Royal Dutch Shell

Table of Contents Introduction Political risks Stakeholders Needs of the Locals Code of conduct Reference List Introduction Royal Dutch Shell is the largest oil producer company in Europe whose origin can be traced in Netherlands and Great Britain. The firm’s corporate headquarters are located in Hague, Netherlands while its registered office is in London, United Kingdom. The energy and petrochemical giant is listed in Amsterdam’s Euronext and London Stock Exchange.Advertising We will write a custom research paper sample on Royal Dutch Shell specifically for you for only $16.05 $11/page Learn More According to Fortune Global 500, Royal Dutch Shell ranks as the second largest multinational company with Wal-Mart being the number one. With a massive $285,129,000 in revenues, $12,518,000 after-tax profits and $292,181,000 assets in according to its 2010 financial statements, Shell overtook global giant Exxon Mobil to be the market leader wi thin the petroleum refining industry. The firm’s incumbent Chief Executive Officer (CEO) is Peter R. Voser. Shell has a human resource base of 102,000 employees and operates in more than 90countries. Its biggest operations are in United States and it operates as Shell Oil Company with its corporate headquarters in Houston, Texas. Other major countries where the firm operates include Japan, Nigeria, Qatar, and Australia and so on. Political risks There are a number of political risks affecting the firm’s operations in its international operation. Nigeria has one of the biggest oil and natural reserves in the world estimated to last at least forty years. Shell is facing unending crisis of militants in the Niger Delta. Niger Delta, the largest producer of oil and natural gas in Africa has been facing attacks from armed militia men leading to the company losing millions of dollars (Frynas, 1998, pp.457-478). Kidnapping and ransom is rampant in this volatile region, forcing shell and other oil and petroleum multinationals such as Agip, Total, Chevron and ExxonMobil to spend millions of dollars in beefing up security. For instance from 2005, Shell Nigeria reported bombings of major pipelines followed by pockets of attacks on the installations and facilities. The people being targeted are mainly the contractors and the staff. Demands for monster share of oil revenues from the region and release of militants arrested by government authorities are Main reasons for the sporadic attacks (Shell report, 2005). However in 2009, amnesty program was introduced to encourage ceasefire and make the militants to voluntarily surrender the weapons (Tatersall, 2010, para. 2). Another factor affecting the firm’s operations in Nigeria relates to the upcoming general elections. With the next presidential elections scheduled to be held in April 2011, the country is bound experience intense political tension. This would negatively impact the operations of oil conglom erates in the region.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It is unknown if the current head of state, President Goodluck Jonathan, will run for the top seat. Considering that he hails from Niger Delta, his supporters expect him to contest for the race. Elections have had effect on Shells operations. Nigerian Government struck a deal with the armed militants in the Niger Delta to stop sabotage against pipelines belonging to Shell, but there are reports that the militants are not satisfied with government promises of jobs and other financial aids. Therefore, there is a high probability that the militants will be used by the politicians for intimidation purposes. As a political consultant for Shell Company with regard to its operation in Nigeria, the company in conjunction with the government should increase monetary rewards to the militants in addition to creating more em ployment opportunities for the locals. This will have an effect of reducing poverty by providing steady income to the people of Niger delta. Stakeholders Royal Dutch Shell has various stakeholders. A stakeholder refers to a party with a vested interest in a firm’s course of operation. The stakeholder can be either an internal such as the shareholders and the employees or external such as the customers and local communities (Docstoc, 2010, pp.4-13). Other stakeholders include oil producing countries. Satisfying the needs of all stakeholders is not an easy task as simple as it appears. For example, setting the pricing of fuel has been challenging for the company. Natural gas and crude petroleum prices have been rising steadily leading to an increase in profits from the company (Press TV, 2010). Such price increases affects the demand of petroleum by motorists. This arises from the fact that local gas stations hike gas prices. Needs of the Locals Shell must also satisfy the need s of the local communities. However it comes at a cost. For instance in Nigeria, Shell has been forced to embark on environmental rehabilitation occasioned by oil spills. Clean ups and remediation is costing the company million of dollars (Shell report, 2005, pp.29). These cleanups are meant to restore the land which has been polluted heavily by decade of oil spills. The government and Shell have been forced to pay people of Niger Delta $1.5 million for causing environmental damage.Advertising We will write a custom research paper sample on Royal Dutch Shell specifically for you for only $16.05 $11/page Learn More Code of conduct The Shell code of conduct clearly stipulates the beliefs and values which are applied in the daily operation of the company . The general business principles are eight and they include principle of economics, principles of competition, principle of business integrity, principle of political activities of companies and of employ ees, principle of health, safety, security and environment, principle of local communities, principle of communication and engagement, and principle of compliance (Shell international limited, 2006, pp. 15-16). It’s mandatory for Royal Dutch Shell to follow the code of conduct when operating in the foreign countries. For instance, it must comply with laws of the foreign country it operates otherwise it risks facing legal actions. It must pay corporation tax as expected by the governments, and also abide to environmental laws existing in the countries. Shell BP has many social programs in the countries of operations. For example in Nigeria, Shell is tackling issue s related to corruption (Shell report, 2005, pp. 28). In addition, the company has embarked on serious anti corruption campaigns in Nigeria to sensitize the people on the need to eradicate the vice. In the recent past, Shell has investigated its contractors and consequently interdicted those found guilty. Royal Dutch Shell management team must monitor politics and economic performance so as to make effective operational decisions. Reference List Docstoc. (2010). Balancing stakeholders needs @ shell-Business Ethics. Web. Frynas, J. (1998). Political Instability and business: Focus on Shell in Nigeria. Third World Quarterly. Volume 19, Issue 3. New York: Butterworth.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Press TV. (2010). Shell profits hike 50% on oil price. Web. Shell. (2005). The Shell sustainability report 2005. Web. Shell International Company. (2010). Shell code of conduct: How to live by the Shell General Business principles. London: St lves Westertham Press. Tatersall, N. (2010). Factbox- Key political risks to watch in Nigeria. Web. This research paper on Royal Dutch Shell was written and submitted by user Trey H. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here. Royal Dutch Shell RDS plc, commonly referred as Shell, is a well known multinational oil corporation of British and Dutch beginning. Globally, it is 2nd largest privately owned energy firm, and one of the principal energy superiors (vertically amalgamated private segment oil exploration, natural gas, and oil product marketing firms). The corporation has its principal offices in The Hague, Netherlands, with its official offices in Shell Centre, London.Advertising We will write a custom report sample on Royal Dutch Shell specifically for you for only $16.05 $11/page Learn More Royal Dutch Shell core business involves exploration, production, processing, transporting and marketing of oil and gas products. Also the firm has considerable petrochemicals investments (Shell Chemicals), as well as nascent renewable energy sector developing wind, solar and hydrogen energy opportunities. RDS plc is incorporated in Britain with its commercial headquarters in The Hague (Bahgat 2003; M ishkin 1998). Also its tax residence is based in Netherlands, while its primary listings are on both London Stock Exchange as well as Euronext Amsterdam (only â€Å"A† stock shares are recognized as part of AEX index). On global perspective, Shell runs its businesses in over 140 countries. While Shell Oil Company based in Houston, Texas, is one of the group’s principal division. RDS principal business is basically the management of vertically incorporated oil corporation. The establishment of technical, financial and commercial expertise in all the spheres of this core vertical integration from the scope of exploration, production, transportation, refining in addition to marketing, forms the principal capabilities on which the group was founded. The company has applied these aspects to its production and marketing segment and this contributed to its stable and proportional profit margins (Peters 2000). Also the vertical business blueprint has given the company consider able economies allowing establishing explicit barriers to entry both geographically and on worldwide levels in specific areas of the energy market. However, the company noted vertical integration was diminishing in value despites the profound structures (Miller 2007).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Delivering value shareholders Royal Dutch Shell plc has been described as a unique due to its organizational structure. This has made to be one of the most prominent organizations in the world such as the Roman Catholic and the UN. However, the group’s organizational structure is more complex than either of the two mentioned organizations. From its inception the group has over the years strived to provide the best services to its clients as well as its shareholders (Wang 2005). Considering that the group is an incorporation of Royal Dutch and Shell, the group has formulat ed an approach that is unique in structure and execution. The said approach is referred as governance responsibilities. From management perspective this approach has helped in the manner Royal Dutch Shell handles are issues regarding shareholder satisfaction. Though, the groups approach to diverse attributes regarding shareholders do not correlate to the ordinary managerial scope, it has over the years proved to be one of the most rewarding organizations despite its controversial undertakings around the world. Royal Dutch Shell plc, common business principles determines how this group conducts its external and internal affairs. The objectives of the group are to efficiently and effectively engage, responsibly and profitably in gas, chemicals, oil and other preferred investments. This includes exploring and developing other dynamic sources of energy so as to meet the mounting requirements of energy in the world. Equally, the group maintains a high standard of performance as well as a profound long-term position in the business environment. Also the corporation works closely with its clients, partners and policy-makers so as to advance more reliable and sustainable use of energy and other natural resources. In order to deliver value to its shareholders RDS plc has established set of principal values-openness, veracity and respect for people. Also the group strongly believes in the fundamental essence of trust, honesty, teamwork as well as professionalism, including pride in what they do. These objectives are reflected in the group’s business principles. And as part of its obligation to quality delivery they have initiated acts of balancing short as well as long term interests, incorporating monetary, environmental and civic considerations into group’s decision-making.Advertising We will write a custom report sample on Royal Dutch Shell specifically for you for only $16.05 $11/page Learn More These parameters have been reflected in the manner the group has succeeded in delivering value to its shareholders for the last five years (Pilbeam 2005). According to the market analysts, the company managed to deliver an average TR (TOTAL RETURN) of 2.55 to its shareholders (See Table 1). Delivering value to shareholders plays a critical role to each and every commercial organization. Perhaps it is from such understanding that Royal Dutch Shell opted to diversify and provide its shares into two distinct classes-A and B (RDS-A and RDS-B). From 2005-to-2010 RDS-B was better placed in regard to use investors and shareholders (Emilio 2009). The scope of this was that the shareholders enjoyed 15% tax exemption in that they were not Danish citizens. Also to sustain the value allied to service delivery, every RDS American Depository Receipt was valued at two shares traded either at Amsterdam or London. Also, the group managed to deliver a 0.55% average yearly increase in its EPS commencing from 2005. The mounting increase in crude oil as well as gas prices played a role in boosting the group’s earnings. However, the swift fall in energy prices in 2008 and 2009 including to feeble global demand saw a 26 % decrease in anticipated earnings per share in early 2009 to $ 3.09 (Haley 2006). While for 2010 fiscal year analysts had anticipated the earnings to mount by almost41% to $5.77/share. Equally the company was expecting EPS to reach 25%. The scope of this observation was trained at providing the shareholders with satisfactory results. Also these results were anticipated to provide the shareholders with the best returns in regard to their investment in the group. To improve on its service delivery and the scope of increasing its profit margin the company initiated a process of disposing some of its unprofitable properties and refineries. Due to the shareholders demands the group has since 2005-2010 embarked on cutting down its global labor force in order to secure $1 billion in savings. However, as is with strong and uninterrupted focus being on company’s economic discipline including capital efficiency, Royal Dutch Shell has over the last five years been positioned to move on generating shareholder value in its operations and service delivery.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The groups strategies from 2005-2010 was on stringent approach to diversified capital investment, creating a stable balance sheet as well as enhancing service delivery and distribution to its shareholders. This resulted in RDS setting its goals within this period on the scope of prioritizing on the to-most returning investments as a measure of improving the ROCE (return on capital employed) and capital efficiency. Equally, the group optimized its portfolio within this period by disposing its non-core investments. The proceeds were employed in enhancing debt reductions as well as improving the service delivery to her shareholders. This resulted in establishing profound financial positions, competitive market control as well as laying emphasis on cost control and operating excellence, hence providing the shareholders with the topmost value and profitable returns. The success of Royal Dutch Shell plc in delivering value to her shareholders lies to the group’s concept of inspired leadership. The scope of leadership influenced its market position, annual returns as well as its stability in the stock markets. With sound leadership, solid management procedures and disciplined financial control helped the corporation in providing the shareholders with the expected services reflected in the value of the group. Despite the unstable global energy markets RDS plc continued to explore diverse areas by which the delivery of value was reflected in the group’s profit margin including the groups share index in the leading stock markets globally. And this is illustrated by the fact that the company has persistently doubled its dividend payment after every six years. The 2009 shares reports testifies to this observation (See Table 2).and this is a instrumental pointer of the groups success in delivering value to its shareholders. How and why the market value of Royal Dutch Shell plc equity has changed over the past 12 months The groups combination of strewed execut ive power together with groups operating authority including its financial responsibility which has been evenly dispersed through its 250 operating organizations, shows that, evaluated against any other oil corporation, its services are compactly decentralized. However, the economic dynamics and technical realities present in the energy sector have seen it that the group embraces the best service approaches. The group’s matrix system indicates that the group had undergone unprecedented changes within the scope of past 12 months. The scope of these changes touched on the organizations market value affecting the anticipated market capitalization heavily. Economic instability and the group’s performance have over the period of last one year resulted in decimal RDS market value. As is testified by the group’s quarterly report it is emerging that the group is attempting to reverse the current decline in its sales. For instance, the group’s total revenue moved from 45.66% to $ 130 billion in mid June 2009 (Richardson 2011). The reason the market value of RDS plc equity has changed can thus be attributed to slow consumption of oil products globally. Also the rate at which shares are plummeting at all major stock markets can be another major reason contributing to these changes. Equally, the scope of production and price fluctuations has compelled the RDS equity to acquire a new dimension within the 2nd quarter of 2010 which has persistently crossed 2011 1st quarter. As established by 2nd quarter of 2010 the company’s market equity was anchored within the range of $ 434 billion which was substantially lower by 3.0% as compared to $ 447 billion three years earlier. The drop in value can be attributed to the group’s stock loss which stood at 29.22% from the previous financial year (Iftekhar, et al 2010). Thus, the manner investors are purchasing the groups share can be described as being cautious. This has resulted in the decima l market performance. Though the company is on the path of restoring its falling market supremacy, it is evident that its market value increased substantially with 115.1% within the 1st quarter of 2011. In essence, within the span of 12 month the group has shown unstable move, despite the fact that its operational margins increased with an average of 29.0% from the previous year. Return on capital employed as well as ROE (return on equity) were considerably low and this affected the market value of the company’s equity as compared to other competitors in the same 12 months period-June 2010 to June 2011. Basically, it is difficult to simplify the factors affecting the RDS equity value due to the diverse conditions enveloping the entire stock market. However, the group’s fundamentals which touch on revenues as well as valuation factors are core factors that affected its equity value during this period. Though other factors such as inflation, the groups market behavior, i nvestor behavior, market liquidity and economic circumstances affected the group’s market value negatively. The manner this occurred can be attributed to RDS plc internal factors such EPS, DPS (dividend per share), as well as the group’s book value (Richardson 2011). Hence, the investor’s reaction to the group’s dividend resulted in the group’s equity devaluation. It ought to be noted that inflation as well as interests during the twelve months had a negative impact on the group’s stock prices. This observation can be supported by the instances of higher consumer prices, low money supply, as well as interest rates (Haley 2006). Exploring the relationship between inflation and industrial production as well as the stock prices relating to RDS, the monthly results covering June 2010, to June 2011 indicates that the relation of the group’s stock prices and inflation was all time negative. Also, this can be explained by the group’s poor relationship exposed by macroeconomic factors which are typical within the equity market. Despite the changes that have affected RDS market capitalization within this period, it is evident that the group had exhibited attractive attributes relative to other energy corporations within the leading stock markets such as London, New York, and Amsterdam. Though, the group’s shares have for the last nine been low due to markets and economic crisis which was experienced in the 2nd quarter of 2009. The group has thus realized that differentials in equity market, differentials growth in stock market and differentials in evaluations distinguish the performances of equity markets globally. The group’s market capitalization has witnessed massive negative results as is with other super majors. This has resulted in the group inability to enlarge its production and this has considerably affected its market value. Equally, the dwindling investable resource quotas have played a co nsiderable role in the corporation’s profitability in relation to its equities. Thus, much of the groups remaining pools that are easily accessible and are resourceful to the corporation have been taken by governments which are anticipating controlling the oil production in their distinct regions. And this has resulted RDS plc equity being undervalued. However, RDS has opted to invest in other venues of energy such as natural gas as well as liquefied natural gas in order to boost its market value (Aaseng 2000). Net Asset Value Net Asset Value refers to a groups or a company’s total excluding its total liabilities. For instance, if RDS has securities including other assets worth (total assets and total equity) $ 470.573 billion, the group’s total liabilities are $172.78 billion. Thus, the group’s Net Asset Values is $297.793 billion. Net Asset Value is paramount in regard to valuation of any organization shares especially in areas where the value of the gi ven organization comes from the assets it attains rather that the earnings generated by the given business (Leffler 2010). Price/ Earnings Ratio Basically, valuation ratio of any organization current share price evaluated to its PS earnings is typically calculated as: Earnings per Share (EPS) Noting that RDS was trading at $20.46 a share while it’s earning over the last 12 months were $ 3.09 per share,thus,the P/E ratio for RDS would be $ 6.60 ($20.46/$3.09). All in all, higher P/E may illustrate that investors are anticipating for higher earnings in the days to come in relation to organizations with lower Price Earnings Ratio. Discounted Cash Flow Royal Dutch Shell reported a 30.2 growth in regard to cash flow as per the latest quarter indicators standing at $9.7 billion, a remarkable increment from $7.40 billion in the similar period a year ago. When evaluated against year over year growth in duration of one year trailing cash flow of 30.04%, the quarterly increase depicts a decrease in the groups operating income progression, which may likely contribute to fewer earnings. This may compel the organization to cut its operating costs so as to sustain its profit margins. The groups debts, defined as TD (total debts) minus COH (cash on hand) ranging from $20.03 billion is plainly 1.23 times greater than in relation to the groups last financial period EBITDA calculated to be $19.09 billion (Leffler 2010). What this depicts is that the apparent ratio standing at 41.82% less than it was at the end of the similar quarter a year before, and this is a noteworthy decrease. Equally, this provides the group with substantial flexibility in the manner it manages its balance sheet so as to stimulate instances of future growth, paying out for it dividend as well as pursuing its premeditated goals such as acquisitions. In addition, minor signs indicate that Royal Dutch Shell is managing its balance sheet conservatively, its overall debt as a proportion of total capital was lessened during the last 12 months while its COH increased. The entire debt currently stands for 20.40% of overall capital as compared to 23.5% twelve months earlier, while it had $ 19.40 billion in COH last financial period, 62.04% more than as it was recorded at the end of the previous year. These key developments have enhanced the group’s fundamental flexibility in preparing the ground for the future growth and development opportunities so as to enhance its overall returns to its shareholders. Also, to measure the true economic income generated by Royal Dutch Shell during the past twelve months, operational costs as well as cost of capital, both debt and equity are considered. Hence, based on the twelve month period trailing operating revenue, the group had a sum of 17.81% return on its $196.95 billion of sum invested capital, which comprise ordinary and preferred equity, in addition to long term debt (Leffler 2010). Its total subsequent to tax cost of capital is prof oundly slanted towards equity, through a total after tax expenditure of 6.70% weighed against to a 0.21% cost of arrears The group’s EVA (economic value added), which is attained from deducting the 7.00% overall cost of assets from its ROI (return on investment), is 10.80%. This is a concrete return to investors for a twelve months period. The corporation increased its monthly common share on December 31, 2010 by 5.01%, to 85.00 cents a share from 79.05 cents (Iftekhar,et al 2010). It has at this moment spread dividends continually for the past five years and based on this latest disbursement the stock is now yielding 5.00%. The $10.40 billion in ordinary dividends remunerated by the corporation last quarter was responsible for 32.0% of its cash flow in addition to 16.0% of overall earnings after taxes. This comparatively reserved payout was lesser than the 19.10% of revenues paid out in the twelve months which had ended immediately a quarter earlier (Tabak 2010). Combined wi th commonly positive fundamentals, the present payout point affords the corporation suppleness in raising its share in the future devoid of eating into its balance sheet should it desire to do so (Tabak 2010). Basically, there are diverse methods employed by firms to critically evaluate their performances. Hence, there those procedures which are fit for specific businesses. Thus, in as far as the Royal Dutch Shell is concerned the above explored procedures shed light on the best method which can be employed to provide the reliable results. Looking at the values provided it is apparent that all the procedures examined have each provided a distinct value for the company. However, correlating the market performance with the groups equity discounted cash flow can be said to have provided the utmost value for the group. The significance of the value provided by discounted cash flow is that it generates values close to ISV (intrinsic stock value) (Shaxson 2010). Also, the groups DCF can b e said to be relative to the diverse evaluation procedures, which are in essence exploits multiples to evaluate stocks as demonstrated in the stock markets. Some of these relative valuations favoring DCF are linked to price earnings, price-to-sales as well as EV/EBITDA ratios which are essential in evaluating the group’s performance. What this depicts is that DCF depends on the scope of free cash flow (Davidson 2009). More so, free cash flow has been established to be a reliable measure that easily penetrates through the stock market estimates commonly embraced in groups reported earnings. Thus, regardless of whether the scope of cash outlay is considered as an expense or equally declared as an asset on the balance sheet, as per DCF, free cash flow is employed to track the groups fund left over for the shareholders. And this makes the value arrived at through a DCF to be the most appropriate for the group (RDP 2006; Teall 2004). Conclusion Between early 2009 and 2011 the petr oleum industry experienced unprecedented economic challenges due to the unstable global economy. This has also been attributed the Arab revolution and civil instability in some of the oil producing countries. From the fundamental perspective of global economy Royal Dutch Shell faced compact competition from other sources and this affected its market performance including the value of its equity (Brown,2007). Also the parallel loss of control over certain sources in both Africa and Caribbean saw its profit margin decreasing over the last 12 months. However, as the world economic powers are in the verge of restructuring the global economy the group has since the last quarter of 2010 posted positive results as demonstrated by its shares in all major stock markets. References Aaseng, N.,(2000). Business Builders in Oil. NY:OUP. Alvarez, A.,(2004) Offshore: a North Sea Journey. Rome:TN. Bahgat, G.,(2003) American Oil Diplomacy .NY:Prentice. Haley, J.,(2006). Foreign Oil Dependence. Rome. McMillan. Brown, J.,(2007)Oil and Revolution. Berkeley: University of California. Davidson, P.,(2009) Financial markets, money and the real world. NY:Edward Elgar Emilio, C., and Stanca,L.,(2009) Financial Market Imperfections. Springer. Leffler, G.,(2005) The Stock Market. NY:Ronald Press. Levinson,M.,(2010) Guide to Financial Markets.NY: Bloomberg Press. Miller, J.,(2007) Oil Prices: Backward to the Future. Cleveland:FRB. Mishkin, F., (1998). The economics of money, banking, and financial markets. Addison Wesley. Iftekhar,H and William, H., (2010). Bank and financial market efficiency. Emerald Group. Peters, E. (2000)Fractal Market Analysis.NY: John Wiley and Sons. Pilbeam, K.,(2005). Finance and Financial Markets. Palgrave Macmillan. Richardson, B.,(2011)Energy and Security Revolution.Oxford:OUP. Royal Dutch Petroleum (2006) Annual Report 2005.the Haag: the Netherlands, 2004 Shaxson, N.,(2006) Poisoned Wells : the Dirty Politics of African Oil.NY:OUP Tabak, J.,(2010) Natural Gas and Hydrogen. NY: TP. Teall, J.,(2004) Financial market analytics. Greenwood Publishing Group. Wang, G.,(2005) Real Options: the Key to Values. Oxford: Imperial College University. Tables Table 1 source: Levinson (2010) Table 2 Source: Richardson (2011) This report on Royal Dutch Shell was written and submitted by user Paula E. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Recruitment, Selection and Onboarding

Recruitment, Selection and Onboarding The labor market is paradoxical. On one hand, the number of people looking for jobs is high. On the other, there is a shortage of talented people available for hire.Advertising We will write a custom case study sample on Recruitment, Selection and Onboarding specifically for you for only $16.05 $11/page Learn More This situation is very rampant in many industries. Talented individuals are difficult to find and retain. This is very pronounced in the engineering sector. The approach many companies use in the hiring of engineers is that they employ engineering graduates fresh from college. They then find ways of training and retaining them to ensure that they remain in the company for as long as possible. This is because engineering jobs tend to carry a lot of influence on the production processes of an organization and can determine its profitability and long-term sustainability. In order to find engineers to fill in job openings, there is need to develop a re cruitment, selection, and onboarding plan. This paper presents a comprehensive plan needed to hire twenty bilingual engineers to increase the capacity of the company to service a federal government contract. Recruitment Plan The recruitment plan needed to hire these engineers should start with the development of a clear statement of the human resource needs for the project. These needs relate to the actual tasks that the engineers will need to perform, the strategic needs of the company, and the responsibility of the company towards the community. This means that the company needs to hire engineers who will be able to meet the needs of the organization. The company will need to find ways of bringing the vacancies to the attention of all the qualified engineers to ensure that they capture the best talent available in the market. This will call for the development of a strong campaign to reach all the potential engineers. In part, this will require the organization to study the curren t employment climate for engineers. Based on this, the company will be able to develop an attractive package that will ensure it attracts the best talent. After the completion of the preliminary issues, the company should invite applications from the available engineers. This should include the use of the social media to find the best talent for the job. Social media is becoming more important for HR because of its capacity to take information to a wide array of people (Mitchell 193). In addition, the company can consider using the social media as a means of narrowing down on the best candidates for the jobs. There is growing evidence that the analysis of a person’s social media profile can help to determine their fit into an organization (Mitchell 193).Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The company can also use other tests such as psychometric tests, cul tural fit tests, and competency tests to find the best engineers for the positions (Yamamura, Birk and Cossitt 59). All these tests have some value in determining whether a person is ideal to fill a position. The interesting test in this context will be the cultural fit test. This test will enable the company to know whether the potential hires have what it takes to fit within the culture of the organization (Overman 1). The culture of each organization is unique. This calls for the review of each applicant’s attitudes and values to ensure that the applicant will fit in the organization. Selection Plan The selection plan for the company covers the issues the company needs to consider when selecting the candidates to join the organization. The difference between the selection plan and the recruitment plan is that recruitment covers all activities done to attract the potential candidates who can fill in the role. However, the selection plan covers the specific decisions needed to make the choice of the actual candidates who join the organization. It is prudent to find ways of reducing the pool of candidates in order to remain with those who have a realistic chance of joining the organization. During the recruitment process, a good job can attract a very large number of candidates. Many potential employees can tell when a good job is on offer. The company will have a big task of sifting through hundreds, and maybe thousands of applicants before finding the best ones. The first step in the selection plan is usually to eliminate the candidates who lack the basic criteria needed for the job. In this case, the basic criterion is having an engineering degree, and proficiency in both English and Spanish. The second step can include the steps proposed in the recruitment plan such as psychometric testing and culture testing (Overman 1). These steps can help eliminate candidates who do not meet a certain criteria. A good application of testing is to use it at the s creening level. For instance, a psychometric test can help weed out applicants after the initial short listing. A culture test can be used in the final stages of the selection process when the number of candidates is smaller (Overman 2). It is good practice to have a target number of applicants in each stage. The number should be a range, because a fixed number may lead to loss of promising talent, or retention of poor talent.Advertising We will write a custom case study sample on Recruitment, Selection and Onboarding specifically for you for only $16.05 $11/page Learn More One-on-one interviews should be reserved for later recruitment stages. It is important to have at least one interview per candidate conducted by senior employees, preferably the managers. This helps to instill a sense of importance to the process. It also serves as an important way of introducing the potential employees to potential mentors. Onboarding Plan Onboarding is extremely import ant in the process of talent management. This comes from the need to ensure that an employee achieves optimum performance as quickly as possible after they join the organization. The onboarding plan for engineers is even more complex because of the technical nature of their work. The three main proposals for onboarding of new engineers are as follows. First, it will be prudent to conduct a review of their interviews because the company will be in possession of a large amount of information regarding each applicant (Byham 15). The review should aim at identifying their strengths. I should also show them how the company expects to benefit from those strengths. Secondly, it should aim at communicating the weaknesses the interviewers observed in order to find ways of dealing with these weaknesses. Thirdly, the review should aim at developing a mentorship relationship between the new employee and the person leading the review session. The second proposal on onboarding of new engineers is helping them to develop working relationships with existing employees (Byham 16). The best way to do this is by including the new recruits in ongoing projects either in observer capacity, or as members of the project teams. The company may also provide the new employees with opportunities to shadow experienced staff in the company. The third means of onboarding is the development of mentorship roles in the organization to ensure that each new engineer has a mentor. This will serve to reduce mistakes and to increase a sense of support for the new engineers. Byham, William C. Strong Start to Job Success: What Leaders Can Do to Shorten Time to Proficiency, Increase Job Engagement, and Reduce Early Turnover. Development Dimensions International (2008): 1-22. Print.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Mitchell, Stephen G. Supplemental Recruiting Services: A Viable Solution in Challenging Times. Nursing Economics (2009): 192-196. Print. Overman, Stephenie. A Perfect Match: Personality Assessments Can Help Reveal Whether an Applicant is a Good Fit For the Job and the Organization. Staffing Management 2 April 2010: 1-2. Print. Yamamura, Jeanne H, Cynthia A Birk and Betty J Cossitt. Attracting and Retaing Talent: The Importance of First Impressions. The CPA Journal (2010): 58-63. Print.

Sustainable Electrical Construction Research Paper

Sustainable Electrical Construction - Research Paper Example e industrial process whereby the various processes that go on in manufacturing and production will be treated with a sense of urgency for the conservation of the environment (ZinCo Worldwide, 2011). Detailed reason why this is so will be discussed later but it would be noticed that the rate of industrialization has left us all with very few options other than manufacturing as many of the goods and products we need as possible. In the present paper, the electrical construction industry shall be used as a case study whereby a critical analysis of the industrial process that takes place during electrical construction shall be undertaken to understand the options of sustainability available for industry players and how best they have played their roles in ensuring that these roles are well played. Why Industrial Process is a focus for Sustainability The United States and other countries commonly referred to as the power houses of industrialization continue to depend on massive industrial development for the running of their economies. Interestingly, it is when some of these powerhouses survive in their economic dealings that the global economic climate becomes stable and sound (Diadem USA, Inc., 2011). But as much as it is important to embrace industrialization, it is equally important to understand the risks and challenges that industrialization carries so that when these challenges and risks are known, the needed risk management interventions would be developed towards them. Indeed, industrialization is highly associated with industrial processes whereby manufacturing and production takes the larger part of industries. Meanwhile, the means or source of energy in powering most of these industries in the industrial processes demand the use of energy sources that have long been known to be very threatening to the environment (Ludwick, 2011). Apart from the source of energy, the waste produced in the course of industrial processes such as smoke has also been identifi ed to be highly harmful to the environment. Even more, the byproducts of most of the industrial processes have been suspected to be ill-treated and wrongfully disposed (Intelligent Design Group, 2011). Usability among end users also accounts for some instances of industrial process’ risk against the environment. This is because most end users have very limited knowledge on the best ways to handle the products they buy such that the products will not end up becoming a threat to the environment. It is against the backdrops listed above that it has become so necessary that industrial process becomes a focus for sustainability in the current research paper. Electrical Construction and the Environment Electrical construction is mainly concerned with the production of electricity and electricity products (Glavinich, 2007). This is often than by electricity construction companies. Lately, oil and gas companies have also been highly involved in this process. Depending on the locality and resources available to an electrical construc

Critically discuss the importance of sponsorship in the event industry Essay

Critically discuss the importance of sponsorship in the event industry - Essay Example The benefit that the event experiences is funding that might not otherwise be available if this marketing opportunity was not possible. Sponsorship provides a mutually beneficial relationship between the sponsor and the organization of the event, a conduit for communication that then occurs between the event and the market that exploits that relationship. The benefits of this relationship are defined by the elevation of the image of the sponsor through association and the event through monetary resources from which to fund the event. The following essay will explore the relationship of the sponsor and the event, their unique blend of product and cause creating an opportunity for associations that connect through an emotional context to consumers. The essay will first explore the meaning of sponsorship, transitioning to the benefits to the sponsors and then to the event organization. Although a mutually beneficial relationship, there are issues that can arise that will cause problems for either the sponsor or the event. These issues will be examined for their effect on the sponsorship relationship. The conclusion of the paper reveals that sponsorship is a powerful resource in enhancing a brand, creating positive emotional context through transference of social equity from an active entity to a supporting entity. 2. Defining Sponsorship According to Damster and Tassiopoulos (2006, p. ... According to Bowdin (2006, p. 228), â€Å"sponsorship is said to be one of the most powerful mediums now used to communicate and form relationships with stakeholders and markets†. The relationships that are formed during the act of sponsorship connects the sponsor to the event, allowing the market to relate one to the other, in spite of direct relevance to the connectivity between the sponsoring entity and the purpose of the event. As an example, a soft drink may have no direct relationship to a sport, but still may become associated with the emotional connections that a consumer makes to that sport as it is then transferred to the soft drink. As suggested, not only events can be sponsored, but individuals through either their participation in an event or through their participation in their sport or craft can be sponsored by outside entities. A specific example of intra-sport types of sponsorship can be seen through the sponsor of a celebrity sports personality through the eq uipment that he or she uses. According to Pringle (2004, p. 126), â€Å"customers perceive outstanding performance to be inextricably connected with a piece of sporting equipment and can assume with a high level of confidence that if they too were to play using that particular guitar, piano, racket, bat, club, or pair of boots, then their own personal performance would certainly be no worse†. In associating a piece of equipment that is related to the expertise of a celebrity, a brand can benefit from the perceived superiority of its product. Therefore, when defining sponsorship on a larger scale in terms of event sponsorship, it must be understood that this is undertaken by a company in order to

Animal experimentation Essay Example for Free

Animal experimentation Essay Animals should not be used for drug development ormedical research. Give your views for or against thisstatement. Animal testing, also known as animal experimentation, animal research, and in vivo testing, is the use of non-human animals in experiments (although some research about animals involves only natural behaviors or pure observation, such as a mouse running a maze or field studies of chimp troops). The research is conducted inside universities, medical schools, pharmaceutical companies, farms, defense establishments, and commercial facilities that provide animal-testing services to industry. [1] It includes pure research (such as genetics, developmental biology, and behavioral studies) as well as applied research (such as biomedical research, xenotransplantation, drug testing, and toxicology tests, including cosmetics testing). Animals are also used for education, breeding, and defense research. The practice is regulated to various degrees in different countries. Since Time immemorial, animals have been used to test drugs, and formedical research. Small animals such as rats, hamsters, guinea pigs,rabbits, and squirrels have been the main victims.For as long as he has existed, Man, has regarded himself as thegreatest among all sentient beings. Along with this self-proclaimed ³greatness ´ comes the arrogance and superiority complexes thatusually spoil ones character. As a result, Man has started taking hisintelligence and power for granted, plundering on through the world of redefined necessities and luxuries, leaving entire species of animalswrithing helplessly along in its wake. Man has been taking advantageof helpless little animals in many ways, the likes of which Bugs Bunnyand Jerry Mouse could never have dreamed of. Animals are cruellytreated, and forced to sacrifice themselves for the sake of tear-lessshampoo, mascara, artificial flavors, vaccines, or God-Forbid, pepperspray.Is this really fair? Do such deeds really qualify Man as  ³Gods MostImportant creature? ´ Granted, Man has  invented tear-less shampoo,mascara, artificial flavors, vaccines and pepper spray, but how manyrodents has it cost nature? Mixtures intended to become tear-lessshampoos are ruthlessly poured into the animals eyes, and it is leftwrithing in pain, unable to even blink the pain out. Tear-less, indeed.Didnt Man invent the concept of equal rights for all?  Didnt Manestablish himself as the just and  µall-powerful ruler of Earth? And justhow far has this claim been fulfilled?All this time, Man has asserted himself as the  µcaring ruler of Earth.Well, the time has come to show each other just how caring Man canbe, starting with our feathery/scaly/furry friends a few rungs down theLadder of Evolution.

Questar Company Risk Analysis Essay -- essays research papers fc

INTEROFFICE REPORT Questar Corporation: Energy Company Three segments of Questar operations cover resources and regulated services. Follows is the risk assessment for Questar: Resources, Lack of internal control in estimating reserve(s) revenue, Financial analysis and the market, New land developments, and the Environment. Most of the company's operations are located in the Rocky Mountain region of Wyoming, Utah, Colorado, Texas, Oklahoma, and Louisiana (5). Distribution is throughout the United States. QUESTAR OPERATIONS A multi-faceted holding company formed through reorganization in 1984 into an energy company to distinguish non-utility services (5). Crude resources from fossil fuels (oil, natural gas) are developed through drilling for interstate transmission, storage and distribution. The resource division involves gas, oil, natural gas for marketing, cost analysis of gas development, risk management, and distribution for the wholesale/retail industry (5). 1.  Ã‚  Ã‚  Ã‚  Ã‚  Market Resources is the major producer of income driving segments of the business. Natural gas (nonregulated) is 86% of its focal point on evaluating crude resources for process through â€Å"gas management† (5). 2.  Ã‚  Ã‚  Ã‚  Ã‚  Questar Pipeline (regulated) is responsible for transportation and storage. This includes the development of pipeline. Business is dependent on acquiring leases and the use of land. Operations at well sites can have a life of 20-40 years. 3.  Ã‚  Ã‚  Ã‚  Ã‚  Questar Gas (regulated) involves retail distribution. Sales are based on seasonal usage and economic factors such as the market’s going rate (5). RISK ASSESSMENT Resources: Price Risk and Land Opportunity †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Crude resources are a distinct global market. Questar is a profitable and reliable enterprise with all three segments highly revenue driven, secured by federal and state government regulations. Wholesale figures fluctuate within the industry by a minimal amount for distribution nationwide, but this type of commodity requires prices to be set by the market nationwide and not the company. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Competition in this industry is the ability to secure land rights for drilling. Government regulations have restricted areas containing crude resources for development by 40% (7). 90% o... ...rve%20Valuation.pdf> (8 October 2004). Industry changes that may affect energy resources financial reporting. External 10)  Ã‚  Ã‚  Ã‚  Ã‚  Kieso, Donald E., Weygandt, Jerry J., Warfield, Terry D. Intermediate Accounting. Hoboken, NJ: Current Developments for Audit Committees 2002. Pricewaterhouse Coopers analysis on recognizing revenue. External 11)  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"Natural Gas Market Prices.† California Energy Commission. 2 April 2003. http://www.energy .ca.gov/2003_price_spikes/2003-04-02_natgas_execsum.html> (8 October 2004). Executive summary on 180% increase within two days on the national spot market for natural gas. External 12)  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"Questar Goes Live with the SPL Customer Care and Billing Solution.† Factiva Online September 2004. http://80-global.factiva.com.libproxy.sdsu.edu/en/arch/display.asp> (8 October 2004). Accounting changes in billing customers. External 13)  Ã‚  Ã‚  Ã‚  Ã‚  Standard & Poor’s. Register of Corporations, Directors and Executives. 2003 ed. New York: McGraw-Hill Companies, 2003. The energy sector as a whole. External   Ã‚  Ã‚  Ã‚  Ã‚  

Carrie Chapter Nineteen

He smiled. ‘Maybe.' But he wouldn't. Not any more. ‘Come on. We're going to town.' They went downstairs and through the empty dance hall, where chairs were still pushed back and beers were standing flat on the tables. As they went out through the fire door Billy said: ‘This place sucks. anyway.' They got into his car, and he started it up. When he popped on the headlights, Chris began to scream, hands in fists up to her cheeks. Billy felt it at the same time: Something in his mind. (came came came came) a presence. Carrie was standing in front of them, perhaps seventy feet away. The high beams picked her out in ghastly horror-movie blacks and whites, dripping and clotted with blood. Now much of it was her own. The hilt of the butcher knife still protruded from her shoulder, and her gown was covered with dirt and grass stain. She had crawled much of the distance from Carlin Street, half fainting, to destroy this roadhouse – perhaps the very one where the doom of her creation had begun. She stood swaying, her arms thrown out like the arms of a stage hypnotist, and she began to totter toward them. It happened in the blink of a second. Chris had not had time to expend her first scream. Billy's reflexes were good and his reaction was instantaneous. He shifted into low, popped the clutch, and floored it. The Chevrolet's tyres screamed against the asphalt, and the car sprang forward like some old and terrible mancater. The figure swelled in the windshield and as it did the presence became louder (CARRIE CARRIE CARRIE) and louder (CARRIE CARRIE CARRIE) like a radio being turned up to full volume. Time seemed to close around them in a frame and for a moment they were frozen even in motion: Billy (CARRIE just like the dogs CARRIE jut like the goddam dogs CARRIE brucie i wish i could CARRIE be CARRIE you) and Chris (CARRIE Jesus not to kill her CARRIE didn't mean to kill her CARRIE billy i dont CARRIE want to CARRIE see it CA) and Carrie herself (see the wheel car wheel gas pedal i see the WHEEL o god my heart my heart my heart) And Billy suddenly felt his car turn traitor, come alive, slither in his hands, The Chevvy dug around in a smoking half-circle, straight pipes racketing, and suddenly the clapboard side of The Cavalier was swelling, swelling, swelling and (this is) they slammed into it at forty, still accelerating, and wood sprayed up in a neon-tinted detonation. Billy was thrown forward and the steering column speared him. Chris was thrown into the dashboard. The gas tank split open, and fuel began to puddle around the rear of the car. Part of one straight pipe fell into it, and the gas bloomed into flame. Carrie lay on her side, eyes closed, panting thickly. Her chest was on fire. She began to drag herself across the parking lot, going nowhere. (momma i'm sorry it all went wrong o momma o please o please i hurt so bad momma what do i do) And suddenly it didn't seem to matter any more, nothing would matter if she could turn over, turn over and see the stars, turn over and look once and die. And that was how Sue found her at two o'clock. When Sheriff Doyle left her, Sue walked down the Street and sat on the steps of the Chamberlain U-Wash-It. She stared at the burning sky without swing it. Tommy was dead. She knew it was true and accepted it with an case that was dreadful. And Carrie had done it. She had no idea how she knew it, but the conviction was as pure and right as arithmetic. Time passed. It didn't matter. Macbeth, hath murdered sleep and Carrie hath murdered time. Pretty good. A bon mot Sue smiled dolefully. Can this be the end of our heroine, Miss Sweet Little Sixteen? No worries about the country club and Kleen Korners now. Not ever. Gone. Burned out. Someone ran past, blabbering that Carlin Street was on fire. Good for Carlin Street. Tommy was gone. And Carrie had gone home to murder her mother. () She sat bolt upright, staring into the darkness. () She didn't know how she knew. It bore no relationship to anything she had ever read about telepathy. There were no pictures in her head, no great white flashes of revelation, only prosaic knowledge; the way you know summer follows spring, that cancer can kill you, that Carrie's mother was dead already, that (!!!!!) Her heart row thickly in her chest. Dead? She examined in her knowledge of the incident, trying to disregard the insistent weirdness of knowing from nothing. Yes, Margaret White was dead, something to do with her heart. But she had stabbed Carrie. Carrie was badly hurt. She was There was nothing more. She got up and ran back to her mother's car. Ten minutes later she parked on the corner of Branch and Carlin Street, which was on fire. No trucks were available to fight the blaze yet, but saw-horses had been put across both ends of the street, and greasily smoking roads pots lit a sign which said; DANGER! LIVE WIRES! Sue cut through two back yards and forced her way through a budding hedge that scraped at her, white short, stiff bristles. She came out one yard from the White's house and crossed over. The house was in flames, the roof blazing. It was impossible to even think about getting close enough to look in. But in the strong firelight she saw something better. the splashed trail of Carrie's blood. She followed it with her head down, past the larger spots where Carrie had rested, through another hedge, across a Willow Street back yard, and then through an undeveloped tangle of scrub pine and oak. Beyond that, a short, unpaved spur – little more than a footpath – wound up the rise of land to the right, angling away from Route 6. She stopped suddenly as doubt struck her with vicious and corrosive force. Suppose she could find her? What then? Heart failure? Set on fire? Controlled and forced to walk in front of an oncoming car or fire engine? Her peculiar knowledge told her Carrie would be capable of all things. (find a policeman) She giggled a little at that one and sat down in the grass, which was silked with dew. She had already found a policeman. And even supposing Otis Doyle had believed her, what then? A mental picture came to her of a hundred desperate manhunters surrounding Came, demanding her to hand over her weapons and give up. Carrie obediently raises her hands and plucks her head from her shoulders. Hands it to Sheriff Doyle, who solemnly puts it in a wicker basket marked People's Exhibit A. (and tommy's dead) Well, well. She began to cry. She put her hands over her face and sobbed into them. A soft breeze snuffled through the juniper bushes on top of the hill. More fire engines screamed by on Route 6 like huge red hounds in the night. (the town's burning down o well) She had no idea how long she sat there, crying in a grainy half-doze. She was not even aware that she was following Carrie's progress toward The Cavalier, no more than she was aware of the process of respiration unless she thought about it. Carrie was hurt very badly, was going on brute determination alone at this point. It was three miles out to The Cavalier, even across-country, as Carrie was going. Sue (watched? thought? doesn't matter) as Carrie fell in a brook and dragged herself out, icy and shivering. It was really amazing that she kept going. But of course it was for Momma. Momma wanted her to be the Angel's Fiery Sword, to destroy- (she's going to destroy that too) She got up and began to run clumsily, not bothering to follow the trail of blood. She didn't need to follow it any more. From The Shadow Exploded (pp. 164-165): Whatever any of us may think of the Carrie White affair, it is over. It's time to turn to the future. As Dean McGuffin points out, in his excellent Science Yearbook article, if we refuse to do this, we will almost certainly have to pay the piper – and the price is apt to be a high one. A thorny moral question is raised here. Progress is already being made toward complete isolation of the TK gene. It is more or less assumed in the scientific community (see, for instance, Bourke and Hannegan's ‘A View Toward Isolation of the TK Gene with Specific Recommendations for Control Parameters' in Mocrobiology Annual, Berkeley: 1982) that when a testing procedure is established, all school-age children will undergo the test as routinely as they now undergo the TB skin-patch. Yet TK is not a germ; it is as much a part of the afflicted person as the colour of his eyes. If overt TK ability occurs as a part of puberty, and if this hypothetical TK test is performed on children entering the first grade, we shall certainly be forewarned. But in this case, is forewarned forearmed? If the TB test shows positive a child can be treated or isolated. If the TK test shows positive, we have no treatment except a bullet in the head. And how is it possible to isolate a person who will eventually have the power to knock down all walls? And even if isolation could be made successful, would the American people allow a small, pretty girl-child to be ripped away from her parents at the first sign of puberty to be locked in a bank vault for the rest of her life? I doubt it. Especially when The White Commission has worked so hard to convince the public that the nightmare in Chamberlain was a complete fluke. Indeed, we seem to have returned to Square One. From the sworn testimony of Susan Snell, taken before The State Investigatory Board of Maine (from The White Commission Report), pp. 306-472: Q. Now, Miss Snell, the Board would like to go through your testimony concerning your alleged meeting with Carrie White in The Cavalier parking lot A. Why do you keep asking the same questions over and over? I've told you twice already. Q. We want to make sure the record is correct in every A. You want to catch me in a lie, isn't that what you really mean? You don't think I'm telling the truth, do YOU? Q. You say you came upon Carrie at A. Will you answer me? Q. -at 2:00 on the morning of May 28th. Is that correct? A I'm not going to answer any more questions until you answer the one I just asked. Q. Miss Snell, this body is empowered to cite you for contempt if you refuse to answer on any other grounds than Constitutional ones. A. I don't care what you're empowered to do. I've lost someone I love. Go and throw me in jail. I don't care. I – go to hell. All of you, go to hell. You're trying to †¦ to †¦ I don't know, crucify me or something. Just lay off me! (A short recess) Q. Miss Snell, are you willing to continue your testimony at this time? A. Yes. But I won't be badgered. Mr Chairman. Q. Of course not, young lady. No one wants to badger you. Now you claim to have come upon Carrie in the parking lot of this tavern at 2:00. Is that correct? A. Yes. Q. You knew it was 2:00? A. I was wearing the watch you see on my wrist right now. Q. To be sure. Isn't The Cavalier better than six miles from where you left your mother's car? A. It is by the road. It's close to three as the crow flies. Q. You walked this distance? X Yes. Q. Now you testified earlier that you ‘knew' you were getting close to Carrie. Can you explain this? A. No. Q. Could you smell her? A. What? Q. Did you follow your nose? (Laughter in the galleries) A. Are you playing games with me? Q. Answer the question, please. A. No. I didn't follow my nose. Q. Could you see her? A. No. Q. Hear her? A. No. Q. Then how could you possibly know she was there? A. How did Tom Quillan know? Or Cora Simard? Or poor Vic Mooney? How did any of them know? Q. Answer the question, miss. This is hardly the place or the time for impertinence. A. But they did say they ‘just knew,' didn't they? I read Mrs Simard's testimony in the paper! And what about the fire hydrants that opened themselves? And the gas pumps that broke their own locks and turned themselves on? The power lines that climbed down off their poles! And Q. Miss Snell, please A. Those things are in the record of this Commission's proceedings! Q. This is not an issue here. A. Then what is? Are you looking for the truth or just a scapegoat?