Pathological gambling intervention Essay

When looking at pathological gambling we ask ourselves how someone gets to the point of addiction. In that regard there are both internal and external factors, beahior and environment related aspects leading to someone’s impulsive urge to gamble. Speaking of which, impulsivity can be a direct factor of a pathological gambler, Impulsive people are naturally more prone to gambling problems because of their nature and personality. That is not to say that all impulsive people will develop gambling habits or problems but they could if the right factors were in play at the right times. Inability to control impulses and also inability to delay gratification are two major impulsivity-related symptoms of pathological gamblers (McCormick & Taber, 1988). Other behavior factors include, coping strategies, high stress levels, family history, gender as males tend to be more prone to this affliction and â€Å"Pathological gamblers have been known to also exhibit antisocial behavior which is related to the impulse control disorder causing antisocial behavior such as exhibited in antisocial personality disorder† (Slutske et al. , 2001). The environment one grows up in Also plays a valuable role in understanding gambling. It’s a common misconception that pathological gamblers are only those that are near major casinos. That can be a tendency but in todays society technology has opened the door to universal in gambling before impossible. With computers and the internet people are now able to gamble straight from their homes on sports, online poker, etc. This boom in technology has allowed more people, from more places and economic statuses and younger ages be able to easily get involved in gambling. Our group even met a professional gambler who would have all of his bets placed on his computer before noon and then do nothing the rest of the day. Technology has extended the reach of gambling to social circles that before may have not been affected. Predisposing, Reinforcing, Enabling Factors Predisposing factors are what set someone up with the highest chances of being a pathological gambler. An addictive personality makes anyone more susceptible as well as having addictions or just gambling itself run in the family. A persons level of impulsivity is also a huge factor, an impulsive person is more likely to give into reckless decisions and follow the activities that give a rush sensation. Impulsive people have problems with delaying gratification making addictive and compulsive tendencies stand out. †Pathological gambling is a problem of impulse control. The more accessible gambling is, the harder it is to maintain the control. †(3) Predisposing factors can also be socioeconomic status, does one have the funds to feed the addiction, or did one one grow up in rough situations and use gambling as a crutch or coping strategy, the factors are vast and varying. Environment as brought up by the last quotation can also be a predisposing factor. Does one have access and how easily plays into an addiction. The closer one is to gambling the more likely they will partake. That used to entail how close someone was to casinos or legal areas of gambling and in many cases still does as more areas are becoming gambling friendly and more funerals pop up in for example, Oklahoma, Louisiana and Missouri, However with technology and the internet, access has become easier for all regardless, of location, sex, race, or economic status. With gambling there are different stages, stages that can reinforce the behavior because despite popular belief many gamblers are reinforced even when they don’t win. â€Å"WINNING PHASE Here the gambler is winning more than losing, has achieved a minimum of one big win. This early big win, bolsters the confidence of the gambler, causing ego to inflate, superior thinking and feeling over other participants. The gambler in this phase begins to spend more time gambling, is gambling for and with larger amounts of money. Winning streak begins to wane, losses start. LOSING PHASE In the losing phase, the gambler begins betting even larger amounts. The gambler accepts the fact that these losses are part of the game. The gambler bets on the long shots, knowing chances are not good for winning, however will pay big if win occurs. The gambler is now losing more than winning. In an attempt to gain back the money lost, the gambler spends more time gambling. Gambler must frequently lie to family, friends, employer, even casinos to convince them that the gambler is still a happy person and all around good person. Deep financial troubles begin. Using lying techniques, the gambler is able to convince employer, family, etc. , of some type of cataclysmic disaster, which requires a borrowing of large amounts of money. Soon the gambler is using this bailout to gamble more. The gambler life has now become unmanageable, family life is increasingly difficult, with deterioration occurring. DESPERATION PHASE During this phase, the majority of the gambler’s time is preoccupied with gambling on all levels. The gambler has no control over the gambling, to alleviate the inner pain, the gambler gambles, knowing the odds of wining are gone, and it does not matter. Lying is out of control. The gambler has one focus and one goal†¦get money in which to gamble with regardless of costs. Family life has deteriorated to the point of non-existence. Illegal activity is now a norm. †(paraphrased from Journal of Addictive Disorders) These phases help explain the reinforcement of pathological gambling along with more well known factor such as the adrenaline rush, the gamblers fallacy, instant gratification and payout. Enabling factors help keep a pathological gambler stuck in their ways and should be avoided as much as possible. Enabling factors can include dwelling on regrets, the focus of could’ve beens. (Pathological Gambling Resources) Looking for quick fixes for gambling addiction can also end up making the problem worse, pathological gambling is an illness that needs in depth treatment and support to be overcome, not a quickfix as those never entail the lifestyle change necessary to change an addicts life. Excluding those afflicted from normal activities or interactions as punishment or a means to help is also a counter intuitive strategy, Addicts need love and support and pushing them away may only compound upon the problem. Furthermore â€Å"Enabling is when you do anything that helps the gambler to continue with his addiction. For example, if you pay his bills for him, lend or give him money, you become an enabler. If you lie to help him cover his lies, you are an enabler. Or if you offer ultimatums in order to control his behavior, you are an enabler. Even if you in any way, directly or indirectly, make it easier for him to continue with his compulsive gambling, you are an enabler. †(Nguyen) Just like an accomplice is guilty in a murder an enabler is guilty through association. Although these may relieve the problem temporarily in some situations, it is always adding to the problem and hurting the addict. Goals And Objectives Our goals are a little more long-term related and the objectives are more specific short term goals. We are focusing more on educational endeavors for the families and friends of the afflicted as this builds the supportive environment necessary to truly help pathological gamblers. Our goals will focus on creating an increase in awareness in the Austin area of pathological gambling, it’s causes and effects, on individuals as well as the community as a whole. We want to create larger supportive environment in the community through the families and friends of the afflicted primarily through educational and awareness increase regimes. As well as provide increase in overall education on the matter for the community, even those not directly affected. As previously mnetioned these goals are broad and wide reaching. Our objectives however are more specific. We want to introduce educational, communication and family based interventions for the increase in awareness of pathological gambling. We will also work with the community and families to ensure interventions are done correctly and effectively fulfilling the needs of the afflicted and their loved ones. Finally but not least in importance we want to gain access to funding and support that will help establish effective educational based, wide reaching and successful intervention programs and learning processes.

Sociology: Midterm Exam, Explain the Effects of Sociology

Each human is born into differing sets of cultural and sociological circumstances that make each individual differ from one another in various ways. Culture would be classified as the moral standards, knowledge, beliefs, customs, and whatever other habits man can and will create in a society. This â€Å"Culture† affects each individual passively, or unintentionally, but yet very effectively. Corresponding to this would be the society that an individual is born into. Differing cultures create Societies; societies are made up of cultural relations with others of the same and agreeing culture. Cultures are separated out into â€Å"social classes† naturally because of major differences in cultural habits, beliefs, customs, etc. Social classes are differing cultures: cultures that cannot easily coincide. A person might be born into the American culture, usually referred to as â€Å"western culture†, and thus he would be immediately different from those of an â€Å"eastern culture†, say those of Iraq or Iran. The differing cultures are obviously based on the differing base of beliefs, the different customs, habits, moral standards, and much, much more! Then there are sociological differences that we refer to as social class. While there is much of the western culture throughout the world, there are even widely differing cultures within the culture itself. These are what form society and social classes. While there is one culture on the east coast of the United States, you will find that the culture on the west coast is completely separate and distinct. One of the more distinct examples that can be given is of those from the south versus those from elsewhere in the United States. Feature Article –  Sociology Test Because of the culture that children are born into, they are immediately immersed in a society that would demand respect and modesty in everyday living. It can be noted that the cultural standard in the southern United States is made up of higher moral standards than other states. Morals are one of the factors that make a culture differ from another. Just by sheer consequence, this culture creates a society that is considerably higher than those surrounding. In history it can be noted that men from the south tended to be more upper class citizens having those of a differing culture under them as working class individuals. African Americans are from a differing culture, which in turn makes the society that they create clash with the society of other cultures. You will find many different social classes that are together in one culture. For instance, Bill Gates would be part of a social class that some farmer from Iowa would not be able to relate to. Generally there are 4 major social classes. These would be the Upper Class (a small percentage), the Middle Class, the Working Class (constituting of most people), and the Lower Class. As well as any average person from the rural town life would not be of the same social class as the president of the United States. A person can be born into a certain social class, but they can also work to attain a higher social class from the point in which they have begun. For the ease of consideration we will chose someone from rural farm country in either Illinois or Iowa; These people are born to their parents into the working class and or lower class that they are part of. There have been people that have risen from the Lower Class up to the position of President, like our current president Mr. Barak Obama. Through natural means, and providential circumstances he was able to get an education and work his way up through the classes, and after many years of work, sits as the current President. Education is a part of each individual’s social class. One of the major factors that separate the Working Class from the Middle Class is their education. People that have taken the time, money and energy to get an education and secure a degree or certificate in some specific area, are of a higher class and social status than those that are just working to provide for themselves in a workforce where no degree is needed. Culture is similar to Social class in that each individual is born into them without any choice, and that they are passively trained to be part of that class. But, a culture is the influence of certain standards, morals, habits, and such that will influence the person, whereas a society is only made up of relationships and certain goals and objectives. By joining together into a social class, the society can achieve what they would not be able to on an individual basis. The same is true for a culture, but to a lesser degree because there are many more cultures than there are social classes. Another term that can be used to describe culture would be: learned behavior patterns. In conclusion, there are many cultures and many social standards throughout the world that affect every person either in a negative or a positive way. Every individual has the influence of their culture and social class on them, to the point that they make distinctions about whom they will associate with and who they are able to have deep or shallow relationships. These are some of the factors that will limit the amount of people that a person is â€Å"able† to marry. The person under consideration must be of a certain culture, in most cases, as well as be of an equal or greater social class. In my opinion, it is the wide distances between these social classes and foreign cultures that cause the many clashes in civilization, causing war and riots among lower people. If people were able to over-come these Sociological differences, then all men would be able to live more peaceably together.

Sustainable Tea at Unilever

rP os t 9-712-438 REV: DECEMBER 21, 2011 REBECCA M. HENDERSON FREDERIK NELLEMANN Sustainable Tea at Unilever op yo To survive and prosper over the long term, learn how to adapt your business model by making it servant to society and the environment. Not the other way around. — Paul Polman, CEO, Unilever In 2010 Unilever announced its commitment to a new â€Å"Sustainable Living Plan†, a document that set wide-ranging company-wide goals for improving the health and well-being of consumers, reducing environmental impact, and, perhaps most ambitiously, sourcing 100% of agricultural raw materials sustainably by 2020.Such a goal implied a massive transformation of a supply chain that sourced close to 8 million tons of commodities across 50 different crops. Unilever CEO Paul Polman believed that the company’s ambitious goals could drive savings, product innovation, and differentiation across the company’s portfolio of products. But more importantly, it would cre ate a company better suited to survive in the future which Polman envisaged: tC This is a world that is challenged. When you look at the interdependent challenges that we face on food security, poverty reduction, sustainability f resources, climate change, and social, economic, environmental development, these challenges have never been greater. And I believe that these pressures will only increase as 2 billion more people enter this world and many aspire to increase their living standards. 1 No The changes happening at Lipton, Unilever’s â‚ ¬3. 5 billion tea brand, were an important cornerstone of Unilever’s plan. For over five years, Michiel Leijnse, the global brand director for Lipton Tea, and the Unilever Procurement team had led the transformation of the Lipton brand and its supply chain towards a goal of 100% sustainable sourcing.Approximately 25% of all Unilever tea now came from Rainforest Alliance Certified farms and real gains had been made in the social, environmental and economic sustainability of tea production. The scale of Unilever’s mainstream partnership approach was unprecedented in the beverages industry, where â€Å"ethical† brands had failed to grow beyond niche market positions. Unilever’s goal was to have all of the tea in Lipton teabags sourced from Rainforest Alliance Certified farms by 2015, and to have every kilogram of Unilever tea sustainably sourced by 2020.Michiel Leijnse was confident that these goals could be achieved but the business faced two critical issues as they worked to make them a reality. Do The first issue was how Unilever could transform a supply chain that was not only geographically very diverse but also highly fragmented. Unilever bought tea from all producing regions, and in many markets the majority of production was contro lled by smallholders who sold their tea at open auctions.Unilever and the Rainforest Alliance had successfully certified Unilever’s own tea esta tes ________________________________________________________________________________________________________________ Professor Rebecca M. Henderson and Research Associate Frederik Nellemann (MBA 2011) prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright  © 2011, 2012 President and Fellows of Harvard College.To order copies or request permission to reproduce material s, call 1-800-5457685, write Harvard Business School Publishing, Boston, MA 02163, or go to www. hbsp. harvard. edu/educators. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Sustainable Tea at Unilever rP os t 712-438 nd those of many large plantations, but the firm now faced the increasingly difficult task of convincing smallholders in markets across the world of the benefits of changing agricultural practices and pursuing Rainforest Alliance certification. India, for example, was a major tea producer and consumer, but the small scale of many of the farms and the nature of local farming practices made certification a significant challenge. What should Unilever do in such markets? Should Unilever hold fast to Rainforest Alliance certification or instead work to implement incremental change through standards better suited for Indian practices?How could they persuade hundreds of thousands of smallholders to adopt new farming methods in market s where most tea production and consumption was local and Unilever was far from the dominant buyer? op yo The second issue was whether and how Unilever could gain market advantage from its move to sustaina ble tea. While the adoption of Rainforest Alliance certification appeared to have led to market share growth in some Western markets, it was not clear either that this would continue or that the concept of a sustainability message would resonate with consumers in developing markets like Turkey, India, or Russia.How should Unilever market its sustainability efforts in emerging markets? Beyond these two key issues several other smaller but also potentially important questions also consumed Unilever’s attention. The Unilever Sustainable Living Plan committed the company to sourcing 100% of all agricultural raw materials sustainably by 2020. Did this mean moving to sustainable paper in tea bags and packaging or to sustainable ingredients sourced in very small amounts—such as chamomile—where there was currently no sustainable supply?If so, what was the best way to approach such moves? And more broadly, were there lessons in Lipton’s experience for the rest of Unilever’s agricultural supply chain and for the power of sustainability as a source of consumer differentiation? Unilever tC Unilever and Lipton Tea No In 2011 Unilever was one of the world’s leading consumer goods companies, selling everything from food products to personal care and home care goods. It was a company with a global reach, with sales coming from more than 180 countries, over half of which were in the developing world.Worldwide, over two billion consumers used Unilever products each day, and 2010 revenue was over â‚ ¬44 billion ($59 billiona). 2 Just over half of these sales came from foods and beverages, with 31 % of sales in personal care and 17% in home care (see Exhibit 2 for breakdown by segment). The company employed 167,000 people globally. Much of the company’s success was due to its portfolio of strong brands. The company had 12 brands with individual sales over â‚ ¬1 billion per annum, including such widely recognized products as L ipton, Dove, and Axe . DoThe company faced competition from a number of other large consumer goods companies , including Procter & Gamble, Nestle, and Colgate-Palmolive. (See Exhibits 3-5 for further comparison financial figures). a Using exchange rate of â‚ ¬1 = $1. 35 as of December 2, 2011. 2 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 712-438 rP os t Sustainable Tea at Unilever Unilever Tea Lipton Tea was the largest tea brand in the world with annual sales of approximately â‚ ¬3. billionb. Unilever’s tea portfolio contained a number of other strong regional brands such as PG tips in the United Kingdom (U. K. ), Lyons in Ireland, and various other brands in countries around the world, including India, Pakistan, Russia, and Poland. Lipton’s global market share was nearly three times that of its nearest rival, Tata Beverage s, the owners of Tetley Tea. Lipton teas were sold in over 130 countries, with particular popularity in Europe, North America, the Middle East, and parts of Asia.Growth in the developed world was in the order of 1%-2% a year, but the markets of the developing world—specifically India and China—were seen as particularly promising, with anticipated annual growth rates of close to 10%. op yo In 2010, Unilever sold nearly 350,000 tons of tea. Approximately 90% came from external suppliers, with the remainder coming from Unilever’s own estates in East Africa, including its flagship estate in Kericho, Kenya. Every market had a distinct taste in tea, making it to some extent reliant on supply from particular countries.For example, the North American market sourced much of its tea from Argentina, since its tea was particularly well suited for iced tea, which was popular in the U. S. The Global Tea Market tC Tea was the world’s most popular beverage after water. I n 2009, approximately 4 million tons of tea was produced in 46 countries, with China, India, Kenya, and Sri Lanka accounting for 70% of global production. 3 Kenya, where much of Lipton’s tea was produced, accounted for approximately 8% of global production,4 but was the world’s largest exporter of tea (see Exhibit 14 for a breakdown of global tea production). No Russia, the U. S. , and the U. K. were the biggest net importers of tea, accounting for nearly 30 % of global imports. 6 Tea was consumed for a variety of reasons and in a wide variety of blends. For example, Japan with its strong preference for green tea consumed approximately a fifth of all global green tea supply. Tea was an ingrained part of daily life in many countries for cultural and historical reasons. In other parts of the world, tea was becoming increasingly popular due to its perceived health benefits. 7Historically, global tea markets had suffered from over-supply. The resulting price pressure was e xacerbated by tea’s high degree of commoditization, low switching costs for consumers, and tea’s perishability, which meant prices were often cut drastically to clear stocks. 8 As seen in Exhibit 6, despite moderate gains in the price of tea since 2000, the price of tea in real terms in 2010 was still 35% lower than its peak in the mid-1980s. 9 Tea Production and its Consequences Do Tea production was a very labor-intensive activity.With a few regional exceptions, tea production occurred year-round, as the top two to three leaves of the plants were carefully hand- b This figure included some sales realized through the joint-venture with Pepsi on ready-to-drink products. These sales are not included Unilever’s total turnover. 3 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Sustainable Tea at Unilever rP os t 712-438 icked every 7 to 21 days, depending on the altitude and climate. 10 Tea plantsc could grow to a height of 30 feet or more, but were usually cropped at about 2 to 3 feet and then pruned regularly in order to make them easier to pick. 11 The leaves were plucked by hand and then processed immediately either on-site at the plantation or at a bought-leaf factory. 12 During processing, tea leaves were withered, macerated, oxidized, dried and sorted on site. The processed tea was then transported to a broker or auction, after which it was blended, sometimes flavored, and packaged.Finally, it entered the relevant retail sales channel before ending up with the consumer. op yo Inappropriately managed, tea production could raise a number of social and environmental concerns. The industry contained a mix of large-scale estates and smallholders, each with their own challenges. Over the years there had been reports of bad working conditions on poorly managed plantations that damaged worker health through ex posure to harmful pesticides and agrochemicals. In certain cases, the workforce included migrant laborers with no protection in case of illness, pregnancy or other factors. 3 They generally received low wages and were not always given medical care, housing, education or pensions. Further, in some cases independent trade unions, when they existed, had been accused of corruption or ineffectiveness. 14 tC For some smallholders who grew tea as a cash crop, tea production implied the conversion of tropical forests into agricultural land which could lead to reductions in local species diversity and to soil degradation. 15 However, for most farmers unsustainable practices were a result of focus on increasing yields and not acreage.Logging for the firewood needed to dry tea could lead to local deforestation, which could in turn led to problems in water retention. Some farms used excessive amounts of fertilizers and pesticides, which could negatively affect soil quality and pollute local soi ls and waterways. Years of commoditization had contributed to a downwards price spiral that put pressure on workers and the environment as farmers tried to safeguard their income. Unilever’s Commitment to Sustainable Tea No Unilever first established a set of good agriculture practice guidelines in 1998.The guidelines outlined sustainable farming practices for the suppliers of its major crops, including tea, palm oil and tomatoes, and included 10 key indicators of environmental, social, and economic performance, each with their own sub-parameters (see Exhibit 7b for more details). The guide was not imposed on external suppliers, but it was shared with them and with the broader public. This was the first move of this kind in the industry. Do In 2006, Michiel Leijnse began the process of transforming this internal commitmen t into a major consumer-facing initiative.He believed that many Western consumers had become sufficiently concerned about sustainability that it might help drive product differentiation. More importantly, he saw this as an opportunity to transform the entire tea industry , benefiting not only tea workers and the environment, but also purchasers of tea who were reliant on a healthy supply chain. Aware that such a transformation was not costless, Leijnse explained the initiative’s rationale: If we didn’t do something to transform the industry, at some point we just wouldn’t be able to get the quality and quantity of tea we need.While we might see market share gains in c There are two main varieties of the tea plant: China and Assam. The Assam variety, which is used in India and Kenya, is the most common. All varieties can and are used to produce green and black tea. There are many kinds of hybrids between the varieties, and other factors like soil, climate, altitude, picking time, and processing all affect t he flavor. 4 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 712-438 rP os tSustainable Tea at Unilever some markets, it won’t always be the case. It is a challenge to properly align the short -term and long-term interests of the brand. Tea Certification and the Rainforest Alliance op yo Leijnse and his team decided to pursue certification for the brand, and chose the Rainforest Alliance, a founding member and secretariat of the Sustainable Agriculture Network (SAN), as its certification partner. There was significant overlap in both Unilever’s and Rainforest Alliance’s approach to sustainable agriculture practices, in that both focused on environmental, economic, and social factors.Further, the Rainforest Alliance focused on market-based premiums rather than fixed price supports (characteristic, for example, of FairTrade products) as the best way to create change. The Rainforest Alliance had some consumer recognition from previously su ccessful campaigns certifying a range of other commodities, including bananas, coffee, and cocoa but had no prior experience with tea certification or on the African continent, where Unilever had decades of experience from its tea estates. Unilever set ambitious targets for the implementation of Rainforest Alliance certification.By 2011, its initial target of having all Lipton Yellow Label and PG tips tea bags in Western Europe certified by 2010 had been successfully achieved. Lipton had committed to sourcing all the tea in Lipton tea bags from Rainforest Alliance-certified estates by 2015, approximately a third of all Unilever tea volume. And if Lipton were to meet the commitments of the Sustainable Living Plan, by 2020, 100% of Unilever’s tea would need to be sustainably sourced, although the Plan did not commit Unilever to using tea from Rainforest Alliance certified farms. tCThe certification process Rainforest Alliance certification evaluated farms according to 10 princi ples covering issues such as worker welfare, farm management, and environmental protection , each with its own criteria. 16 The Rainforest Alliance certified entire farms, so that in order for any of a farm’s crops to be certified, the entire production area for all crops had to meet the standards. In order to obtain and maintain certification, a farm had to be in compliance with at least 50% of the applicable criteria associated with each principle and with at least 80% of the total set of applicable criteria.Further, there were fifteen critical criteria which were mandatory for certification, regardless of overall compliance (see Exhibit 7a for information on certification standards). 17 Do No While independent farmers bore the costs of complying with the Rainforest Alliance standards (for each estate or group being certified covered, there was a certification cost of approximately â‚ ¬3,000 to â‚ ¬4,500, or $4,000 to $10,000, depending on farm size18), Unilever also incurred costs in choosing to buy certified tea. First, Unilever paid a premium for the tea. In 2011, this was approximately â‚ ¬0. 08 per kilogram of tea.In 2010, the average market price per kilogram of tea was â‚ ¬1. 69 ($2. 28). 19 In the market for certified coffee, price premiums of 15% had been seen. From 2011, Unilever had to pay the Rainforest Alliance a participation fee in order to carry the organization’s frog logo on its pack.. This fee was â‚ ¬0. 0089 ($0. 0125) per kilogram of tea. Unilever’s Procurement organization devoted six full-time equivalent people to work on the roll-out of global certification education and spent approximately â‚ ¬200,000 per year on the development and deployment of farmer training in conjunction with the Rainforest Alliance.Scaling Certification in the Supply Chain Unilever had to certify almost a quarter of its tea volumes to meet its 2010 goals. Given the lack of any pre-existing certified sources, Unilever and the Rainforest Alliance faced a significant challenge in developing large volumes of certified tea in a relatively short time period. To address this, 5 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Sustainable Tea at Unilever rP os t 712-438Unilever’s efforts initially focused on certifying Unilever’s own production in Kenya and Tanzania as well as some of its larger and better-managed tea suppliers. Achieving the firm’s 2015 and 2020 goals would require working further down the supply chain with smaller, less organized suppliers operating in a wide variety of different countries, each of whom had different agricultural practices, government support, and institutional capacity. Unilever had been successful in building a certified supply chain in East Africa. Could this be replicated across the entire supply chain?The Certific ation of Unilever’s Own Estates in East Africa op yo The Unilever estates in Kenya and Tanzania were the first sites to be certified. Unilever had actively worked to maximize long-term yields and to control costs ever since planting commenced on the 13,000 hectare estate20 in Kericho, Kenya, in 1928. For example, tea bush prunings were left on the field to rot, rather than being removed as waste or for use as firewood or cattle food, a practice that maximized soil fertility and water retention. The estate also carefully managed its fertilizer use.Fertilizer was not only expensive but also a potential threat to soil quality if mismanaged. On-site hydropower provided reliable electricity at one-third the cost of power bought from the Kenyan grid , and the tea was dried using wood sourced from fast-growing eucalyptus forests planted on the edge of the estate. In contrast to estates in Asia, Kericho made only minimal use of agrochemicals and other pesticides, both because of the favorable climate and also through appropriate management of the surrounding land which was home to natural predators of many pests. tCThe Kericho estate also invested in the health and well-being of its 16,000 employees and their dependents. The employees, who were paid a fixed sum per kilo of tea plucked, typically earned twoand-a-half times more than the local agricultural minimum wage. In addition, Unilever provided them with free access to company housing and health care, including the company’s hospital and pharmacies and the employees’ children were educated in company-owned schools. 21 The company had recently invested â‚ ¬1. 2 million to update many of these facilities. No The Kericho estate achieved some of the highest yields in the world , with annual yields of 3. to 4 tons per hectare, compared to an average of 2 to 3 tons per hectare in India. At the Unilever estate in Tanzania, which followed similar practices, the yields were 3 tons per hectare compar ed to less than 2 tons per hectare in the rest of the country. â€Å"The sustainability work we did at Kericho made good agricultural sense, and in the long run it also made good financial sense,† explained Richard Fairburn, former managing director of Unilever Tea East Africa. â€Å"We understand that this is simply the way the industry needs to operate in order to survive and thrive. To further increase the supply of certified tea, Unilever identified a priority list of its larger suppliers in Africa, Argentina and Indonesia. Many of these estates were already professionally managed and were certified following adjustments to existing practices using available tools. 22 Working Down the Supply Chain Do Initial success with small-hold farmers in East Africa Certifying the 500,000 Kenyan smallholders from which Unilever purchased tea was a critical component of the Rainforest Alliance roll-out since East Africa alone accounted for nearly one third of Unilever’s total tea requirement.Fortunately, Unilever was able to work with the Kenyan Tea Development Agency (KTDA) and with the IDH, the Dutch Sustainable Trade Initiative, to design a program that â€Å"trained the trainers† and led to the rapid diffusion of sustainable farming practices across the country. 6 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 712-438 rP os t Sustainable Tea at UnileverThe KTDA was a highly respected farmer’s cooperative covering 62% of all Kenyan prod uction through 59 factories. Its goal was to help local farmers receive better prices as well as to provide training and other extension services. In 2011, Unilever bought approximately 40% of KTDA’s production. 23 Unilever worked with the Kenyan Tea Development Agency (KTDA) and the Rainforest Alliance to educate the locally-elected lead farmers who did the bulk of the smallholder training. Each factory elected 30 to 40 lead farmers, each of whom received approximately three days training.Most of the training costs were covered by international donors like IDH but it was expected that the KTDA would ultimately take over this responsibility, estimated to be about â‚ ¬1 to â‚ ¬2 ($1 to $3) per tea farmer. 24 op yo Each lead farmer was expected to train approximately 300 other farmers through group and individual training, with the focus of the training being hands-on demonstration of sustainable agricultural practices. The meetings could also be used as a way to increase awareness of the potential price premiums paid for Rainforest Alliance certified tea.The certification criteria were broken down into actionable activities that could be easily communicated and the Rainforest Alliance helped develop simple posters and check lists that the lead farmers coul d distribute (see Exhibit 9 for an example). The process was designed to be very participatory, and further technical support was provided by the KTDA’s extension officers, who also received training. 25 Certification was organized at the factory level. For the external audit, the Rainforest Alliance or an authorized third party checked compliance with a sample of farmers at random.Prior to this, each farmer was also internally audited by a lead farmer, but never by the same lead farmer who trained them. Lead farmers received some modest financial support in the first year to cover the costs associated with their efforts. tC Most of the changes asked of farmers did not require huge changes in practice or much investment. For example, getting farmers to leave their pruning in the field (to improve soil quality) rather than removing them for use as firewood required persuading farmers to plant trees for fuel. Tree seeds were very cheap and Unilever subsidized the cost.Farmers were also encouraged to make compost from organic waste rather than burning it, as well as making better use of waste and washing water. No Some changes were expensive. For example, the Rainforest Alliance standards required the use of personal protective equipment for the spraying of (approved) pesticides. This could cost up to $30, half a month’s salary for a smallholder 26. However, the KTDA set up its own micro-credit scheme to assist farmers with these kinds of purchases, and in some places, the local smallholders had pooled money to buy a single set which was shared. 7 A pilot study done by Unilever in 2004 showed that total net investments were less than 1% of total cash farm income for the first year. Do Many of the farms saw yield gains of 5%-15% from the implementation of more sustainable practices, improvements in the quality of the tea, and reductions in operating costs as well as higher prices for their tea. Average income increased by an estimated 10%-15% and Unilever also felt that sustainable practices would help farmers better adapt to the climatic changes, like abnormal rainfall patterns, that many locals were already witnessing. 8 But according to Richard Fairburn, the most salient benefit to farmers was in their personal empowerment: â€Å"The Kenyan smallholders are ultimately interested in creating a farm in good health that can be passed on to future generations. That was the ’sustainability’ that resonated with them. † By 2011 the Rainforest Alliance had successfully certified over one-third of the smallholder farmers in Kenya, and Unilever was confident that eventually all Kenyan smallholders would gain certification.One encouraging sign was that some of the first groups to become certified had since 7 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Sustainable Tea at Unilever rP os t 712-438 independently renewed their certification. 29 Whether this mode l could be rolled out to other tea growing regions like Turkey and India was, of course, still in question. Marketing the Sustainable Message to Consumers op yoWhile Unilever’s procurement organization took the lead on sustainable sourcing, Leijnse’s major task was to explore whether and how the company’s commitment could be translated into increased sales or market share. This effort was complicated by the fact that Unilever had a portfolio of tea brands, each with its own distinct brand proposition. Leijnse had responsibility for Lipton, the largest of the brands, but he needed to work closely with his fellow brand managers across the category to frame appropriate messages and to communicate them well.His research suggested that an increasing number of consumers were interested in a brand’s ethical position and that credible action could change consumer preferences, but no one believed that any of Unilever’s tea brands should become â€Å"greenà ¢â‚¬  brands. â€Å"Certification was never approached as green marketing, but rather as a new marketing message for consumers,† explained one manager involved with the U. K. campaign. â€Å"Consumers aren’t choosing our product because it’s green, but because this new message was aligned with their expectations for our brand. †Retailers were very supportive of the certified tea —some even demanded it—since the product was well aligned with the retailers’ own sustainability initiatives for their businesses and supply chains. Despite this, none of the brand managers wanted to charge a premium for sustainable tea. Instead they hoped to use certification to boost brand equity and, possibly, market share. The Early Successes of the Rainforest Alliance Initiative tC Rainforest Alliance certification was launched with full-scale marketing campaigns for all of Unilever’s biggest Western European and Australian tea brands, including L ipton Yellow Label, PG tips, and Lyons.In some markets the campaigns met with significant success. In others, however, the impact was much more limited. No The PG tips success The U. K. market was a large and important one for Unilever , representing just under 10% of the firm’s tea production. The almost â‚ ¬990 milliond (? 850 million) market was dominated by two major brands, PG tips and its rival Tetley Tea, who each had roughly a quarter of the market. 30 PG tips was a classic black tea blend, with few line extensions. The U. K. was broadly seen as a progressive country when it came to environmental policies .However, while Unilever’s research suggested that the mass-market consumer was aware and concerned about â€Å"sustainability issues,† broadly defined, they were not interested in paying more for green products. The PG tips brand was a mass-market, working class brand that held a place in the everyday lives of it consumers, who were in general middl e-aged and middle-income. The brand proposition was one of sociability, family, and light-heartedness. This was captured in its ad campaigns which were infused with off-beat British humor. Do In 2008, PG tips was the only brand on the market proposing any sustainability differentiation.The marketing team treated the initiative as a major brand innovation and devoted the entire â‚ ¬12 million (? 10 million) marketing spend in the launch year 2008 to promoting the efforts. Previous U. K. experience found that it took 12 to 18 months to address mental barriers and fully land a message with consumers. The challenge for the PG tips team was to find a message that would resonate with d Using exchange rate of â‚ ¬1 = ? 0. 86 as of December 2, 2011 8 This document is authorized for use only by LINDA KELLY-HAYES until June 2011.Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 712-438 rP os t Sustainable Tea at Unilever its core co nsumers while maintaining consistency with the brand’s core proposition. â€Å"It was a huge challenge,† explained Neil Gledhill of the PG tips campaign. â€Å"We had to talk to mainstream consumers in a way that explained a complex topic without preaching, all in a languag e aligned with the brand. † op yo The chosen message, â€Å"do your bit: put the kettle on,† emphasized the positive action that consumers could take by drinking PG tips.The campaign tried to keep the light-hearted spirit of the brand’s previous campaigns and used its well-established characters: a talking monkey called Monkey and a working class man named Al. In one of the ads, for example, Monkey, presenting a slide show in the kitchen, explained to Al what certification meant, and how easy it was for him to do the right thing (see Exhibit 11). The campaign used TV and print, as well as a short movie that was shown as a preview in cinemas and ultimately included as a DVD in sp ecial promotion packs along with a tea towel.Packaging was also changed to include the certification seal and a description of the alliance. Prior to the campaign, PG tips and Tetley Tea were battling hard for the top spot in the British market. However, following the campaign, PG tips developed a significant lead in market share, with its market share increasing by 1. 8 points, while Tetley remained relatively flat ; and the purchase repeat rate increased from 44% to 49%. Sales of PG tips increased by 6%. Surveys suggested that there had been a steady increase in the perception of PG tips as an ethical brand following the launch of the campaign. No tC Project Sunshine†: the Australian success Like the U. K. , Australia was a relatively straight-forward tea market with only a handful of available products, and most sales in black tea. Prior to the launch of the campaign in 2009, the Lipton brand held nearly a quarter of the â‚ ¬260 millione (A$345 million) market. Unileverà ¢â‚¬â„¢s other brand, Bushell’s, had an approximately 13 % share of the market. The local team chose the phrase â€Å"Make a Better Choice with Lipton, the world’s first Rainforest Alliance Certified tea†, and because of the relatively small portfolio, it was implemented across the majority of the products.They felt that it was aligned with the existing brand vision, which had been â€Å"Drink Better, Live Better†, an attempt to increase the perceptions of quality and health benefits of the Lipton brand. The â‚ ¬1. 1 million (A$1. 4 million) campaign covered television, print, and public relations. Unilever also supported the initiative with in-store promotions. Packaging was changed to include the Rainforest Alliance seal on the front of the pack, with further explanation of the initiative and its benefits placed on the back and sides.Customers were not charged a premium for certified tea since surveys had found that higher prices were a perceived bar rier to sustainable consumption. Relative to the same test period the year before the campaign, sales were up 11 % and Lipton’s market share rose by 158 basis points from 24. 2 % to 25. 8%. Average purchase value per occasion rose from â‚ ¬3. 11 to â‚ ¬3. 23 (A$4. 10 to A$4. 25). The only area where the Lipton brand did not improve was on perceptions of quality, which decreased slightly during the campaign. Do Full activation in Italy The Italian tea market was estimated to be approximately â‚ ¬285 million in 2010.Unilever had an approximately 12% share. 31 The Italian marketing team supported the certification with a â‚ ¬3 million mixed campaign of television, press, online, public relations, in-store promotions, and packaging updates. The message chosen was â€Å"your small cup can make a big difference†. Following the first year of the campaign in 2008, Lipton saw s ales of its Yellow Label brand increase by 10. 5% and market share increase by over 2 ful l percentage points. It also witnessed an increase in its buyer base, which came mostly from younger and more upmarket consumers. The Using exchange rate of â‚ ¬1 = A$1. 31 as of December 2, 2011 9 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Sustainable Tea at Unilever rP os t 712-438 team continued to support the campaign with in store promotion in 2009 and a web and editorial partnership with Italy’s National Geographic magazine in 2010, all of which cost â‚ ¬250,000. The French market disappointment In 2010, Lipton had a 37% market share in the â‚ ¬430 million French teaLipton’s main competition came from retailers’ private label brands, which accounted for 30%-40% of sales. In France, Unilever’s portfolio was more diversified: Lipton sold over 40 different tea products. Whereas in the UK and Australia Uni lever had been able to carry the certification message on the majority of its products, in France it was initially only linked to the Lipton Yellow Label black tea product, representing only about a fifth of sales. market. 32 op yo The first wave of the campaign in France relied heavily on a significant public relations effort to educate consumers and customers (i. . , the retailers) to inform them of Lipton’s certification efforts. The team focused on engaging key opinion leaders and journalists with press releases, media and press conferences, and trips to the Kericho estate in Kenya. The brand’s efforts were widely covered in the press and the team felt that they had made significant inroads attracting attention. Print ads with the message â€Å"your tea can make a difference† were placed in travel and cooking magazines and were primarily focused towards current consumers, who tended to be female and over the age of 50.The team’s research had suggested that French consumers were less likely to buy with a Rainforest Alliance seal on the box. This reluctance appeared to reflect a dislike of packaging change rather than any lack of concern for environmental issues, but as a result the team chose a staggered approach to package change, whereby certification was initially only announced on the inside of packs, before being added to the back of packs. Only in 2010 did the seal start to appear on the front of packs. This made it harder for consumers to link advertising support to the product they were seeing on shelves.No tC The campaign received TV support in 2009 and 2010 as well as an online competition , where the winners won a trip to Kenya, intended to engage consumers and bloggers. The limited television advertisements ran Q4 2009 and Q1 2010 and contained scenes of sustainable farms in Africa, as well as information about the Rainforest Alliance (see Exhibit 11). In total, only 10% of the team’s marketing spend went towar ds supporting the Rainforest Alliance message, with the remainder going towards more conventional promotion and support of other innovations.Lipton market share remained flat and awareness of the brand did not increase. Further, the campaign was not successful in linking Lipton to Rainforest Alliance, and Lipton was not seen as more ethical than other tea brands. Do The United States experience The U. S. tea market was an almost â‚ ¬1. 5 billion ($2 billion) market in 2010. 33 Unilever’s U. S. campaign was launched in the summer of 2009 with a particular focus on the brand’s green tea line, where Lipton was second in the market. The mainstream black tea range was not linked to the Rainforest Alliance initiative.Company research had shown that 80% of U. S. consumers wanted to buy eco-ethical brands, although without sacrificing on cost or quality. Only 5% were willing to pay a premium. The message used was â€Å"Your Small Cup Can Make a Big Difference,† altho ugh Unilever also had other messaging for its ready-to-drink beverage line running concurrently. To generate credibility, Unilever allowed National Geographic to create independent TV, print, and online content about the certification, which was published between June and September of 2009.The campaign was also supported by a sponsored trip to the Kericho estate for three online bloggers and journalists, as well as advertising in online and social media. The packaging was changed to include the Rainforest Alliance seal on the front of the pack and information about certification on the pack side and flap. A retail partnership with Walmart and Sam’s Club provided information and positive images at the point of purchase, which helped 10 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. du or 617. 783. 7860. 712-438 rP os t Sustainable Tea at Unilever reinforce percepti ons of health and quality benefits (see Exhibit 13). Analyses done by the marketing team indicated a strong ROI for the â‚ ¬740,000 ($1 million) dollar campaign; however given the size of the business, the investment was relatively small. Unilever did not see any significant effect on overall market share for Lipton or the Rainforest Alliance certified -green tea. Challenges Going Forward op yo A few years after the launch of the certification scheme many of Unilever’s major competitors responded with their own certification programs.Tetley, Twinings, and Yorkshire Tea all made arrangements for some or all of their tea suppliers to obtain Rainforest Alliance certification, while Pickwick and Carmien Tea opted to use UTZ, a certification scheme originating in The Netherlands. Yorkshire Tea announced a goal of selling 100% Rainforest Alliance certified tea by 2015 . 34 Twinings had goals of 100% certification by 2015 for its Everyday brand tea. 35 Tata’s Tetley Tea vo wed to have 100% of its branded tea certified by 2016, a year after Lipton. 6 The surge in demand placed pressure on the Rainforest Alliance, who expected to be certifying close to 20 %-25% of the world’s tea supply by 2015. 37 The Emerging Market Challenge tC With competitors committing to third party certification, sustainable tea at Unilever faced a number of challenges going forward. On the supply side the company had to improve farming practices in some very difficult markets in order to meet the company’s targets. On the marketing side, Leijnse and his colleagues had to decide how to proceed in emerging markets. Could consumers in countries like Turkey, Russia or India be persuaded to value certified tea?If so, how? And how could Lipton maintain a point of difference in countries where competitor brands had followed suit? Reaching 100% Sustainable Sourcing No In 2011, Unilever sourced approximately 25% of its global tea requirement from India; most of it was cons umed domestically. Some Indian tea growers had already achieved Rainforest Alliance certification, but they were generally exporters and Unilever purchased a significant share of their production. Converting smaller domestic producers to sustainable practices presented (at least) two tricky challenges.First, developing an organizational model that could handle training and roll out seemed likely to be difficult. A large proportion of India’s tea was grown by smallholders who sold to local tea factories. However, in contrast to the situation in Kenya, there were no government sponsored tea-cooperatives, and farmers were free to sell to any factory. Some factories did provide extension services and training for their farms, but the quality of these services varied dramatically. Do Second, farming practices in India were in conflict with the Rainforest Alliance over two main issues, child labor and pesticide use.The standards did not permit certified farms to employ anyone under the age of 15, but Indian law and the United Nation’s International Labor Organization permitted the employment of 14 year olds in developing countries. Moreover in India the pesticide paraquat was widely used in tea production. It was quick and effective but it was also highly toxic when ingested or absorbed without protective equipment 38 and it was implicated in many suicides in the developing world due to its low cost, potency, and widespread availability. Paraquat was banned by the European Union but allowed under restricted use in the U.S. 39 Rainforest Alliance standards did not permit its use, and as paraquat use was one of the critical criteria; exceptions could not be made by country. 40 11 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Sustainable Tea at Unilever rP os t 712-438 Unilever could potentially address these issues by introducing an alternative standard tailored to India’s local practices. This standard could act as a stepping stone towards future certification.Unilever would almost certainly need partners to transform Indian tea growing. One option was to work with local NGOs, as they had in Kenya, but another was to consider working with industry wide initiatives. Marketing in India and Other Emerging Markets op yo Getting the messaging right in India would be another important challenge. Tea was the traditional hot beverage of India and the market was estimated to be â‚ ¬1 billionf (RS 64. 6 billion) in size, with Unilever the market leader with a share around 30%. Demand for tea was robust, with the market growing an estimated 12% per annum by value and 3% per annum by volume from 2005 to 2010.The demand for tea had actually outstripped the growth in national tea production, resulting in tea price increases in 2010. 41 Approximately two-thirds of the market, by volume, was sold as u nbranded loose black tea (in bulk). Only one-third of the market was branded tea, which was almost exclusively loose black tea in packets. Tea bags represented less than 2% of the market, but were a growing segment. G reen tea was another high-growth category, particularly in urban areas, because of its perceived health benefits. 2 Almost three-quarters of all tea was still sold through independent small grocers, but supermarkets and hypermarkets had begun to slowly increase their share as rising incomes began to shift consumer buying behavior. Branded coffee shop chains had also become popular, particularly with young Indian consumers, who increasingly viewed tea as an old-fashioned beverage. 43 tC Unilever’s Indian subsidiary, Hindustan Unilever, sold mostly through two major brands, Brooke Bond and Lipton, who had market shares of 19 and 6% respectively in the branded tea market.Its main competitor was Tata Global Beverages who had a market share of 26%, mostly under its T ata Tea brand, which had almost 20% of the market by retail value. 44 But Unilever also faced competition from regional tea companies who took pride in tailoring their blends and preparation methods according to local preferences and who often competed aggressively on price. No Under the Sustainable Living Plan umbrella, Hindustan Unilever had begun to introduce products designed to improve the quality of life of India’s poorest consumers, including new, highly effective hand soaps and a range of water purifiers.The company had also been marketing Surf Excel, a concentrated laundry detergent, which required up to two fewer buckets of water for washing than competing products. 45 The company believed that if the environmental issue was tangible and had an immediate local impact, awareness and appreciation of the issue was generally high. But it was less clear if Unilever could communicate the comparatively distant benefits of sustainable tea farming. Do Michiel Leijnse wondere d whether the company’s recent experience in Turkey could provide any lessons.In Turkey, the tea growing industry played a promine nt role in national cultural identity, and the Turkish team had chosen a message that suggested certified tea offered national benefits, highlighting gains to domestic producers, as well as to the country’s tea crops (see Exhibit 8). Should something similar be attempted in India? He also had to consider how tea could be marketed in emerging markets where there was no tea growing base. One such example was Russia, where Unilever had a 16% share of the almost â‚ ¬3 f Using exchange rate of â‚ ¬1 = RS 69. 6 as of December 2, 2011 12This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 712-438 rP os t Sustainable Tea at Unilever billiong (RUB 115 billion) market in 2010. Tea was a traditional Russian drink con sumed by almost everyone. 46 The market was led by a domestic tea manufacturer, and while volume growth had been limited, sales in the market had been growing at close to 15% since 2005, as consumers switched to more expensive varieties of tea and as the major Russian brands continued to expand the range of their offerings. 7 Could Unilever’s sustainable tea platform serve as the basis for product differentiation that would drive growth and market share in Russia? Or should Unilever forego any promotion of sustainability and instead focus on other ways of competing in the Russian market? Concluding Thoughts op yo With the launch of Rainforest Alliance certification in 200 7, Unilever had started the transformation of the tea industry and improved the lives of hundreds of thousands of farmers. It had also demonstrated that in certain markets certification could increase market share.However, with most major tea manufacturers implementing aggressive certification targets of the ir o wn, it appeared that sustainability might, at least in Western markets, become increasingly more a cost of doing business and less a source of competitive advantage. Unilever needed to decide not only how to ensure that 100% of its supply chain could be sustainably sourced, but also how that message could be communicated in a diverse group of emerging markets. Michiel Leijnse also needed to decide how far he could push sustainability in the brand.If Unilever were to reach its targets under the Sustainable Living Plan, all agricultural raw materials would eventually need to be sustainably sourced, including the paper and board used for the tea packaging and tea bags (see Exhibit 10). Could this be communicated to consumers in a useful way? Do No tC Looking across Unilever, Leijnse wondered if his experiences in tea had anything to contribute to marketing managers grappling with the potential benefits of 100% sustainable sourcing.From a marketing perspective, tea and the Lipton b rand had been an obvious choice to st art talking about sustainability given the tight link between the raw material and the end product. The same could not be said for many of the other raw materials that Unilever purchased. For example , Unilever was the world’s largest buyer of sustainable palm oil and it had committed to ensuring that all its purchases came from sustainable sources by 2015. Consumers did not ultimately buy sustainable palm oil, but rather products such as soap and edible fats that used it as one among many ingredients.Unilever was uncertain whether to create awareness of its efforts among consumers. Moreover, Leijnse had experienced increased attention and criticism from activists since launching the Rainforest Alliance partnership; would the Sustainable Living Plan potentially make Unilever a bigger target for scrutiny? Were there any lessons that could be learned from Lipton? g Using exchange rate of â‚ ¬1 = RUB 41. 4 as of December 2, 2011 13 This d ocument is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Exhibit 1Sustainable Tea at Unilever rP os t 712-438 Unilever Income Statements, 2006-2010 (â‚ ¬ Millions) 2010 44,256 37,637 6,619 15. 0% -992. 86 6,338 14. 3% 206. 97 -413. 94 6,131 1,534 4,597 2008 40,519 21,340 19,179 47. 3% 12,012. 79 1,002. 90 7,166 17. 7% 361. 96 -399. 96 7,128 1,844 5,284 2007 40,116 20,522 19,594 48. 8% 13,790. 41 941. 28 5,235 13. 1% 646. 66 -5,175 1,126 4,049 2006 39,647 20,095 19,551 49. 3% 13,900. 57 982. 07 5,408 13. 6% 181. 87 -4,832 1,146 3,686 3,370 -3,370 3,370 8. 5% 5,284 0 5,284 5,026 12. 4% 3,801 80 3,881 3,881 9. 7% 3,415 1,330 4,745 4,745 12. 0% 1. 46 1. 46 1. 46 0. 86 1. 17 1. 17 1. 17 0. 69 1. 3 1. 73 1. 73 0. 69 5. 12 5. 24 5. 24 0. 72 4. 6 6. 4 6. 4 0. 45 op yo 2009 39,821 33,933 5,888 14. 8% -1,031. 94 5,020 12. 6% 324. 98 -428. 98 4,916 1,257 3,659 4,243 -4,24 3 4,243 9. 6% Revenue Cost of Goods Sold Gross Profit Gross Profit Margin SG&A Expense Depreciation & Amortization Operating Income Operating Margin Non-operating Income Non-operating Expenses Income Before Taxes Income Taxes Net Income After Taxes Continuing Operations Discontinued Operations Total Operations Total Net Income Net Profit Margin tC Diluted EPS from Continuing Operations Diluted EPS from Total Operations Diluted EPS from Total Net IncomeDividends Per Share Source: Unilever income statements, via Hoover’s Inc. , www. hoovers. com, accessed November 2011. Exhibit 2 Revenue and Operating Income by Divisiona, 2010 (â‚ ¬ Millions) Ice Cream & Beverages Personal Care Home Care Total 14,164 11,318 2,846 20. 1% 8,605 7,881 724 8. 4% 13,767 11,471 2,296 16. 7% 7,726 7,253 473 6. 1% 44,262 37,923 6,339 14. 3% No Savory, Dressing, & Spreads Revenue Operating Expenses Operating Income Operating Margin Source: Company documents. a Some of Unilever’s other brands i nclude Hellman’s, Knorr, Becel, Heartbrand Icecream, Breyers, Axe, Dove, Vaseline, Omo,Do and Surf. 14 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. L'Oreal Reckitt P Danone Nestle Colgate Unilever Revenue Growth by Company (%) CAGR, 1980-2009 9. 4% 8. 5% 6. 9% 6. 0% 5. 2% 3. 8% 3. 5% Source: Company documents. Exhibit 4 Nestle Reckitt L'Oreal Danone Colgate P&G Unilever CAGR, 1980-2009 18. 6% 16. 9% 16. 6% 14. 0% 12. 6% 12. 4% 10. 2% 2000’s 3. 6% 10. 6% 7. 8% 0. 5% 3. 1% 6. 1% -2. 0% tC 1980-1989 37. 5% 24. 2% 23. 4% 31. 1% 16. 0% 17. 1% 1. 5% 1990-1999 21. 7% 7. 6% 34. 7% 10. 3% 23. 0% 17. 7% 10. 6% 2000-2009 3. 4% 16. 1% -3. 1% 2. 4% 0. 9% 6. 6% -3. 4% EBIT Margins by Company (%) 1980 11. 0% 10. 5% 9. 3% 8. 4% 7. 9% 6. 8% 5. 7% No L'Oreal P Reckitt Nestle Colgate Danone Unilever 1990’s 9. 8% 5. 9% 4. 8% 5. 7% 5. 4% 5. 4% 2. 5% Enterprise Value Growth by Company (%) Source: Company documents. Exhibit 5 1980’s 13. 7% 8. 9% 8. 3% 11. 5% 7. 8% -0. 2% 8. 1% op yo Exhibit 3 712-438 rP os t Sustainable Tea at Unilever 2009 14. 2% 20. 5% 25. 2% 14. 6% 24. 0% 16. 4% 14. 8% Margin growth (bps) 326 999 1591 621 1610 963 912 DoSource: Company documents. 15 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Global Average Tea Pricesa, 1960-2010 (US cents per kilogram) op yo Exhibit 6 Sustainable Tea at Unilever rP os t 712-438 World databank, tC Source: Adapted from World Bank data, Global Economic Monitor (GEM) Commodities, http://databank. worldbank. org/ddp/home. do? Step=1=4, accessed November 2011. Do No a Base year is 2000. Prices are averages of Colombo, Kokata, and Mombasa auctions. 16This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copyin g or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Exhibit 7a Ten Core Principles of Sustainable Agriculture Network Social and Environmental Management System Ecosystem Conservation Wildlife Protection Water Conservation Fair Treatment and Good Working Conditions for Workers Occupational Health and Safety Community Relations Integrated Crop Management Soil Management and Conservation Integrated Waste Management op yo 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 712-438 rP os t Sustainable Tea at UnileverSource: Sustainable Agriculture Network, â€Å"Our Standards : SAN Principles,† Sustainable Agriculture Network website, http://sanstandards. org/sitio/subsections/display/7, accessed December 2011. Exhibit 7b Company documents. Do No Source: Agrochemicals and fuels Soils Water Biodiversity Energy Waste Social and human capital Animal welfare Value chain & local economy Training tC 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Ten Indicators of Unilever Sus tainable Agric ulture Code 17 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 83. 7860. Exhibit 8 Sustainable Tea at Unilever Rainforest Alliance Messaging in Turkey rP os t 712-438 tC op yo â€Å"As Lipton, Turkey's expert tea brand and responsible tea producer, we want to ensure that our tea will be passed on to our children and future generations. To this end, we are taking the first steps in our ‘Sustainable Tea Farming Project’ by combining our expertise with the passion of the tea growers in Black Sea Region. Our goal is to enhance existing agricultural practices and to generalize the use of those that conserve the ecological balance by raising awareness among more than 15,000 tea growers in the egion about the tea planting and harvesting. We are committed to accomplish this goal in a way that will enable to gain Rainforest Alliance Certifi edâ„ ¢ status for our farmers. Remember that you support our farmers with every cup of Lipton tea you drink. † Do No Source: Company documents. 18 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Educational Poster for Smallholders in East Africa Do No tC op yo Exhibit 9 712-438 rP os t Sustainable Tea at Unilever Source: Company documents (via Rainforest Alliance). 9 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Sustainable Tea at Unilever Unilever Agricultural Raw Materials by Volume, 2010 Do No tC Source: Company documents. op yo Exhibit 10 rP os t 712-438 20 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  prote cted] harvard. edu or 617. 783. 7860. Exhibit 11 712-438 Examples of Rainforest Alliance Advertising tC op yo PG tips (U. K. ): rP os tSustainable Tea at Unilever Do No Lipton (France): Source: Company documents. 21 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. -22- tC No Source: Company documents. Exhibit 12 Do Unilever Sustainable Living Plan Targets op yo rP os t 712-438 This document is authorized for use only by LINDA KELLY-HAYES until June 2011. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Examples of U. S. In-Store Promotions Exhibit 14 Global Tea Production, 2009 (Tons)

Coursework fiction Essay Example | Topics and Well Written Essays - 500 words

Coursework fiction - Essay Example but to my surprise the article stated at the end that both of his parents died since he was two years old and after which his grandparents took care of him. I was very sad and badly bothered by that fact. My own beloved father died three years ago. What if my mom will leave me too? It was a frightening moment then. It was my first day in high school. I was enrolled in a Catholic institution. My mind was just centered on the idea that I have to be the top of our class. I didn’t mind about my physical appearance for unknown reasons. Some said I look weird but I did not care. My motto was, â€Å"Do your own business and I will do mine as long as you will not step on my inherent rights.† Surprisingly, things did not happen as I planned it to be. While I was eating in the school canteen, somebody sat beside me and asked if I could move a little. I knew she was a girl by the tone of her voice. When I saw her face, I couldn’t help but stare at her. She was very cute and pretty. The girl said, â€Å"Hello? Have you seen a ghost or something? Could you move a little please?† It was love at first sight in the very first day of school. From that moment, I was already conscious on my appearance. It was the first day then that I became interested with girls and discovered the life of a normal teenager in the land of United Kingdom. During that period, I realized how hard it was for the amputated boy to go to school. When I got home, my mom was surprised when I asked her to accompany me for shopping and grooming. I think she was curious enough to know that I liked someone in school. She suddenly asked me about my first day. The usual nod was replaced with a naughty answer, â€Å"Oh! It was great! Everyone seemed nice, friendly and accommodating. In other words, I like the school and the students.† My mom responded, â€Å"That’s good! I hope you made a good impression.† Then I replied, â€Å"Of course mom.† I was enlightened by that statement from my dearest mother.

The Economics of Education & Financing Education Adequately - Essay

The Economics of Education & Financing Education Adequately - Assignment 6 - Essay Example Most of the times in public schools the tuition fee is driven from the rising expenditures on the administrators, student support services and government endowment according to the report issued by a nonprofit organization in Washington D.C. The factors contributing to increment in the educational costs in detail are as follows: According to a report issued by the U.S department of education which states that the average cost per pupil has increased up to 44% over the past decades. Public elementary and secondary schools across the country are shifting their costs like state funding, lower tax revenues and personnel costs to parents and their students by increasing school fees. Even though in public schools students were charged for the fieldtrips etc. they are also being charged $20 for the school supplies like for their labs to workbooks. When inflation is growing at 2% rate in broad economy the educational costs increase at 4-6% annually. This means if we were to pay $10,000 this year, the cost will increase by $400-$600 next year. Therefore, this means that educational costs have doubled in 12-18 years. High demand drives the prices to go high. It is factually true that more students are attempting for school admissions than ever, because the demand is high which is causing the costs to climb high. ... This is a fact about schools who receive a little or no endowment from the government. This is one problem which keeps growing, the more the educational costs rise, the more students opt for scholarships. When scholarships are awarded largely the costs increase for the self-financing students. Which leads to more requests for scholarships and the process goes on. Most states have refrained schools to charge for core courses, when they are being charged 80% for the personnel costs in many schools in the district which is the main reason for the increase in the costs. Nationally, programs for the gifted children, students with trouble reading, advance math and science programs have all been eliminated. Local residents were asked to agree on paying higher taxes but they disagreed upon, which is why increasing school charges in the only way to generate for state funding. Many states can waive off academic costs for the poorest students in the school but not for the extracurricular activi ties, those with the annual salary of $29,000 per year. However, those above the border line if they do not pay in full will be sanctioned; school may hold back their diplomas even with hold them from graduating which itself costs for $30-$60. EDUCATIONAL COST IN SURRIOUNDING THE COUNTRIES OF US: FENTRESS COUNTY: the total population in this district is 6,403,353 according to the estimate of 2011. It has 1,736 schools with the total students of 934,246 out of which 24.2% are African American, 1.9% is Asian/ Pacific Islander, 6.2% are Hispanic, 0.3% is Native American/ Alaskan and 67.4% are white students. According to the statistical data 82.5% of ages 25 and above are high school graduates and 22.7% have bachelor’s degree. PUTNAM COUNTY: Putnam county

Law case Essay Example | Topics and Well Written Essays - 1500 words

Law case - Essay Example Beth's profits fell alarmingly. Beth advised Morris that financially she could no longer continue with the agreement and would have to close the business. Further, she accused Morris of knowing that the competitor was about to open up and therefore she was commencing legal action to rescind the contract based on fraudulent misrepresentation. Morris contacted Beth and made the following comments: "I absolutely deny your accusation. By my reckoning you still owe me $55,000. However, if you continue with the agreement I'll reduce that amount to $35,000." Beth accepted the deal. Six (6) months later Beth landed a huge contract laminating all the posters for a chain of tourist attractions along the north coast of New South Wales. Beth's profits have soared. Morris is now demanding that the original contract price be complied with (i.e. Beth pays the remaining $55,000). This discussion is going to specifically deal with what a valid contract contains, because if these elements are essential to determining a valid contract. This is done from a sale of goods perspective; however the basics are the same whatever the type of contract. Finally this discussion will stress the importance of these elements and the necessity for all three, i.e. agreement, consideration and intention, to be present or the contract is void or voidable. The first element that will be dealt with is the notion of agreement between the seller and the buyer. This element contains the ingredients of offer and acceptance. The notion of a valid offer has to be distinguished from a mere invitation to treat, for example goods in a store on display is a mere invitation to treat and an offer happens until the buyer takes the goods to the sales person and it is the discretion of the sales person to accept the individual's offer to buy. The sale of goods concerns a bilateral agreement whic h consists of an exchange of promises, i.e. Item on sale for 10.00 (Invitation to Treat); Item taken to till which equates to - I will buy this item for 10 pounds (Offer); 10 pounds asked for by sales person (Acceptance); hence important with the sales of goods, when it comes to the standing of an advertisement or goods display or the communication of acceptance because there has to be an exchange of promises as opposed to the offeror alone making a promise and the acceptance is the act that the offeror has promised to pay for (unilateral agreement), i.e. rewards for lost items returned to the offeror. Therefore the sale of goods concerns a bilateral agreement, where two promises are exchanged as the offer and acceptance. An offer is a clear promise to be bound, as long as terms are accepted. A valid offer must be clearly communicated by writing, mouth or act in order to allow the other person or group of persons1 to decline or accept. In relation to sales of goods there is no requi rement for the agreement and offer to be in writing, as with the sale of property; however the offer has to be certain in its terminology and must be clearly distinguishable from an invitation to treat. In respect to certainty of terms both parties must make their intentions clear, as the courts will not enforce a vague agreement2 or an incomplete agreement3; in addition it has to be more than a wish to enter negotiations, which the individual does not want to be bound (invitation to treat)4. Therefore the elements of a valid

Project Plan Audit Coursework Example | Topics and Well Written Essays - 500 words

Project Plan Audit - Coursework Example The hiring process will be based on merit with each category listing the minimum education attainment. Some of the personnel required will be engineers and human resource manager. A basic degree and ten years of experience is the same field will be a requisite in the top tasks. Besides the human capital, California Technical Corporation will require capital resources. The project manager and the team leader are tasked in identifying the resources that will be needed. A procurement process will be done to avail the resources. A request for information will be sent to the prospective suppliers to provide the information which the management will vet to award the tenders. Planning is a key issue in any project. The resources both capital and human are expected that will be available within the set time frame to avoid delays. In case of hitches in terms of personnel, there are alternatives that have been established so as to ensure the project goes as planned. Making a prototype of a Scale 7/8 rocket is a priority of CLC and this will provide a feasibly data of making an full

Technological Artifact Analysis Essay Example | Topics and Well Written Essays - 1000 words

Technological Artifact Analysis - Essay Example The only slightly raised features are the square directional pad in the middle, the three dividing bars between the keypad rows and the lens insert for the camera on the back. At first glance this artefact looks impressive. There is nothing elaborate or fussy about the design, and every visual aspect tends towards simplicity and sleekness. There are no garish colors, and so it would not appeal to young children. One notable review of the product observes that it is an adaptation of the earlier, popular Nokia 6300 model and highlights the styling as its best feature: â€Å"the 6700 is a beauty, made in the same style but with a more attractive and much daintier face† (PhoneArena Team, 2009, p. 1). This is an interesting comment to make in connection with a cell phone, since this artefacts is a functional object, and one might assume that it would be marketed on its technical features rather than the design of the casing. It is evident to anyone familiar with recent developments in mobile technology that this cell phone is not one of the most advanced models in terms of performance, even considering that it is now at least three years old. There is no wifi capability or touch screen functionality. The artefact’s title of â€Å"Nokio 6700 classic† is a clue to its niche and significance in the fast moving world of cell phone design. This artefact is intended to be the best of its class, and one which will go down in history as a market leader in cell phone design when it was produced in 2009. The two most striking features of the artefact are the shiny, metal surface which covers most of the back of the phone and one third of the front, and the gently curving corners. These two features suggest quite different things in most cultures. Silver metal of this kind is usually connected with engineering and technology. It is not the soft, glowing silver of a piece of

White Privilege.Views About White Previlige Essay

White Privilege.Views About White Previlige - Essay Example It is visible in many examples that dominance of white skin over other races is an instinctive phenomenon and something nobody has to convey in words. Many universities and their teachers are making attempts to counter this mentality of instinctive domination and privilege of whites over so called colored people. As more efforts are made to bring this sensitive issue of racism into lime light, the young students have started to feel more uncomfortable. This is because of the formation of American society where whites, blacks and many other races of people have lived together and now are immuned to all such gestures, feelings, terms and ways which could be considered racist in the past. Now in the classroom when such subjects are touched for discussion the white students often switch to defensive mode considering themselves a target of criticism and present arguments to show how much space they provide to other ethnicities. On the other hand the colored students also find themselves uncomfortable to be discussed as separate and distinct part of the nation as it only provokes prejudice against them. Following have been a common outcome of all efforts to raise this issue. The idea behind such efforts is to teach students from all races to understand how their behaviors have been shaped and what have been the consequences of discriminations.

Health promotion Essay Example | Topics and Well Written Essays - 1000 words

Health promotion - Essay Example As a nurse, I can help in implementing this change for life campaign to help individuals from my branch client group to positively influence their holistic life as follows: First, I will help in educating these individuals on the importance of changing their life so that they can live a holistic healthy life. Many individuals do not observe health measures simply because they are ignorant on the importance living a healthy life. Creation of awareness by shading light on the health related effects and benefits if living health will act as a motivation factor for these individuals to accept this campaign of change for life (Pender 2008). Considering the stages of change model, the readiness of individuals to change or accept to change their living habits towards health promoting behaviors is the first step that will help implement this initiative of change for life. As a nurse, I will engage in public education and promotional strategies to influence these individuals to make the decis ion to adopt health promoting living standards. I will also ensure that the motivation strategies are maintained constant so that these individuals can also maintain the changes geared towards promoting their health (Scriven 2005). I will also apply the health belief model of promoting health in order implement the initiative through encouraging the individuals to believe and focus on the recommended health promoting behaviors in order to curd health related risks and help in prevention or management of susceptible health problems. The key concept of this strategy is to enhance self efficacy among these individuals and encourage them to make efforts towards adhering to the requirements of this campaign. On interpersonal level, I will apply the social learning theory to help in implementation of the change for life campaign to promote health among these individuals. In this aspect, I will encourage the individuals to teach their fellow friends and family members on the importance of the program so that they can also participate and enjoy the benefits. Encouraging interaction between these individuals will help them to share ideas and learn the prospects of the change for life campaign. I will also involve in implementing this initiate from a community level by applying community organization health promotion theory. This theory is geared towards ensuring the whole community is actively participating in the change for life campaign. I will empower the community in which these individuals live to emphasize active participation of its members for the general promotion of health in the community and as a strategy to help solve health and social problems under consideration (Scriven 2005). I will formulate and impose processes and strategies that will enhance the adoption of policies and programs of the campaign. Through problem definition, action initiation and change implementation, I will be able to enhance adoption of these policies and programs for the success of the whole change for life initiative. Through the concepts of relative advantage, complexity and compatibility of the initiative, I will shade light on how various ideas, social practices and products of the initiative can be speared within these individuals so that each and every member has access to the provisions of the initiative (Taylor 2004). Since each and every individual would like to feel health and strong after the above initial introduction stages, the real challenge comes imposing the living habits and changes

Predicate Devices for Medical Stent Essay Example for Free

Predicate Devices for Medical Stent Essay Ostial Pro Stent Positioning System PREDICATE DEVICES:  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Cordis ® Corporation, ATWTM Marker Wire Steerable Guidewire, K994358  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Lake Region Manufacturing, Inc., Coronary, Peripheral and Renal Steerable Hydrophilic Guidewire, K042338  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   EV3 ® Inc., Nitrex ® Guidewire, K031864  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   BioSphere Medical, Inc., Sequitor TM Steerable Guidewire, K061171 PORGESâ„ ¢ Silicone double loop ureteral stent PREDICATE DEVICES:  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   PORGES ureteral stent from BIVONA  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   VORTEKâ„ ¢ and BIOSOFTâ„ ¢ ureteral double loop stents Description of Device The Ostial Pro Stent Positioning System is a medical grade, disposable guidewire system. The product will be used in coronary and renal stenting procedures. The product is provided sterile and intended for single use. This finished product will be compatible with 6, 7 and 8 French catheters. The PORGESâ„ ¢ Silicone double loop ureteral stents are supplied in kits containing the following: 1. A double loop ureteral stent and an obturator; 2. A guide-wire, where applicable; Predicate Devices  Ã‚  Ã‚  Ã‚   3 3. A pusher (where applicable supplied with a clamp) The ureteral stent kits are supplied sterile and for single use only. Functional Components Medical grade, disposable guidewire system. The product is provided sterile and intended for single use. This finished product will be compatible with 6, 7 and 8 French catheters. A double loop ureteral stent and an obturator; A guide-wire, where applicable; and, A pusher (where applicable supplied with a clamp) Principle of Operation The Ostial Pro Stent Positioning System will be used by interventional cardiologists and interventional radiologists to ensure precise stent implantation in aorta-ostial procedures. This is a double loop ureteral stent for use in the drainage of the upper urinary tract over fistulas or ureteral obstructions (e.g. periureteral tumour; cicatrisation stent; management of ureteral stenoses; partial enlargement of the diameter: localized stenoses connected with ureteropelvic junction; and, total enlargement of the diameter: stenoses over all or part of the ureter. Predicate Devices  Ã‚  Ã‚  Ã‚   4 Properties of Device Relevant to Diagnosis/Treatment/ Prevention/ Cure/ Mitigation of Condition The device is a medical grade, disposable guidewire system This finished product will be compatible with 6, 7 and 8 French catheters. The product will be used in coronary and renal stenting procedures. The catheter is manufactured entirely from silicone elastomer. The ureteral stents are made of the same yellow silicone tubing as the predicate silicone ureteral stent. They are steerable or non-steerable, and radiopaque. Renal and vesical loops may be either closed or open. The straight section may be totally or partially reinforced. The eyes are lateral and staggered and are situated every 2 cm along the entire length of the stent (except for the no eye on the straight section version). The ureteral stents have either a fixed core guide-wire, a movable core guide-wire or no guide-wire,depending upon the method of use. The steerable ureteral stents have connectable pushers, and non-steerable stents have simple pushers. All these properties are relevant for its intended use as specified below. Definition of Intended Use The Ostial Pro Stent Positioning System is intended for use in aorta-ostial procedures to introduce and position catheters, stents and other interventional devices within the coronary and peripheral vasculature. In addition, the Ostial Pro Stent Positioning System is intended to facilitate the alignment of interventional devices and function as an alignment tool. Predicate Devices  Ã‚  Ã‚  Ã‚   5 The PORGESâ„ ¢ Silicone double loop ureteral stent is intended for the exact same use as the current PORGES ureteral stent (K881744) and VORTEKâ„ ¢ and BIOSOFTâ„ ¢ ureteral double loop stents (K981591). The PORGESâ„ ¢ Silicone double loop ureteral stent is used for: A. Standard versions: 1. Drainage of the upper urinary tract over fistulas or ureteral obstructions (e.g. periureteral tumour 2. Cicatrisation stent B. Reinforced versions: 1. Management of ureteral stenoses 2. Partial enlargement of the diameter: localized stenoses connected with ureteropelvic junction 3. Total enlargement of the diameter; stenoses over all or part of the ureter. Comparison to â€Å"Substantially Equivalent† Device The indications for use for the predicate devices are substantially equivalent to the proposed indications for use for the Ostial Pro Stent Positioning System. The technological characteristics for the Ostial Pro Stent Positioning System are also substantially equivalent to the predicate devices. Any differences in the technological characteristics between the devices do not raise any new issues of safety or efficacy. Thus, the Ostial Pro Stent Positioning System is substantially equivalent to the predicate devices. Predicate Devices  Ã‚  Ã‚  Ã‚   6 Predicate Devices  Ã‚  Ã‚  Ã‚   6 The PORGESâ„ ¢ Silicone double loop ureteral stent has similar technological and performance characteristics to the predicate devices. The catheter is manufactured entirely from silicone elastomer as for the predicate devices. The ureteral stents are made of the same yellow silicone tubing as the predicate silicone ureteral stent. They are steerable or non-steerable, and radiopaque. Safety and Effectiveness Summary The safety of the Ostial Pro Stent Positioning System was evaluated through design verification testing, biocompatibility testing and preclinical animal testing. The collective results have demonstrated that the Ostial Pro Stent Positioning System is safe and is substantially equivalent to the respective predicate devices with regard to safety and efficacy. Any differences in technological characteristics between the Ostial Pro Stent Positioning System and the predicate devices do not raise any new issues of safety or efficacy. The PORGESâ„ ¢ Silicone double loop ureteral stent   is held to the same design, manufacture, and performance specifications as the predicate devices. Substantial equivalence of the devices with the VORTEKâ„ ¢ and BIOSOFTâ„ ¢ ureteral double loop stents (K981591) with respect to functional performance has been demonstrated in conformity with the FDA Guidance for the content of premarket notifications for ureteral stents dated February 10th, 1993. Where available, standard specifications are used Predicate Devices  Ã‚  Ã‚  Ã‚   7 to establish test methods. Tests are conducted in conditions similar to most unfavorable conditions of   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Predicate Devices  Ã‚  Ã‚  Ã‚   7 medical/surgical practice. The following tests have been performed : 1. Flow rate through the stent; 2. Elongation and tensile strength of the stent after a 18 month soaking period in different buffer solutions; 3. Loop strength The PORGESâ„ ¢ Silicone double loop ureteral stent passes biocompatibilityt esting per IS0 10993-1. The data currently available for the silicone stents enables them to be validated for an implantation period of up to 12 Predicate Devices  Ã‚  Ã‚  Ã‚   8 months. The decision to leave the withdrawal wire in place on the stent must be taken in relation to the planned implantation period. Periodic examinations via radiographic and/or cystoscopic means are recommended to evaluate stent efficiency and to observe for possible complications. The stent must be replaced if encrustation hampers drainage, if there is indication of infection in the area of the stentor in case of migration or rupture. Predicate Devices  Ã‚  Ã‚  Ã‚   9 References 510(k) Summary. 510(k) Notification K062192. 510(k) Premarket Notification. (2007).    Retrieved March 23, 2008, from Ostial Solutions, LLC.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://www.fda.gov/cdrh/pdf6/K062192.pdf Section J: 51O(k) Summary. PORGESâ„ ¢ Silicone double loop ureteral stent 510(k)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   submission. (2002). Retrieved March 23, 2008.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://69.20.19.211/cdrh/pdf/k013921.pdf

Teaching Assistant Diploma Course Essay Example for Free

Teaching Assistant Diploma Course Essay Questions On Assignment One 1.Describe how you might contribute to a lesson given to a group of seven year old children learning to play percussion instruments. I would contribute to the lesson by firstly conversing with the teacher for guidance in which areas that they would like me to assist them. By working together we could make the whole learning process a fun and educational experience. With me being there to help, it would take the pressure off the teacher and enable them to have more free quality time for teaching. I would make sure the environment was safe hazard free in advance so that when the children came for their lesson all health safety measures would be in place and adhered to. The instruments would be ready for the children to use and I would be there for any additional assistance that was required by the teacher or the children. I would also prepare posters or handouts of the instruments that the children were going to be using so that they would know the names of the instruments, the groups that they belonged to and any other additional information that suited that age group about the lesson. My role overall in the lesson would be to contribute by assisting, maintaining the classroom, supporting both the teacher and children, encouraging the children in their activities, making sure the environment was safe and secure, ensuring any work that the children produced was mounted and displayed and that the classroom was clean and tidy before and after the lesson. 2.What might your role be in organising, using and maintaining the learning resources, material and equipment for this percussion lesson? My job is to make sure that the resources, materials and equipment that is needed for the lesson is ready and available. I would ensure this by firstly liaising with the teacher to check the materials, resources and equipment that would be required for the lesson. This would be done in advance, at least a few days before the lesson to ensure sufficient time to acquire them if they were not available at that time. I would then check to see if we had everything we needed and that it was in good working order, not broken, ripped, pages missing or parts missing. The classroom would also be checked to see that it reached health and safety standards. I would count and check all the resources so that at the end of the lesson I could account for any missing or damaged. Also, so that it would make it easier if I needed to report any losses or breakages to the teacher. Once I had checked through it all, the learning resources would then be ready for the children to use in their lesson. I would set them out or distribute them in accordance with the teachers instructions. I would be on hand to assist the children in their activities and to help them with their instruments should they not be sure of how they were played or used. This would be in accordance with the manufacturers instructions. The children would be made aware of the health and safety guidelines for their own sake and the schools when using the instruments. When the lesson was finished, the children would then be encouraged to return the instruments and any additional learning resources that they needed to a set point in the class or myself. Once this had been completed, I would then count and check each individual resource for damage and cleanliness. When that had been done, they would then be placed back where they had been stored along with the inventory for them and secured. My last job would be to ensure the classroom was clean and hazard free ready for use again. 3.Describe how you act in class in order to be an effective role model for the standards of behaviour expected in pupils? I would ensure that my behaviour and demeanour reflected the policies set by the school at all times to show the pupils consistency. Both me and the teacher should work together on how to interpret the rules, so that we both had clear guidelines on how to deal with all situations that may arise. All the staff would be expected to set a certain standard of behaviour which we all should be made aware of. This should help to promote positivity and a feeling of security. I would always make clear to the pupils what was expected of them from the school and myself as an individual. For good behaviour that they would receive rewards and for bad behaviour sanctions. The school policies would be in a prominent position so that all pupils had a constant reminder of the manner in which they are expected to conduct themselves. This gives boundaries, which I believe is a very important and effective practice, not only at school but in all areas of life. These rules would continually be repeated to the pupils so that they didnt forget and that would in turn reinforce our expectations of them. By making high quality relationships with the pupils, showing positivity and achieving successful learning, this should all lead to my ability to help any pupil gain their full potential in all areas of their school lives. Also by giving respect and listening to one another, would help develop a good rapport between the teacher and pupils. Children learn behaviour from those around them and being a child the majority of your time is spent between school and home. Therefore the greatest influences on a childs life lays between those two areas. So generally, but not always if the child has a good balance between both, then the behavioural outcome would be good. So to sum up my actions on how I would be an effective role model, I would be fair, polite, attentive, respectful, helpful, consistent, follow all rules given by the school in all areas and enforce them where necessary. 4.What strategies might you employ to encourage pupils to behave appropriately? Describe how you might react to incidents of bullying and violence. Any strategies that I may use would be in line with school policies and would be to teach and promote positive behaviour. Â ·Praise and encouragement at relevant times. Â ·Ensuring the schools behaviour policy is followed by enforcing the schools guidelines on expected behaviour. Â ·Encouraging concentration and attention in class on school work tasks. Â ·Helping and supporting the pupils to follow instructions and routines given by the school. Â ·Encouraging pupils behaviour to be of a good standard at all times. Â ·Showing respect and listening to one another. Again alongside these, the school behaviour policy that would be displayed in the classroom would be consistently referred to, to encourage the correct behaviour. Any strategies that I may use would be discussed first with the teacher/teaching staff in school to ensure that we all followed the same procedure and intrepretation of the policies. That way all pupils would expect the same approach towards behaviour from all members of staff. Bullying is an awful form of behaviour and can have a lasting effect on some people when the cases are severe. Firstly, I would liase with the teacher about how the matter should be dealt with. There are policies in every school about bullying and there should be a zero tolerance programme designed to deal with matters that may arise concerning this. It would be made clear to the party involved that this form of behaviour would not be tolerated in any way, shape or form. They would be informed that due to their actions consequences would ensue. Bullying is a serious matter and should be treated as such. The situaton would be dealt with age appropriately and according to the particular pupils understanding. I would do the following; Â ·Each incident would be dealt with indivdually and the pupils involved assessed separately. Â ·There would be made available to the pupils a safe place where they could discuss any incidents privately. Â ·Make sure all pupils were aware that bullying is always a serious matter. Â ·Respond to all incidents in the same consistent, calm manner. Â ·Inform the pupils that the individuals involved would be safe and supported by the school whilst the matter was looked into trying to be resolved. Â ·Provide programmes to help deal with underlying issues or problems that the individuals may have. Â ·Make sure all incidents are recorded and dealt with quickly and efficiently to help lessen the stress of the matter. Violence again is another damaging behaviour but more importantly a learned one. The school would have plans and strategies in place for all staff to use should violence occur so that the matter could be dealt with quickly and calmly. Â ·I should try to calm the situation between the parties involved and immediately get help to assist should it be required. Â ·I should remain calm and composed as not to aggrevate the situation further. Low voice, direct eye contact and distance between you and them. Â ·Direct any other students to leave the area for their safety and to not cause any more aggrevation to the people involved. If required for them to fetch help to assist the situation. Â ·I should talk to the party involved and inform them that their actions were unacceptable and that they needed to calm themselves. I should then suggest to continue the conversation in somewhere more private such as the Head Masters office. Â ·Once assistance had arrived, I should keep trying to diffuse the situation and motion them towards the Head Masters office to discuss matters further. These type of situations must be handled carefully and brought to a conclusion in the fastest way possible. Reports and notes should be made for future reference and to bring things to a satisfactory conclusion. Any witnesses must be spoken to so that their account of the incident may be reported and held as additional evidence. 5. Describe how you might appropriately observe the physical abilities and skills of a nine year old boy. To begin with I should discuss with the teacher which format that they would suggest would be more suitable to the task in hand and we could come to the best solution. In order to do this, firstly I would plan how I wished to perform the observations, such as times that are best and in the best circumstances that would answer the question. I would do my best to ensure that the pupil being observed wasnt directly aware of being observed, as this may cause him to behave in an unnatural manner, which would deem the observation void. My personal choice of observations to complete the task would be a combination of Time Sampling and Participative observation. The reasons I would choose these two in particular are because of the following. Time sampling because I could choose particular times to concentrate on the physical abilities and skills the boy had by observing him at break time or in a physical education lesson. My notes would consist of what the boy was doing/trying to do and any help they seemed to need. Participative observation because I could do a task along side the boy or watch him do a task such as playing a game, reading a story or joining in role play. Obviously playing a game and joining in role play would give me more of an insight into the boys physical ablities and skills. I would need to make notes consisting of what the boy was doing or achieving, what he could almost do or needed help with, what he was saying and how he interacted with the other pupils or myself. I believe these would be the best observational methods to carry out to assess this boys physical abilities and skills.