zero omission vehicle. Source: Honda Clarity However, as compared to petrol, hydrogen does not affect the environment in any way possible and the only emission that is released is water vapour. So even though hydrogen may be very environment friendly, it simply fails to produce as much as energy as petrol can give. In other words, the car will not run as fast as it does when petrol is being used. There are a couple of innovative strategies that can be used in order overcome this barrier of speed and efficiency. We propose to design and make the car more aerodynamic and sleek and made of aluminium. Aluminium is used as it is lighter than steel and is strong as well. Although the estimate cost to setup one large hydrogen fuel station would cost about $1.16 million approximately (Energy independence), we do not plan to set these up during the initial years till we see a marginal increase in our sales for jaguar XH or other companies may want to join partnership and build the hydrogen fuel stations in different parts of every city. Our proposed business strategy would be to set up a huge hydrogen fuel stations in different parts of the country based on a location strategy. For example: there would be 8-10 hydrogen fuel plants in different parts of UK. For example: London, Bristol, Manchester, Birmingham, Newcastle, Edinburgh, etc. The diagram shown below, demonstrates as to how hydrogen will be produced at each of our plants. Source: Argonne National Laboratory Our strategy is to deliver fuel to our customers rather than them coming to us and refueling. By strategically placing these 10 stations all over UK, we would be able to deliver fuel to our customers much more efficiently and effectively. Although this may sound a little strange, there is a logical reasoning behind this strategy. To set up each fuel pump (small) across the country would cost approximately $253,000 which is exorbitant. (Energy Independence) . So in order to save up a lot on cost, we plan to just set up 8 to 10 factories in strategic locations. Now our customers do not need to come to the factory to refuel but we would go to them instead. It may then seem as to how fuel can be delivered so often. But a litre of hydrogen can run the car for approximately 390 kilometers. Hence it will be more cost effective for us to deliver the fuel directly as per their convenience. We would have mini fuel trucks like the size of the regular ambulances that will be particularly be impo rted from India (as the cost is low) and will run on LPG and the emission from these vehicles will be controlled as well by using the 3-way catalyst technology. (Nett). Each location will have an average of 5 to 10 fuelling trucks depending in the demand of the vehicle in those particular cities. Now, if the owner of the car sees that his car is running low on fuel, all he needs to do is to make a phone call. But then what if he already runs out? Every car is fitted with an emergency hydrogen tank which is attached to the main tank. This emergency tank will contain a litre of hydrogen enough to run the car for approximately 390 kilometers. Marketing and Commercialization plan: Product Planning :- Marketing of our new innovation Jaguar XH (hydrogen) Target market: This product will be targeted towards the upper class segment in the US and UK markets, the product will offer new hydrogen technology to its consumers. The major attraction for this segment of consumers will be the new hydrogen technology and the higher speed and efficiency offered by this technology. New Product development Policy: We recommend company will continue investing in Research and Development for updating and improving our new product according to latest developments and trends in consumers tastes. The special RD budget for this product will be calculated in the section ahead. First environmentally friendly car to be sold on retail basis in the UK and US market in the year 2013. Pricing- policies and procedures relating to: Price Level: Our product will be expensive and target the premium segment and its price will range between GBP 1.5 million to GBP 1.8 million. Margins to adopt: Considering the heavy investment in the project. We would start with a heavy margin and slowly tighten the margin on the basis of market competition. Price Policy: Our Company will follow One-Price policy in a country but price may vary between U.S and U.K depending upon Government taxes and Import Export tariffs Branding- policies and procedures relating to Brand Policy: The car will be available in the market under the brand name of Jaguar. Channels Of Distribution- policies and procedures relating to: The car will be available to end users through already established showrooms of Jaguar in U.S and U.K. also the existing channels of distribution will be proposed. Advertising- policies and procedures relating to: Product Image: Our product will be the first of its kind. It will be the worlds most environmental friendly car and this will be its unique selling point. It will be marketed as the worlds first fastest sedan because of the advantages of hydrogen technology. A heavy budgeted marketing plan will be needed, as this product will be the next biggest innovation to hit the industry after the TATA Nano. Corporate image: Jaguar is famous for years for manufacturing quality luxury and sports cars for upper and upper middle segment of the market. With the takeover by TATA, it will be benefited by the reputation that TATA enjoys of an innovative company. Mix of Advertising: Our car will be advertised through Ads on T.V, Internet. Big boards and banners will be displayed in the main and commercial areas in cities of U.S and U.K. Promotions- policies and procedures relating to: Tag line The Greenest Leaping Cat Will be marketed with an expensive marketing budget of GBP 100 million through all possible promotional sources. As the worlds most environmental friendly car ever. Display and launch- Our car will be first displayed and launched in Auto Expo in U.S and U.K in 2015 and all other major automobile expos held in all parts of the world. It will be available for test-drives at Jaguar showrooms in U.S and U.K. It will also be put on display for public at major airports in U.K and U.S. Servicing- As this is an all new product and technology, servicing could be a biggest challenge that JLR will face. All arrangements will be made for after-sale servicing of our new car at all the service centre for Jaguar in U.S and U.K. Also auto parts will be made available with the dealers for replacements in case of damage by accidents.( Harvard Business School) Budget estimation and RD: Spending heads Estimated Spending (Amt. In million pounds) 2010 (Projected) 2011 ((Projected) 2012 (Projected) Research Development 800 600 600 800 Car Development Outsourcing 160 Fuel

Hr Policies of Nestle

HUMAN RESOURCE HR is dedicated to their employees, and ensures that they have all the right people with the right skills, in the right places at the right time. Understanding that their people are the bedrock of all their business strategies, it is their mandate to enhance their skills with cutting-edge training and provide them with world-standard facilities. WHAT THEY BELIEVE IN: They are a people company. Their people are their greatest strength, and nothing can be achieved without their commitment and energy. The Nestle DifferenceAt Nestle you'll find their self in a dynamic and invigorating environment, surrounded by people who are passionate about their work. You'll feel empathized to contribute to the company's business objectives and to achieve their own personal and professional goals. You and their colleagues shape and lead the organization – their energy is its greatest strength. Family ; Female-Friendly Organization: Diversity is central to the nature of their busi ness. As a global organization, Nestle caters to the needs of diverse consumers.This is only possible due to the diverse backgrounds and interests of their people and their firm commitment to embracing diversity at all levels. When they employ staff, they make a commitment to provide them with good working conditions. Female employees and their employees' families know that Nestle Pakistan has a friendly and caring attitude. They recently set up a day-care centre, and have established a comprehensive Maternity Benefits Scheme for their female employees. Total Competitive Remuneration:At Nestle you can be sure you'll get competitive and fair remuneration structures. Their remuneration is benchmarked against other organizations and surveyed on a regular basis to ensure that they remain competitive. Their pay and compensation strategy is tied to the achievement of their business objectives. This linkage helps us define a growth-oriented culture, making us the most preferred employer in the market. The benefits of working at Nestle go beyond the financial. Here, you'll find a structure to help you fulfill their ambitions and support their lives. Read also Analyze the Ways in Which British Imperial PoliciesGrowth: New employees are given responsibility at an early stage, and high performers can develop fast. Their international and multicultural working climate is conducive to creativity, innovation and personal development. And you'll get competitive working conditions, a compensation package and social benefits in line with their company's high standards. Here, you'll get the room to add value and make a real difference. If you're qualified and ready to confront new horizons, you'll have the chance for a truly international career. SAFETY AT WORKNestle is committed to being a leader in workplace safety and health. The Nestle Occupational Health and Safety Management System (NSMS) was revised in line with the 2007 edition of the international standard OHSAS 18001 and reissued to all Nestle operations, reinforcing our commitment that â€Å"Safety is non-negotiable†. They are also working towards external certification of our factories against OHSAS 18001. This will provide a common language around our health and safety management systems, and make it easier to demonstrate implementation of these standards to our stakeholders.The number of workplace injuries has been reduced. For example, in 2007 the number of injuries leading to one or more days away from work in Nestle decreased to almost one quarter of that seen in 2001. RECRUITMENT WHAT THEY LOOK FOR: It takes a special sort of person to come and work at Nestle Pakistan. That's why, when selecting candidates, they look for a set of interrelated characteristics encompassing three key areas: knowledge, personality and motivation. Professional Knowledge: Do you have a great academic record that demonstrates their intelligence, commitment and hard work?Can you show us you have a sharp analytical mind, and the drive necessary to succeed in a competitive environment? If you think you fit the bill, you may be right for Nestle Pakistan. They look for good academic results at university or equivalent qualifications. However, the class of the degree you have obtained, though very important, is not the only criterion for selection. Other experiences during their studies, previous jobs, assignments, language theses and any other significant extracurricular activities and achievements, are also given the right.They look for candidates who can identify a problem, analyze it, look at different options, and come to reasoned conclusions. They want people with drive and tenacity, energy and enthusiasm, who can initiate a project and follow through to the end. All these skills are vital during a career at Nestle Pakistan. Internships: Internships are a great way to apply the knowledge and skills you are developing at university and get experience in a leading corporation.They offer project-based internship positions in various departments at Nestle Pakistan. You may be hired as an intern at various points during their academic career: duri ng undergraduate study or graduate school. Most internship assignments are offered during the summer months and generally run for 6 to 8 weeks. At the end of the internship you will be required to submit a project or program report to the company on the topic assigned to you at the beginning of the internship program.If you impress us with their talent & hard work, you may be considered for employment opportunities after you have completed their studies. Work/Life Balance: At Nestle they believe that the employee’s private and professional life should have a good balance. Not only because it reinforces employee’s satisfaction, loyalty and enhances Productivity but also because it positively reflects on the Company’s reputation. It helps attracting and retaining people and reconciles economical imperatives with they’ll being.Nestle is willing to support employees who wish to take an active part in the life of the community or by assuming responsibilities i n professional, civic, cultural, religious or voluntary organizations it being understood that any activity during working theirs be first approved by the Company. In the same spirit, Nestle provides flexible working Conditions whenever possible and provides its employees to have interests and motivations outside work. Relationship with Suppliers Nestle aims to deal only with reputable suppliers who are willing to apply Nestle quality standards.Supplier relationships are benchmarked and evaluated with the objective of striving for continued improvement in the areas of quality, service, etc. As a relationship between a supplier and Nestle strengthens and progresses, it may evolve into one of preferred supplier status. Key suppliers with which Nestle has a contractual relationship are audited in order to ensure that they comply with the  Nestle  Corporate Business Principles  or that they are working actively to achieve compliance. Whenever instances of non-compliance are brough t to the Company’s attention, Nestle will demand that corrective measures be initiated.Nestle personnel will maintain the highest standards of integrity and professional competence in all business relationships. Sanctions will be applied in the event of misconduct or abuse of established corporate standards and guidelines. PROFESSIONAL DEVELOPMENT: Learning: Learning is part of the Company culture. Each employee, at all levels, is conscious of the need to upgrade continuously her/his knowledge and skills. The willingness to learn is therefore a non-negotiable condition to be employed by Nestle. First and foremost, training is done on-the-job.Guiding and coaching is part of the responsibility of each manager and it is crucial to make each one progress in her/his position. When formal training programs are organized they should be purpose oriented and designed to improve relevant skills and competencies. Therefore they are proposed in the framework of individual development pro grams. As a consequence, Attending: A program should never be considered as a reward. Adequate training programs are developed at the level of each operating company capitalizing on the availability of local, regional or global resource of the Group.It is the responsibility of HR staff to assist the management in the elaboration of training programs. Great importance will be attached to programs enhancing the language skills of the employees. Training programs organized at the International Training Centre Rive-Reine aim at developing and sharing best practices of the various management disciplines practiced in the Group. They also strive to strengthen corporate cohesion as they’ll as to promote networking throughout the Group. Training programs should, as much as possible, be based on action learning and reduce ex-cathedra teaching to the strict minimum.It is necessary to make optimal use of e-learning programs as a complement to or a substitute for formal training programs. According to needs they should be made available at shop floor level and enlarge the access to training. It is the role of each manager to assess progress achieved as a result of training Programs. Assessing and Developing each employee is in charge of her/his own professional development. However, the Company endeavors to offer the opportunity to progress for those having the determination and the potential to develop their capabilities.

Industry Structures

A rise In global markets will usually generate an increase in return off livestock, this can increase the local prices. Local bodies or lobby groups like National Farmers Federation, Sheep Cooperative Research Centre, Department of Agriculture for Fisheries and Forestry and Meat and Livestock Australia help to maintain a reasonably simple trading system. In this report it was shown that the future has potential and with the support of the producers and industries behind the live trade of lamb things will pick up and move on in favor of the market over time.Introduction The lamb Market is a volatile market with many highs and lows, this is a mature market with a constant and promising future to come. In the report It will cover; the main markets and end use applications for the product, monitoring the market and change of supply and demand patterns over the years. It will identify the future 1 OFF and overseas. The report will also cover how and what the industry agencies do to protec t the lamb market for Australia.Main Markets and End Uses There is a growing export demand for both lamb and mutton, with China being the largest export destination for Australia followed by India, Kuwait and Italy (IBIS, 2013) Australia's sheep flock is the second largest in the world although the flock has been wringing and Australia is the largest exporter of lamb according to IBIS world report. Producers sell prime lamb and mutton to meat processing markets or export markets. A rise in global markets will usually generate an increase in return off livestock due to more numbers being sold and cost increasing for them.In relation to sales of lamb and mutton, the average Australian consumes around 1 1 keg of lamb and mutton every year (IBIS, 2013) BARES estimates and annual increase of 3. 1% for lamb and 6. 1% increase for mutton over the four years through to 2016-17. (IBIS, 2013) Figure 1. Lamb utilization and retail price (ML, 2013) Supply and Demand Patterns Whilst there are la rge countries Australia's population is growing, therefore the demand for meat is on the rise and lamb being a popular meat and a substitute for others such as beef and chicken.In 2011-2012 Australia exported 49 percent of all lamb and 97. 5 percent of all mutton produced in Australia, the total value of these lamb exports was 1. 094 million. Around 19,240 Australian broad acre farms are classified as lamb around 19,240 Australian broad acre farms are classified as lamb producers the majority of these farmers are mixed enterprise, a substantial reapportion of their income coming from cropping, beef cattle, sheep and wool, as well as from the sale of lambs.Lamb producers generally sell their lambs to slaughter houses, feedlots or export. Around 9400 slaughter lamb producers earn more than 20 per cent of their total farm receipts from the sale of slaughter lambs and are classified as specialist slaughter lamb producers. With the numbers of lamb sitting steady we can see. Key Competito rs Competition for the Australian Lamb Market is continually increasing from overseas buyers and investors, despite remaining one of the largest and most valuable market for lamb.The reasons for this include a challenging domestic consumer market and strong growth in overseas markets, this is due to the decrease in the Australian dollar decreasing. (ML, 2012) New Zealand is one of Australia's closest competition in the trade market. The sheep flock in the United States has been declining in recent years, to the point that as at the beginning of 2012, it was the lowest in over a century, at 5. 35 million head. With ongoing widespread drought in the US there is currently little prospect of this pattern reversing, although the majority of the US flock is in the less- affected north-western states.Industry Structures and Policy Frameworks There are a couple of barriers to entry this includes capital investment and securing finance as new producers need to purchase land, fencing material s and livestock. The government and the livestock export industry are working cooperatively with trading partners to address post-arrival welfare concerns and to improve the Ongoing involvement in the livestock export trade provides an opportunity to influence animal welfare conditions in importing countries.The Department is Jointly funding a number of projects with the live export industry to improve infrastructure ND training to promote better animal handling and slaughter practices. Australia is the only country that requires specific animal welfare outcomes for livestock exports. Ongoing involvement in this trade provides an opportunity to influence animal welfare conditions in importing countries. This legislation was an important step by the Government to overhaul the livestock export trade.Arrangements to ensure exported animals are well treated during road and sea transportation are an important part of the standards. Ships must comply with strict rules about ventilation, d rainage and provision of water and food. Each animal must have access to food and water on demand and enough space to lie down, and there must be special pens for sick animals to receive veterinary care ‘Under the Australian Meat and Live-stock Industry Act 1997, a report on the carriage of livestock on any sea voyage to a port outside of Australia must be tabled in each House of Parliament every 6 months. (ML, 2013) Future Industry Challenges With the recent ban on live trade out of Australia this could be a potential future challenge for the livestock industry. The live trade of livestock is of great importance o both regional and rural Australia and is vital to the red meat industry. (Department of Agriculture Fisheries and Forestry, 2013) Since the mid sass's the livestock export trade has grown significantly to become a vital component of Australia's agricultural export earnings.Live exports are a legitimate trade providing farmers with a valuable alternative to domestic slaughter. Some people maintain that live trade of Australian livestock should be banned and a preference for frozen or chilled meat to be exported. Chicken being one of the most popular meats means that there is intention for the lamb market, beef also is a competitor for the local lamb markets and export markets as chicken is common in Asian countries.Industry Agencies and Bodies Meat and Livestock Australia – ML delivers marketing and research and development services for Australia's cattle, sheep and goat producers. ML creates opportunities for livestock supply chains from their combined investments to build demand and productivity. Department of Agriculture for Fisheries and Forestry – Supplying research and development in the agricultural sector, monitoring political and industrial sectors to keep the agricultural sector on top of the game.State Agricultural sectors – supplying information related to research and development that is relevant to the state b ody and the farmers related National Farmers Federation – ‘The NEFF is the peak body representing farmers, made up of state commodity councils and farm organizations, and is a powerful voice for agriculture politically (National Farmers Federation, 2013) Sheep Cooperative Research Centre (Sheep CRY) – The role of the CRY is to facilitate transformation of the sheep industry through making sheep easier to manage, developing the production and processing of meat and wool to meet increasing consumer

Inside the Case of Florida Teacher Debra Lafave

Debra Lafave, a 24-year-old married middle school teacher in the Tampa, Florida area was arrested in June of 2004 and accused of having sex numerous times with one of her 14-year-old students. She was charged with four felony counts of lewd and lascivious battery and one count of lewd and lascivious exhibition. Heres a timeline of developments in the Debra Lefave case. Court Rules in Favor of Lafave Oct. 16, 2014 - The Florida Supreme Court has ruled in favor of former middle school teacher Debra Lafave in her appeal to end her probation early. The court ruled that a circuit judge was within his right to reduce her original sentence. An appellate court had overturned Judge Wayne Timmermans ruling to end Lafaves probation early calling his decision an abuse of judicial power resulting in gross miscarriage of justice. After a year of being off probation, Lafave was again placed under supervision. The Supreme Court did not address the merits of the judges ruling, the panel wrote, Although we recognize the perceived inequality that the Second District sought to remedy, the district court lacked jurisdiction. Although Lafave is no longer on probation, she is still a registered sex offender who must check in with the sheriffs office twice a year or face felony charges. Previous Developments Court Hears Lafave Appeal Sept. 16, 2013 - The Florida Supreme Court has heard oral arguments in the case of a teacher convicted of having sex with a student who now wants her probation to be cut short. Debra Lafave is asking the states highest court to reinstate a 2011 ruling by a judge to end her probation four years early. Judge Reinstates LaFave's Probation Jan. 25, 2013 - Probation has officially been reinstated by a Florida judge for a former Tampa teacher who was convicted of having sex with one of her students. Debra Lafave must now finish the final four years and two months left on her sentence. Debra Lafave Ordered Back on Probation Aug. 15, 2012 - A former Florida middle-school teacher whose affair with a 14-year-old student shocked the nation, not to mention her then-husband, has been ordered back on probation by a state appeals court. Debra Lafave was released early from probation last year by Judge Wayne S. Timmerman over the objections of the prosecution. Debra Lafave Probation Ends Early Sept. 22, 2011 - A former Florida middle school teacher who made national headlines by admitting she had sex with a 14-year-old student has been released from probation four years early. Debra Lafave, who is now a mother of twins, requested that Judge Wayne S. Timmerman terminate her probation early. Debra Lafave to Be Released From House Arrest April 8, 2008 - Over the objections of prosecutors, a Florida judge has ruled that former teacher Debra Lafave, who confessed to having sex with a 14-year-old student, will spend her final three months of house arrest on probation instead. No Jail Time Ordered for Debra Lafave Jan. 10, 2008 - It took a Florida judge 11 seconds to rule that conversations former teacher Debra Lafave had with co-workers at the restaurant where she worked were not a willful nor substantial violation of her probation. Debra Lafave Arrested for Probation 'Violation' Dec. 4, 2007 - On the day her attorney was planning to file a motion asking that her home confinement sentence be reduced, Debra Lafave was arrested at the restaurant where she works for talking with a 17-year-old female co-worker. Debra Lafave Off the Hook Mar. 21, 2006 - Hours after a Marion County judge rejected a plea deal for Debra Lafave, the Florida middle school teacher accused of having sex with one of her 14-year-old students, state prosecutors dropped all charges against her to protect the victim in the case. Judge Reconsiders Debra Lafave Plea Deal Mar. 9, 2006 - Prosecutors joined Debra Lafaves attorneys in asking a Florida judge to reconsider their plea deal that will allow her to avoid jail time for having sex with one of her 14-year-old middle school students. Judge Rejects Debra Lafave's Plea Deal Dec. 9, 2005 - A Florida judge has rejected a plea bargain that would have allowed former teacher Debra Lafave to avoid any jail time for charges that she had sex with one of her 14-year-old students. Florida Child Molester Gets Probation Nov. 22, 2005 - In a blatant example of a double-standard in dealing with child molesters, a Florida judge has sentenced former middle school teacher Debra LeFave to probation for having sex repeatedly with a 14-year-old male student. Debra Lafave Turns Down Plea Deal July 18, 2005 - The middle-school teacher accused of having sex with a 14-year-old student has decided to turn down a plea bargain deal and opt instead of going to trial when she plans to use an insanity defense, according to her attorney. Teacher Who Had Sex With Teen Says She's Insane Dec. 2, 2004 - Debra Lafave, the suspended Florida middle school teacher facing four felony counts of lewd and lascivious behavior for having sex with a 14-year-old student, will plead not guilty by reason of insanity, according to her attorney.