Development of Sustainable Water Management System

Development of Sustainable Water Management System 1.0 Introduction A regeneration project close to Bedford will see the construction of a hotel and a school, with both intended to be sustainable. Hunt et al. (2006) judge a developments sustainability based upon its impact upon the local environment, its cost effectiveness, both during and after construction, and also its impact upon society. These factors tend to relate, to varying degrees on different projects, to how sustainable the developments water usage is. Taking this into account, those designing and building the school and the hotel have put considerable time and effort into ensuring that the projects water management setup is from the very top of the line. The following report focuses on the design and implementation of the regeneration projects water management system, calculating the respective quantities of water required for the school and for the hospital to run effectively and evaluating the alternative green solutions available to ensure efficient use of water in the two buildings. Among the green technologies looked at, consideration will be given to collection, storage and usage of rainwater to supplement the water supply sourced from utilities companies. Recycled grey water will also be discussed as a possible means of saving water. Lastly, the report will look into methods of conserving water, explaining how they would be implemented and how effective they would be if utilised on this particular project. 2.0 Description of the Regeneration Project The school that is being constructed will be co-ed and will enrol up to 150 students, catering to children between the ages of six and twelve years old. The school will have a staff of sixteen: eight on full-time contracts, two providing maintenance services and the rest working on a part-time basis. The hotel that is being built will consist of fifty double-rooms and will take on four members of staff on a full-time basis. The schools roof will be made from pitched tiles, taking up approximately 385 m ­2, and approximately 600 m2 of smooth surface. The hotels roof will also be made from pitched tiles, but with no smooth surface. It will take up approximately 1,200 m2. 3.0 Estimating water requirements for the school and the hotel In order to come up with a water strategy, the water requirements of the two buildings must first be approximated. Bradford (2007) notes that for different kinds of end users, there are a variety of purposes that water can be used for, giving the example of the dissimilarity in the water usage patterns of domestic users compared with agricultural users. 3.1 Water requirements for the school The figures in Table 3.1 calculate the schools overall water consumption as being at 720 m3/year. Figure 3.1 breaks down the schools water consumption categorically, displaying the main uses to which water is put in terms of quantity. Flushing toilets takes up the largest proportion (36%) of water consumption (see Figure 3.1). 3.2 Water requirements for the hotel Hunt et al. (2006) note that there is great variation in the use of water at hotels. What consumption patterns there are tend to relate to water usage by the hotels guests, the presence or absence of a hotel swimming pool and the hotels star rating. As there is insufficient data regarding the hotels star rating and water consumption, a water usage estimate of 30 m3/bed space/year is made, as this is displayed in Table 3.2 (Waggett and Arotsky, 2006) to be the typical consumption in hotels without a rating that do not have swimming pools. With the average requirement of water estimated at 30 m3/bed space/year and with a total of fifty double-rooms, total demand can be approximated to be = 30*50*2 = 3000 m3. Hotels use their water supply for bathing, flushing toilets, drinking, cooking, cleaning and gardening. With no data available which can be used to break down water usage into its constituent elements, this is estimated using average UK domestic use (see Figure 3.2) and modified UK hotel use, based on single occupants (see Figure 3.2). 4.0 Non-potable water supply options for the school and the hotel Hastings (2006) differentiates between water that is fit for drinking, known as à ¢Ã¢â€š ¬Ã‹Å"potable water, and à ¢Ã¢â€š ¬Ã‹Å"non-potable water which, while it is not fit for ingestion, may still be utilised to flush toilets, for cleaning vehicles, buildings or clothes (in washing machines) or to irrigate land. While all non-potable water fails to meet the minimum required standards for drinking water, Hastings makes a further distinction between treated non-potable water, known as green water, and untreated non-potable water, referred to as grey water. 4.1 Rainwater harvesting (RH) The EA (2003) notes that rainwater collection may occur by gathering the water from roofs or from hard surfaces such as roads using down pipes (see Figure A-1 in the Appendix). The rainwater gathered can be utilised for any number of non-potable water uses. An approximation will be made here of the expected rainwater harvest from the two buildings being constructed. The rainwater harvests quality varies with elements from outside, like the amount of leaves or bird droppings contaminating the harvest. The impact of these elements can be lessened with the use of a protective filter to cover the rainwater outlet (Cornwall Energy Efficiency Advice Centre, 2007). The EA (2003) also notes that rainwater is of a good enough standard to not need treatment after it has been collected, before it can be used. The gathered water will be kept in an over-ground plastic tank, with its placement selected so as to minimise bacteria growth in hot weather, while also minimising frost when the weather is cold. Line filters will also be put in place. With the right choice of filter and of placement, bad smells and water discolouration can be lessened. 4.1.1 Determination of the quantity of gatherable rainwater for the hotel and The school Accurately calculating the best quantity of gatherable rainwater for the two buildings calls for a plan of the roofs catchment areas and also for rainfall data relating to the local area (see Figure 4.1) (covering the previous 20 years) It is not possible to gather all of the rain that falls on the buildings and transfer it to the plastic container in its entirety. Usually, rainfall harvests lose something in the region of 10%-60% of the water, varying with the kind of roof in question, the drainage coefficient of the material it has been made from (see Table 1) and the filter efficiency: always à ¢Ã¢â€š ¬Ã…“0.9à ¢Ã¢â€š ¬?. It is also possible to lose rainwater if the container it collects in overflows due to heavy rainfall or low water usage (ibid, 2003). Table 4.1: Drainage coefficient for different roof types Roof type Runoff coefficient Pitched roof tiles 0.75 0.9 Flat roof with smooth tiles 0.5 Flat roof with gravel layer 0.4 0.5 (Source: EA, 2003) Based on the aforementioned data, it is possible to work out the potential rainfall harvest in a particular location by inputting the data into this formula (EA, 2008): Q = AAR x TCA x RC x FC where Q = Annual Gatherable Rainfall (litres) AAR = Annual Average Rainfall (mm/yr) TCA = Total Catchment Area (m2) RC = Runoff Coefficient FC = Filter Coefficient 1. For the school As, logically, a larger roof will allow for the collection of a greater quantity of rainwater, it is important to be aware of the roof area. The roof surface areas and their construction materials are: Pitched roof tiles 600 m2 Flat roof (smooth surface) 385 m2 According to Table 4.1, the minimum possible RC for pitched roof tiles is 0.75, while the RC for smooth surface roofs is 0.5 AAR = Annual Average Rainfall (mm/yr) =à ¢Ã‹â€ Ã¢â‚¬Ëœ Average Rainfall (mm) for the 12 Month period illustrated by Figure 4.1 = 573mm The Annual Collectable Rainfall (litres), Q = ((600 m2 X (573 mm) X 0.75) + (385 m2 X (573 mm) X 0.5)) X 0.9 = 331,337.25 litres per annum. = 331.34 m3 per annum. This is a lower value than that of the predicted total annual water demand for the school. 2. For the hotel The hotels roof area is 1,200 m2, entirely made from pitched roof tiles. Q = 1,200 X 573 X 0.75 X 0.9 = 464,130 litres per annum = 464.13 m3per annum. This value also falls below predicted annual water demand for the hotel. Table A-1 (see Appendix A) approximates the monthly rainfall harvest for the two buildings, using the aforementioned equation and using the RC of pitched roof tiles. The figures for the predicted rainfall harvest and the predicted water requirements point to a shortfall in the ability of the rainwater to fulfil the projects water requirements. However, the rainwater may still play a significant role, perhaps covering the two buildings toilet flushing needs, for instance. 4.1.2 Sizing the storage tank in the RH system for the two buildings The EA (2003) notes that the storage tanks purchase price is the most expensive element of setting up the RH system and so deciding upon the right size for it is very important. The biggest tank will not necessarily be the most efficient in the long run and so it is important to work out the optimal size, so that the buildings can harvest sufficient rainwater without overspending. The quantity of water that is kept in the tank should ideally approach the quantity that is required to service the two buildings. The choice of tank must account for price, size and a minimum of two water overflows each year, in order to get rid of unwanted objects in the tank-water. The project planners may also want to invest in a first flush device (Well, 2003) to ensure that the initial water flow, which will contain debris that has collected on the roof, does not enter the tank, keeping its contents relatively clean. The makers and retailers of the rainfall harvest setup will have means of determining the best tank size for the project. In fact, some of them have applications available for visitors to their websites to work out the optimum size for their needs (e.g. Klargesters Envireau products, available at www.klargester.com) and these are handy for making an initial estimate of how much they need to spend. It is best for the planners to go on to discuss this choice with experts in this area. Figure 4.2: Water balance for approximation of rainwater storage capacity The EA (2003) notes that the capacity needed will vary according to elements including rainfall patterns, catchment areas, demand patterns, retention time, cost of parts and the cost of and access to alternative supplies. The Development Technology Unit (2008) also states that the level of capacity needed will be based upon several elements, such as weather and rain data, roof surface area, RC and data regarding the number of consumers and the amount of water they use on average. It goes on to suggest several means of setting the size of system parts: Method 1 the demand-side approach (see Appendix A). Method 2 calculating the size of the tank based on elements such as storage capacity, overflow and drainage (the supply-side approach) (see Appendix A). Method 3 computer model (see Appendix A). The methods differ in terms of how sophisticated and how complex they are. Some of them can easily be undertaken by people without specialist knowledge, whereas some need specialists familiar with complicated software. The major elements contributing to the method selected include: the size and the complexity of the system and its parts the availability of the components that are necessary to operate using a specific method (e.g. computers) the required skills and technical knowledge/training among the practitioners/designers. Also, according to the EA (2008), tank size tends to be based upon either the capacity required for 18 days or a 5% share of the annual yield (whichever of the two is lower). This method will be combined with the supply-side method to determine the tank capacity for this project (see Appendix A). 1. Calculating the optimal tank size based upon the predicted rain yield: The EA (2003) formula for working out the best tank capacity for the rainfall harvest setup is as follows: Tank capacity (litres) = Roof area (m2) x drainage factor x filter efficiency x annual rainfall (mm) x 0.05 For the school Optimal tank capacity (litres) = (600* 0.75* 0.9* 573 mm*0.05) + (385*0.5* 0.9* 573 mm*0.05) = 16566.86 litres = 16.57 m3 For the hotel Optimal tank capacity (litres) = (1,200* 0.75* 0.9* 573 mm*0.05) = 23206.5 litres = 23.21 m3 2. Calculating the optimal tank capacity using the idea of holding 18days- worth of demand: Collection tank volume = days storage x average daily demand For the school The à ¢Ã¢â€š ¬Ã‹Å"Estimating water demands for the hotel and school section and the figures in Chapter 3 show that the overall quantity of water used to flush toilets, irrigate soil and clean is 612 m3 per annum for the school building. This exceeds the estimated annual rainfall harvest. This being the case, the RH tank will provide water for flushing toilet, with the tank storage for 18 days equalling: (268 m3/365 days)*(18 days) = 13.22 m3 For the hotel According to the figures in Chapter 3, the overall average water requirement at the hotel is 3000 m3. The quantity used to flush toilets, irrigate soil and clean amounts to roughly 53% of the hotels water requirement: roughly 1590 m2 per annum. This requirement cannot be covered in total by the RH alone. This being the case, the RH will be limited to cleaning and/or irrigating or to flushing toilets. Even within these limitations, there may not be sufficient rainwater for these tasks. Using the average daily requirement for toilet flushing: the tank storage = (3000 x 0.35) m3/365days x 18 = 51.79 m3 Using the average daily requirement for cleaning or irrigating: the tank storage = (3000 x (0.12 + 0.06)) m3/365days x 18 = 26.63 m3 Using the aforementioned EA (2003) data, a smaller size is optimal. This being the case, if the RH is used to flush toilets, the respective tank sizes for the hotel and the school are going to be 23 m3 and 14 m3. If the method of estimation used is the supply-side method (i.e. it is based upon capacity, overflow and drainage (see the tdix A)), the the optimal respective tank sizes for the hotel and the school will be 35 m3recomm3 m3 and 35 m3ing for these figures is represented bycalculations ad A-3 (seein Appendix A)The selection ultimately made may depend on a combination of these methods of calculation, as well as the price of the tankAfter this, th 4.2 Grey water recycling at the school and the hotel Metcalf and Eddy (1991) refer to two kinds of wastewater. These are grey and black wastewater. Black water has been flushed down toilets, passed through the drainage system and on to treatment plants. Black water is contaminated with more pollutants than grey water. Grey water accounts for all of the wastewater which has not been used to flush toilets (EA, 2003). It can be treated and then reused for flushing toilets or irrigating soil (Metcalf and Eddy, 1991). Both Waggett (2004) and the EA (2008) refer to grey water from washing machines, kitchen sinks and dishwashers as black wastewater, as it is heavily contaminated and can contain large amounts of grease and food particles. Figures 3.1 and 3.3 illustrate that the two buildings will produce grey water at the levels of 55% at the hotel and 32% at the school, 32% and al. (2007) nostate thatis typeg is treated usingrequires biologicalnt systems,by followed by sand filters andts, as the water is heavily contaminatedion because of the high levels treatmeused to flush toilets or irrigate soilThis treated water can be used for toilet flushing and grounwash basins were be colltic decreasing would occur. Collecteequires a physting oninfected sandsith disinfection and membranes suct et al, 2006). This treated watd to flushfor toilets flushing. Figure 4.3: Schematic of the grey water recycling system to be installed (Source: Birks et al., 2001) Grey water is of lower quality than harvested rainwater and always needs treatment before it is used; There areinotgenerally recognised official aegulations regarding grey waters standard of cleanliness before it can be reusedtoPidou et al., 2007) and individual nations decide upon their own minimum quality requirements. Fs it stands, the UK has no official regulations regarding wastewater usageUnfy wain ). Waggett (2004) nostates thahis lack of legislation is a limiting factor to grey and rainwater usage.one of the eyd rainf standards have been put forward by a number of organisations, complicating matters for those wishing to make use of these green solutionsThis makes a sufficient specificationt the subject have found that project planners should ideally set up The majority of the studies available conclude that it is best to operat level of of a health risk exists and what forms of water treatment they should make herefore, the level of treatment required. There are some highly d etailed research papdocor the water quality standards for non-potable water re and greywatergrey water) wn in Appendix B. For the project under consideration here, it would probably be best to gather and treat grey water for use in toilet flushingf Figures 3.2 and 3.3 display the grey water percentages from showers, baths and hand basins as being 28% for the hotel and 2% for the schools As the school produces relatively little grey water, it is probably best not to bother recycling it in the case of this building, for cost effectiveness purposesTrn the scrin it. He hotel pr a significant quantity of grey water, which will be worth reusing. According toTherefore, economically only the greywbe ey water is generallyeopriate technology for community buildings such as schools, libraries, places of worship and community centresà ¢Ã¢â€š ¬?. The health risks associated with This is because of the potential concerns wither, parthildren are likely to be presresponsible for this. cleanliness especially where children are exposed to the water and little greywatergrey watinn technology would no ve in the case ft According to Waggett (2004), non-potable (grey or RH) water can be utilised for sub-surface irrigation, as long as no spray mechanisms are involved. à ¢Ã¢â€š ¬Ã…“Direct reuseà ¢Ã¢â€š ¬? is another option in areas like laundries (e.g. reusing water from the final rinse for the next washs first rinse). This application may be included in the hotels design and implemented during construction, though many hotels outsource their clothes cleaning services. recycling shows the methodology for the design of the grey water recycling system. The hotels grey water will provide 80% of its total water requirement for flushing toilets (28% grey water compared to 35% needed for flushing), with potable water or rainwater automatically supplementing the produced rrecyclin collectio only at 2s insufficient tof theile (see Figure 4.1). recycling004) noteshows thatandit is possible wateh be used in one water setup, and while this increases the quantity of water collected from that which could be expected from a simple RH system, it creates a need for a larger tank to store all of the water and for a greater quantity of chemicals with which to treat the water, both of which will be costly for the projectand rainwater in the same watys 5.0 Discussion and quantification of options for water conservation at the development site Braithwaite (2006) posits that all developments that aim to be sustainable need to contribute positively to society, be sympathetic to their local environment and ensure that they are cost effective. These factors are referred to as the pillars of sustainable development (Hunt and Rogers, 2005). This part of the report evaluates the potential methods for decreasing the buildings water requirements in terms of their impact upon the aforementioned pillars of sustainable development. The cost effectiveness of the options If less water is required, then less money will be spent on sewage treatment and savings will also be made in terms of spending on water (Otterpohl, 2006). The savings on water will not necessarily be very large, as UK water prices are not high. The savings made by implementing the green technologies would need to be set against the cost of their implementation in order to work out how long it would take for them to financially justify the expenditure. The necessary predictions of expected usage would be difficult to make, particularly for the school building, which would have very low usage during holiday periods. In the case of the school, grey water would probably not be cost effective (as discussed earlier) and would probably need a very long time to make sufficient savings to cover is not co2003) estimate a 30% saving on water expenditure is needed to justify investment in the reuse of grey water and it is unlikely that this would be achieved at the schoolMoreover, at the se kitchen eyecyclis Grey water would, however, be cost effective in hotels; especially big hotels with en-suite accommodation, as customers would consume large quantities of water systems afihite bathrooms and powerful showers an expected part of modern hotels, water consumption is actually higher in the newer establishments, making recycling of non-potable water even more relevantUnlike the majoritutilise treated grey water for toilet flushing when it is busy and revert to its main supply when there are few customer, in order to avoid keeping the grey water in their tank for extended periods. This is common practice in countries with low rainfallrefore, greywatergrey water is The extra setup required to circulate the treated grey water around the hotel would need significant expenditure from those funding the project and this would have to be given serious thought before deciding whether it would pay off in the long term. Rain harvesting setups are fairly commonplace at UK schools, as the water is considered to be fairly clean and the running costs are not too. With a lot of water used for toilet flushing, there would be a need for a big tank at the school, which could lead to a big saving over. To carry out a similar harvesting operation, the hotel would require both a large harvesting area (on the roof) and sufficient room to keep the tank. This would probably not be workable for most hotels. Establishments with swimming pools might consider harvesting and treating water to use in their pool. Social costs The costs to society of these solutions would take the form of problems with their acceptability and/or their reliability (Hunt et al., 2006) (see Appendix C). Environmental costs Braithwaite (2006) views sustainability and environmental protection as being more or less the same thing, with an emphasis upon ensuring that the construction and the running of the buildings is not damaging to the local area going forward. To ensure this does not happen, evaluation of the likely negative externalities of the technologies put forward is needed. Water sustainability for the project might be measured in terms of factors such as impact on the climate, biological diversity and resource depletion. While all of these factors have an environmental aspect to them, climate effects can also create problems in economic terms as well as problems for society in general (Hunt et al., 2006). The recommended technologies need to be beneficial in terms of future sustainability, with emphasis placed on decreasing both the quantity of water that is wasted and the quantity that is obtained from the mains source. Integrated costs On most projects, planners would tend to opt for familiar solutions that are known to be effective over new ones which they might perceive as inherently risky and this might be a factor in the selection made here, particularly in the case of the school, given consideration of the involvement of children (Hunt et al., 2006). As well as the interests of the planners and developers, it is important perhaps most important to give consideration to how the solutions would impact upon the people ultimately using the facilities being discussed. With no official standards for the condition required of non-potable water before it can be used, careful planning is needed to make certain that no errors are made that could potentially cause harm to customers or students. Hotels often take the precaution of labelling water sources such as sinks that provide non-potable water. Another precaution, which might be made use of at the school, would be to use quality gpes (EA, 2008). Prior to selecting one of the options, the projects planners should assess how efficient they are by looking into both how secure and how durable their supply of water will be (Hunt et al., 2006). With the rainfall system being wholly reliant upon the weather, this is quite an insecure option, as unexpectedly dry weather will significantly harm the effectiveness of the solution. This might put off the planners, particularly in the case of the hotel, with grey water reuse preferred due to its greater regularity of supply, regardless of the changing seasons, climate or weather patterns recyclingal., 2006). Therefore 6.0 Conclusions and recommendations The report posits an approach to setting up a sustainable system for managing water at a brownfield development site where a hotel and a school are being constructed. The buildings water requirements are approximated from information provided from the exercise paper and CIRIA report no. C657. The report also considers two alternatives for green technologies to help ensure that the buildings have a sustainable water supply, namely the harvesting of rainfall and the reuse of grey water from the buildings recyclinglutions would both provide non-potable water, with the rainwater of a higher standard than the grey water, which would require treatment before it could be reintroduced to the water system, even for uses not involving human ingestion supplied from thes or regulations regarding RH or grey water quality in the United Kingdom, it would be best to utilise the water for functions such as sub-surface irrigation or flushingAs there are not agreed wateould provide sufficient water to fully supply these functions, but could still significantly supplement the water provided by the mains supplyIn addition, that all these uses can not be fully coven to analyse poteo, there iscription in order to identify the methods of qurnservation at the school and the hotel, ultimately recommending that. water produced by grey water treatment and RH should be utilised for toilet flushing, so as to make savings on water costs and sewage fees. the RH setup is better suited to the school in terms of sustainability, cost effectiveness and viability than the grey water reuse setup and should be implemented at the school with no grey water treatment operation introduced. grey water and RH setups should be implemented for the hotel, either in a combined system or separately, so as to make savings and improve the hotels water sustainability by supplying the establishments toilet flushing function. water costs and sewage fees are fairly cheap, whereas the costs of implementing either of the suggested green solutions are significantly higher, meaning that these technologies are not commonplace in the UK recyclingthe current situation, population growth and environmental changes are likely to create greater water scarcity and make these approaches to the provision of non-potable water far more common, with governments legislating in their support. However, the growi there is a need for the EA, the government or another relevant organisation to set up official regulations for non-potable water quality in the UK. Development of Sustainable Water Management System Development of Sustainable Water Management System 1.0 Introduction A regeneration project close to Bedford will see the construction of a hotel and a school, with both intended to be sustainable. Hunt et al. (2006) judge a developments sustainability based upon its impact upon the local environment, its cost effectiveness, both during and after construction, and also its impact upon society. These factors tend to relate, to varying degrees on different projects, to how sustainable the developments water usage is. Taking this into account, those designing and building the school and the hotel have put considerable time and effort into ensuring that the projects water management setup is from the very top of the line. The following report focuses on the design and implementation of the regeneration projects water management system, calculating the respective quantities of water required for the school and for the hospital to run effectively and evaluating the alternative green solutions available to ensure efficient use of water in the two buildings. Among the green technologies looked at, consideration will be given to collection, storage and usage of rainwater to supplement the water supply sourced from utilities companies. Recycled grey water will also be discussed as a possible means of saving water. Lastly, the report will look into methods of conserving water, explaining how they would be implemented and how effective they would be if utilised on this particular project. 2.0 Description of the Regeneration Project The school that is being constructed will be co-ed and will enrol up to 150 students, catering to children between the ages of six and twelve years old. The school will have a staff of sixteen: eight on full-time contracts, two providing maintenance services and the rest working on a part-time basis. The hotel that is being built will consist of fifty double-rooms and will take on four members of staff on a full-time basis. The schools roof will be made from pitched tiles, taking up approximately 385 m ­2, and approximately 600 m2 of smooth surface. The hotels roof will also be made from pitched tiles, but with no smooth surface. It will take up approximately 1,200 m2. 3.0 Estimating water requirements for the school and the hotel In order to come up with a water strategy, the water requirements of the two buildings must first be approximated. Bradford (2007) notes that for different kinds of end users, there are a variety of purposes that water can be used for, giving the example of the dissimilarity in the water usage patterns of domestic users compared with agricultural users. 3.1 Water requirements for the school The figures in Table 3.1 calculate the schools overall water consumption as being at 720 m3/year. Figure 3.1 breaks down the schools water consumption categorically, displaying the main uses to which water is put in terms of quantity. Flushing toilets takes up the largest proportion (36%) of water consumption (see Figure 3.1). 3.2 Water requirements for the hotel Hunt et al. (2006) note that there is great variation in the use of water at hotels. What consumption patterns there are tend to relate to water usage by the hotels guests, the presence or absence of a hotel swimming pool and the hotels star rating. As there is insufficient data regarding the hotels star rating and water consumption, a water usage estimate of 30 m3/bed space/year is made, as this is displayed in Table 3.2 (Waggett and Arotsky, 2006) to be the typical consumption in hotels without a rating that do not have swimming pools. With the average requirement of water estimated at 30 m3/bed space/year and with a total of fifty double-rooms, total demand can be approximated to be = 30*50*2 = 3000 m3. Hotels use their water supply for bathing, flushing toilets, drinking, cooking, cleaning and gardening. With no data available which can be used to break down water usage into its constituent elements, this is estimated using average UK domestic use (see Figure 3.2) and modified UK hotel use, based on single occupants (see Figure 3.2). 4.0 Non-potable water supply options for the school and the hotel Hastings (2006) differentiates between water that is fit for drinking, known as à ¢Ã¢â€š ¬Ã‹Å"potable water, and à ¢Ã¢â€š ¬Ã‹Å"non-potable water which, while it is not fit for ingestion, may still be utilised to flush toilets, for cleaning vehicles, buildings or clothes (in washing machines) or to irrigate land. While all non-potable water fails to meet the minimum required standards for drinking water, Hastings makes a further distinction between treated non-potable water, known as green water, and untreated non-potable water, referred to as grey water. 4.1 Rainwater harvesting (RH) The EA (2003) notes that rainwater collection may occur by gathering the water from roofs or from hard surfaces such as roads using down pipes (see Figure A-1 in the Appendix). The rainwater gathered can be utilised for any number of non-potable water uses. An approximation will be made here of the expected rainwater harvest from the two buildings being constructed. The rainwater harvests quality varies with elements from outside, like the amount of leaves or bird droppings contaminating the harvest. The impact of these elements can be lessened with the use of a protective filter to cover the rainwater outlet (Cornwall Energy Efficiency Advice Centre, 2007). The EA (2003) also notes that rainwater is of a good enough standard to not need treatment after it has been collected, before it can be used. The gathered water will be kept in an over-ground plastic tank, with its placement selected so as to minimise bacteria growth in hot weather, while also minimising frost when the weather is cold. Line filters will also be put in place. With the right choice of filter and of placement, bad smells and water discolouration can be lessened. 4.1.1 Determination of the quantity of gatherable rainwater for the hotel and The school Accurately calculating the best quantity of gatherable rainwater for the two buildings calls for a plan of the roofs catchment areas and also for rainfall data relating to the local area (see Figure 4.1) (covering the previous 20 years) It is not possible to gather all of the rain that falls on the buildings and transfer it to the plastic container in its entirety. Usually, rainfall harvests lose something in the region of 10%-60% of the water, varying with the kind of roof in question, the drainage coefficient of the material it has been made from (see Table 1) and the filter efficiency: always à ¢Ã¢â€š ¬Ã…“0.9à ¢Ã¢â€š ¬?. It is also possible to lose rainwater if the container it collects in overflows due to heavy rainfall or low water usage (ibid, 2003). Table 4.1: Drainage coefficient for different roof types Roof type Runoff coefficient Pitched roof tiles 0.75 0.9 Flat roof with smooth tiles 0.5 Flat roof with gravel layer 0.4 0.5 (Source: EA, 2003) Based on the aforementioned data, it is possible to work out the potential rainfall harvest in a particular location by inputting the data into this formula (EA, 2008): Q = AAR x TCA x RC x FC where Q = Annual Gatherable Rainfall (litres) AAR = Annual Average Rainfall (mm/yr) TCA = Total Catchment Area (m2) RC = Runoff Coefficient FC = Filter Coefficient 1. For the school As, logically, a larger roof will allow for the collection of a greater quantity of rainwater, it is important to be aware of the roof area. The roof surface areas and their construction materials are: Pitched roof tiles 600 m2 Flat roof (smooth surface) 385 m2 According to Table 4.1, the minimum possible RC for pitched roof tiles is 0.75, while the RC for smooth surface roofs is 0.5 AAR = Annual Average Rainfall (mm/yr) =à ¢Ã‹â€ Ã¢â‚¬Ëœ Average Rainfall (mm) for the 12 Month period illustrated by Figure 4.1 = 573mm The Annual Collectable Rainfall (litres), Q = ((600 m2 X (573 mm) X 0.75) + (385 m2 X (573 mm) X 0.5)) X 0.9 = 331,337.25 litres per annum. = 331.34 m3 per annum. This is a lower value than that of the predicted total annual water demand for the school. 2. For the hotel The hotels roof area is 1,200 m2, entirely made from pitched roof tiles. Q = 1,200 X 573 X 0.75 X 0.9 = 464,130 litres per annum = 464.13 m3per annum. This value also falls below predicted annual water demand for the hotel. Table A-1 (see Appendix A) approximates the monthly rainfall harvest for the two buildings, using the aforementioned equation and using the RC of pitched roof tiles. The figures for the predicted rainfall harvest and the predicted water requirements point to a shortfall in the ability of the rainwater to fulfil the projects water requirements. However, the rainwater may still play a significant role, perhaps covering the two buildings toilet flushing needs, for instance. 4.1.2 Sizing the storage tank in the RH system for the two buildings The EA (2003) notes that the storage tanks purchase price is the most expensive element of setting up the RH system and so deciding upon the right size for it is very important. The biggest tank will not necessarily be the most efficient in the long run and so it is important to work out the optimal size, so that the buildings can harvest sufficient rainwater without overspending. The quantity of water that is kept in the tank should ideally approach the quantity that is required to service the two buildings. The choice of tank must account for price, size and a minimum of two water overflows each year, in order to get rid of unwanted objects in the tank-water. The project planners may also want to invest in a first flush device (Well, 2003) to ensure that the initial water flow, which will contain debris that has collected on the roof, does not enter the tank, keeping its contents relatively clean. The makers and retailers of the rainfall harvest setup will have means of determining the best tank size for the project. In fact, some of them have applications available for visitors to their websites to work out the optimum size for their needs (e.g. Klargesters Envireau products, available at www.klargester.com) and these are handy for making an initial estimate of how much they need to spend. It is best for the planners to go on to discuss this choice with experts in this area. Figure 4.2: Water balance for approximation of rainwater storage capacity The EA (2003) notes that the capacity needed will vary according to elements including rainfall patterns, catchment areas, demand patterns, retention time, cost of parts and the cost of and access to alternative supplies. The Development Technology Unit (2008) also states that the level of capacity needed will be based upon several elements, such as weather and rain data, roof surface area, RC and data regarding the number of consumers and the amount of water they use on average. It goes on to suggest several means of setting the size of system parts: Method 1 the demand-side approach (see Appendix A). Method 2 calculating the size of the tank based on elements such as storage capacity, overflow and drainage (the supply-side approach) (see Appendix A). Method 3 computer model (see Appendix A). The methods differ in terms of how sophisticated and how complex they are. Some of them can easily be undertaken by people without specialist knowledge, whereas some need specialists familiar with complicated software. The major elements contributing to the method selected include: the size and the complexity of the system and its parts the availability of the components that are necessary to operate using a specific method (e.g. computers) the required skills and technical knowledge/training among the practitioners/designers. Also, according to the EA (2008), tank size tends to be based upon either the capacity required for 18 days or a 5% share of the annual yield (whichever of the two is lower). This method will be combined with the supply-side method to determine the tank capacity for this project (see Appendix A). 1. Calculating the optimal tank size based upon the predicted rain yield: The EA (2003) formula for working out the best tank capacity for the rainfall harvest setup is as follows: Tank capacity (litres) = Roof area (m2) x drainage factor x filter efficiency x annual rainfall (mm) x 0.05 For the school Optimal tank capacity (litres) = (600* 0.75* 0.9* 573 mm*0.05) + (385*0.5* 0.9* 573 mm*0.05) = 16566.86 litres = 16.57 m3 For the hotel Optimal tank capacity (litres) = (1,200* 0.75* 0.9* 573 mm*0.05) = 23206.5 litres = 23.21 m3 2. Calculating the optimal tank capacity using the idea of holding 18days- worth of demand: Collection tank volume = days storage x average daily demand For the school The à ¢Ã¢â€š ¬Ã‹Å"Estimating water demands for the hotel and school section and the figures in Chapter 3 show that the overall quantity of water used to flush toilets, irrigate soil and clean is 612 m3 per annum for the school building. This exceeds the estimated annual rainfall harvest. This being the case, the RH tank will provide water for flushing toilet, with the tank storage for 18 days equalling: (268 m3/365 days)*(18 days) = 13.22 m3 For the hotel According to the figures in Chapter 3, the overall average water requirement at the hotel is 3000 m3. The quantity used to flush toilets, irrigate soil and clean amounts to roughly 53% of the hotels water requirement: roughly 1590 m2 per annum. This requirement cannot be covered in total by the RH alone. This being the case, the RH will be limited to cleaning and/or irrigating or to flushing toilets. Even within these limitations, there may not be sufficient rainwater for these tasks. Using the average daily requirement for toilet flushing: the tank storage = (3000 x 0.35) m3/365days x 18 = 51.79 m3 Using the average daily requirement for cleaning or irrigating: the tank storage = (3000 x (0.12 + 0.06)) m3/365days x 18 = 26.63 m3 Using the aforementioned EA (2003) data, a smaller size is optimal. This being the case, if the RH is used to flush toilets, the respective tank sizes for the hotel and the school are going to be 23 m3 and 14 m3. If the method of estimation used is the supply-side method (i.e. it is based upon capacity, overflow and drainage (see the tdix A)), the the optimal respective tank sizes for the hotel and the school will be 35 m3recomm3 m3 and 35 m3ing for these figures is represented bycalculations ad A-3 (seein Appendix A)The selection ultimately made may depend on a combination of these methods of calculation, as well as the price of the tankAfter this, th 4.2 Grey water recycling at the school and the hotel Metcalf and Eddy (1991) refer to two kinds of wastewater. These are grey and black wastewater. Black water has been flushed down toilets, passed through the drainage system and on to treatment plants. Black water is contaminated with more pollutants than grey water. Grey water accounts for all of the wastewater which has not been used to flush toilets (EA, 2003). It can be treated and then reused for flushing toilets or irrigating soil (Metcalf and Eddy, 1991). Both Waggett (2004) and the EA (2008) refer to grey water from washing machines, kitchen sinks and dishwashers as black wastewater, as it is heavily contaminated and can contain large amounts of grease and food particles. Figures 3.1 and 3.3 illustrate that the two buildings will produce grey water at the levels of 55% at the hotel and 32% at the school, 32% and al. (2007) nostate thatis typeg is treated usingrequires biologicalnt systems,by followed by sand filters andts, as the water is heavily contaminatedion because of the high levels treatmeused to flush toilets or irrigate soilThis treated water can be used for toilet flushing and grounwash basins were be colltic decreasing would occur. Collecteequires a physting oninfected sandsith disinfection and membranes suct et al, 2006). This treated watd to flushfor toilets flushing. Figure 4.3: Schematic of the grey water recycling system to be installed (Source: Birks et al., 2001) Grey water is of lower quality than harvested rainwater and always needs treatment before it is used; There areinotgenerally recognised official aegulations regarding grey waters standard of cleanliness before it can be reusedtoPidou et al., 2007) and individual nations decide upon their own minimum quality requirements. Fs it stands, the UK has no official regulations regarding wastewater usageUnfy wain ). Waggett (2004) nostates thahis lack of legislation is a limiting factor to grey and rainwater usage.one of the eyd rainf standards have been put forward by a number of organisations, complicating matters for those wishing to make use of these green solutionsThis makes a sufficient specificationt the subject have found that project planners should ideally set up The majority of the studies available conclude that it is best to operat level of of a health risk exists and what forms of water treatment they should make herefore, the level of treatment required. There are some highly d etailed research papdocor the water quality standards for non-potable water re and greywatergrey water) wn in Appendix B. For the project under consideration here, it would probably be best to gather and treat grey water for use in toilet flushingf Figures 3.2 and 3.3 display the grey water percentages from showers, baths and hand basins as being 28% for the hotel and 2% for the schools As the school produces relatively little grey water, it is probably best not to bother recycling it in the case of this building, for cost effectiveness purposesTrn the scrin it. He hotel pr a significant quantity of grey water, which will be worth reusing. According toTherefore, economically only the greywbe ey water is generallyeopriate technology for community buildings such as schools, libraries, places of worship and community centresà ¢Ã¢â€š ¬?. The health risks associated with This is because of the potential concerns wither, parthildren are likely to be presresponsible for this. cleanliness especially where children are exposed to the water and little greywatergrey watinn technology would no ve in the case ft According to Waggett (2004), non-potable (grey or RH) water can be utilised for sub-surface irrigation, as long as no spray mechanisms are involved. à ¢Ã¢â€š ¬Ã…“Direct reuseà ¢Ã¢â€š ¬? is another option in areas like laundries (e.g. reusing water from the final rinse for the next washs first rinse). This application may be included in the hotels design and implemented during construction, though many hotels outsource their clothes cleaning services. recycling shows the methodology for the design of the grey water recycling system. The hotels grey water will provide 80% of its total water requirement for flushing toilets (28% grey water compared to 35% needed for flushing), with potable water or rainwater automatically supplementing the produced rrecyclin collectio only at 2s insufficient tof theile (see Figure 4.1). recycling004) noteshows thatandit is possible wateh be used in one water setup, and while this increases the quantity of water collected from that which could be expected from a simple RH system, it creates a need for a larger tank to store all of the water and for a greater quantity of chemicals with which to treat the water, both of which will be costly for the projectand rainwater in the same watys 5.0 Discussion and quantification of options for water conservation at the development site Braithwaite (2006) posits that all developments that aim to be sustainable need to contribute positively to society, be sympathetic to their local environment and ensure that they are cost effective. These factors are referred to as the pillars of sustainable development (Hunt and Rogers, 2005). This part of the report evaluates the potential methods for decreasing the buildings water requirements in terms of their impact upon the aforementioned pillars of sustainable development. The cost effectiveness of the options If less water is required, then less money will be spent on sewage treatment and savings will also be made in terms of spending on water (Otterpohl, 2006). The savings on water will not necessarily be very large, as UK water prices are not high. The savings made by implementing the green technologies would need to be set against the cost of their implementation in order to work out how long it would take for them to financially justify the expenditure. The necessary predictions of expected usage would be difficult to make, particularly for the school building, which would have very low usage during holiday periods. In the case of the school, grey water would probably not be cost effective (as discussed earlier) and would probably need a very long time to make sufficient savings to cover is not co2003) estimate a 30% saving on water expenditure is needed to justify investment in the reuse of grey water and it is unlikely that this would be achieved at the schoolMoreover, at the se kitchen eyecyclis Grey water would, however, be cost effective in hotels; especially big hotels with en-suite accommodation, as customers would consume large quantities of water systems afihite bathrooms and powerful showers an expected part of modern hotels, water consumption is actually higher in the newer establishments, making recycling of non-potable water even more relevantUnlike the majoritutilise treated grey water for toilet flushing when it is busy and revert to its main supply when there are few customer, in order to avoid keeping the grey water in their tank for extended periods. This is common practice in countries with low rainfallrefore, greywatergrey water is The extra setup required to circulate the treated grey water around the hotel would need significant expenditure from those funding the project and this would have to be given serious thought before deciding whether it would pay off in the long term. Rain harvesting setups are fairly commonplace at UK schools, as the water is considered to be fairly clean and the running costs are not too. With a lot of water used for toilet flushing, there would be a need for a big tank at the school, which could lead to a big saving over. To carry out a similar harvesting operation, the hotel would require both a large harvesting area (on the roof) and sufficient room to keep the tank. This would probably not be workable for most hotels. Establishments with swimming pools might consider harvesting and treating water to use in their pool. Social costs The costs to society of these solutions would take the form of problems with their acceptability and/or their reliability (Hunt et al., 2006) (see Appendix C). Environmental costs Braithwaite (2006) views sustainability and environmental protection as being more or less the same thing, with an emphasis upon ensuring that the construction and the running of the buildings is not damaging to the local area going forward. To ensure this does not happen, evaluation of the likely negative externalities of the technologies put forward is needed. Water sustainability for the project might be measured in terms of factors such as impact on the climate, biological diversity and resource depletion. While all of these factors have an environmental aspect to them, climate effects can also create problems in economic terms as well as problems for society in general (Hunt et al., 2006). The recommended technologies need to be beneficial in terms of future sustainability, with emphasis placed on decreasing both the quantity of water that is wasted and the quantity that is obtained from the mains source. Integrated costs On most projects, planners would tend to opt for familiar solutions that are known to be effective over new ones which they might perceive as inherently risky and this might be a factor in the selection made here, particularly in the case of the school, given consideration of the involvement of children (Hunt et al., 2006). As well as the interests of the planners and developers, it is important perhaps most important to give consideration to how the solutions would impact upon the people ultimately using the facilities being discussed. With no official standards for the condition required of non-potable water before it can be used, careful planning is needed to make certain that no errors are made that could potentially cause harm to customers or students. Hotels often take the precaution of labelling water sources such as sinks that provide non-potable water. Another precaution, which might be made use of at the school, would be to use quality gpes (EA, 2008). Prior to selecting one of the options, the projects planners should assess how efficient they are by looking into both how secure and how durable their supply of water will be (Hunt et al., 2006). With the rainfall system being wholly reliant upon the weather, this is quite an insecure option, as unexpectedly dry weather will significantly harm the effectiveness of the solution. This might put off the planners, particularly in the case of the hotel, with grey water reuse preferred due to its greater regularity of supply, regardless of the changing seasons, climate or weather patterns recyclingal., 2006). Therefore 6.0 Conclusions and recommendations The report posits an approach to setting up a sustainable system for managing water at a brownfield development site where a hotel and a school are being constructed. The buildings water requirements are approximated from information provided from the exercise paper and CIRIA report no. C657. The report also considers two alternatives for green technologies to help ensure that the buildings have a sustainable water supply, namely the harvesting of rainfall and the reuse of grey water from the buildings recyclinglutions would both provide non-potable water, with the rainwater of a higher standard than the grey water, which would require treatment before it could be reintroduced to the water system, even for uses not involving human ingestion supplied from thes or regulations regarding RH or grey water quality in the United Kingdom, it would be best to utilise the water for functions such as sub-surface irrigation or flushingAs there are not agreed wateould provide sufficient water to fully supply these functions, but could still significantly supplement the water provided by the mains supplyIn addition, that all these uses can not be fully coven to analyse poteo, there iscription in order to identify the methods of qurnservation at the school and the hotel, ultimately recommending that. water produced by grey water treatment and RH should be utilised for toilet flushing, so as to make savings on water costs and sewage fees. the RH setup is better suited to the school in terms of sustainability, cost effectiveness and viability than the grey water reuse setup and should be implemented at the school with no grey water treatment operation introduced. grey water and RH setups should be implemented for the hotel, either in a combined system or separately, so as to make savings and improve the hotels water sustainability by supplying the establishments toilet flushing function. water costs and sewage fees are fairly cheap, whereas the costs of implementing either of the suggested green solutions are significantly higher, meaning that these technologies are not commonplace in the UK recyclingthe current situation, population growth and environmental changes are likely to create greater water scarcity and make these approaches to the provision of non-potable water far more common, with governments legislating in their support. However, the growi there is a need for the EA, the government or another relevant organisation to set up official regulations for non-potable water quality in the UK.

An Evaluation of the Performance of Three Different Mutual Funds Essay

Asset Allocation: Up to 95% of the Fund’s NAV will be invested in equities. Minimum of 5% of the Fund’s NAV will be invested in sukuk, Islamic debt instruments, Islamic money market instruments and/or liquid assets acceptable under Shariah principle Investment Strategy And Policy RHB Islamic Growth Fund is geared towards investors who look for Shariah compliant instruments that provide long term capital appreciation. The Fund will be mainly investing in public listed companies with growth potential,  sukuk, Islamic debt securities and other securities acceptable under the Shariah principles. Selection of equity investments of the Fund will be in line with those in the SC’s Shariah list which is updated and published twice a year. The External Investment Manager utilises a strategy that seeks attractively priced companies in undervalued sectors, or in sectors that have strong upward stock price momentum by seeking businesses that demonstrate strong increase in earnings per share and continue to strengthen their fundamental capabilities and competitive positions, amongst others. The Fund may invest in fixed income securities to preserve the value of the Fund under volatile market conditions. For fixed income securities, the Fund seeks investments amongst the Shariah compliant fixed income papers that are of investment grades. As such, the equities holding may be reduced. Performance Benchmark: FTSE Bursa Malaysia Emas Shariah Index. Securities may decline in value due to factors affecting securities markets generally or particular industries represented in the securities markets. The value of a security may decline due to general market conditions which are not specifically related to a particular company, such as real or perceived adverse economic conditions, changes in the general outlook for corporate earnings, changes in interest or currency rates or adverse investors’ sentiment generally. They may also decline due to factors that affect a particular industry or industries, such as labour shortages or increased production costs and competitive conditions within an industry. Equity securities generally have greater price volatility than The performance of each individual stock that a unit trust fund invests is dependent upon the management quality of the particular company and its growth potential. Hence, this would have an impact on the unit trust fund’s prices and its dividend income. RHBIAM aims to reduce all these risks by using diversification that is expected to reduce the volatility as well as the risk for the Fund’s portfolio. In addition, RHBIM will also perform continuous fundamental research and analysis to aid its active asset allocation management especially in its stock selection process. This risk is associated with investments that are quoted in foreign currency denomination. When an underlying fund is denominated in a foreign currency  which fluctuates unfavourably against the Ringgit, the investment in the Fund may face currency loss in addition to the capital gains/losses. This will lead to a lower NAV of the Fund. Currency risks could be mitigated on a two-pronged approach. Firstly by spreading the investable assets across differing currencies and secondly by utilising forward contracts to hedge the currencies if it is deemed as necessary to do so. Bond issuers may default or reschedule their repayment. When this occurs the value of the defaulted bond would fall and cause the NAV of the underlying fund to decline in a similar proportion. This risk can be mitigated by careful selection of bond funds and in any case this Fund only invests in bond funds that invest in investment grade bonds. The performance of equities and money market instruments held by the underlying funds are also dependent on company specific factors like the issuer’s business situation. If the company-specific factors deteriorate, the price of the specific security may drop significantly and permanently, possibly even regardless of an otherwise generally positive stock market trend. Risks include but are not limited to competitive operating environments, changing industry conditions and poor management. Since the Fund invests into funds managed by other fund houses, the Manager has no control over the respective fund houses’ investment technique, knowledge or management expertise. In the event of mismanagement, the NAV of the Fund which invests into the Target Funds would be affected negatively. Although the probability of such occurrences is far fetched, should the situation arise the Manager reserves the right to seek an alternative fund manager and/or other collective investment scheme that is consistent with the objective of the Fund. Any changes in national policies and regulations may have an effect on the capital markets in which the Target Funds are investing. If this occurs there is a possibility that the unit price of the Fund may be adversely affected. Since a large portion of the Fund’s NAV is invested in the Target Fund, investment into the Fund assumes the risks inherent in the respective Target Funds. The specific risks to investors when investing in the Fund include the following: Investment manager risk As this Fund invests at least 95% of its NAV in the Target Fund, it is subject to the risk associated with the investment manager of the Target  Fund. This is the risk associated with the following:- (i) The risk that the investment manager may under-perform the target or the benchmark of the Target Fund due to the investment manager making poor forecasts of the performances of securities, asset classes or markets; (ii) The risk of non-adherence to the investment objectives, strategy and policies of the Target Fund, which may occur due to system failure or the inadvertence of the investment manager; and  (iii) The risk of direct or indirect losses resulting from inadequate or failed operational and administrative processes, systems and people. RHBIM has no control over the investment manager’s investment strategy, techniques and capabilities, operational controls and management of the Target Fund. Any mismanagement of the Target Fund may negatively affect the NAV of the Fund. In the event of such occurrence, RHBIM would seek an alternative investment manager and/or other target fund that is consistent with the objective of the Fund. Market risk: The value of the instruments in which the Target Fund invests, may go up or down in response to the prospects of individual companies and/or prevailing economic conditions. Movement of overseas markets may also have an impact on the local markets. Currency risk: The Fund invests up to 95% of its NAV in the Target Fund denominated in USD. Fluctuation in foreign exchange rates will affect the value of the Fund’s foreign investments when converted into local currency and subsequently the value of Unit Holders’ investments. When USD moves unfavourably against the Ringgit, these investments will suffer currency losses. This is in addition to any capital gains or losses in the investment (please note that capital gains or losses in the Feeder Fund’s investment in the Target Fund is also exposed to currency gains or losses resulting from fluctuations in the foreign exchange rates between USD and the other currencies which the Target Fund may be e exposed to. RHBIM may utilise the hedging of currencies to mitigate this risk. Liquidity risk: The liquidity risk that exists at the Fund level is associated with the inability of the Target Fund to meet large redemption in a timely manner. In the event of large redemption request that would result in the total redemption shares in the Target Fund to be more than 10% of the shares in the Target Fund or a particular share class of the Target Fund, part or all of such requests for redemption may be deferred for a period typically not exceeding ten Target Fund Business Days. Regulatory risk: Any changes in national policies and regulations may have an effect on the capital markets in which the Target Fund is investing. If this occurs, there is a possibility that the unit price of the Fund may be adversely affected. Risk of Substantial Redemptions Substantial redemptions of shares within a limited period of time could require the Target Fund to liquidate positions more rapidly than would otherwise be desirable, which could adversely affect the value of the shares of the Target Fund. This risk may be exacerbated where an investment with a fixed life or where investments utilizing hedging techniques is made by the Target Fund. Suspension of NAV Calculation / Limitation of Redemption Payments The Umbrella Fund may in certain circumstances temporarily suspend the determination of the net asset value per share of the Target Fund or a specific share class of the Target Fund and the issue, redemption or exchange of shares or a particular share class in the Target Fund. As further described in the Target Fund Prospectus, if on any given date requests for redemption of shares relate to more than 10% of the shares in the Target Fund or a particular share class of the Target Fund, part or all of such requests for redemption may be deferr ed for a period typically not exceeding ten (10) Target Fund Business Days. CIMB Principal Equity fund Investment objective To provide investors with an opportunity to gain consistent and stable income by investing in a diversified portfolio of dividend yielding equities and fixed income securities. The Fund may also provide moderate capital growth potential over the medium to long term period. Any material changes to the investment objective of the Fund would require Unit holders’ approval. Benchmark As this Fund is an equity fund with up to 30% of its NAV in foreign equities, the benchmark of the Fund is a composite comprising 70% KLCI + 30% MSCI AC Asia ex Japan. The information on KLCI can be obtained from http://www.bursamalaysia.com and local national newspapers. The information on MSCI AC Asia ex Japan can be obtained from http://www.msci.com/overview/index.html and Bloomberg L.P. Investment policy and principal investment strategy The Fund may invest up to a maximum of 98% of its NAV in equities in order to gain long-term capital growth. The Fund may opt to invest in foreign equities up to a maximum of 30% of its NAV. In line with its objective, the investment policy and strategy of the Fund will be to invest in a diversified portfolio of high dividend yielding stocks and/or fixed income securities aimed at providing a stable income stream in the form of distributions to investors. The asset allocation strategy for this Fund is as follows:  up to 98% of the Fund’s NAV in a diversified portfolio of dividend yielding equities and/or fixed income securities; and at least 2% in liquid assets. The asset allocation will be reviewed periodically depending on the country’s economic and stock market outlook. The Manager will underweight/overweight equities and/or fixed income securities when necessary. CIMB-Principal combines a top-down asset and sector allocation process with a bottom-up stock selection process. The asset allocation decision is made after a  review of macroeconomic trends in Malaysia and other global economies. In particular, CIMB Principal analyzes the direction of GDP growth, interest rates, inflation, currencies and government policies. CIMB-Principal will then assess their impact on corporate earnings and determine if there are any predictable trends. These trends form the basis for sector selection. The criteria for stock selection would include stocks that have a medium term (2 to 5 years) dividend record or a yearly distribution policy. The Manager will also actively search for under-valued high dividend yielding stocks that may also offer promising long term capital appreciation. Stock valuation fundamentals considered are earnings per share growth rate, return on equity, price earnings ratio and net tangible assets multiples. As part of its risk management strategy, the Fund is constructed and managed within pre-determined guidelines. CIMB-Principal employs an active asset allocation strategy depending upon the equity market expectations. Where appropriate, the Manager will also employ an active trading strategy in managing the Fund. As this Fund is defensive in nature and designed to cater for the needs of more risk-averse equity investors, this Fund will serve well in bear market conditions. However, in bull market the Fund will underperform the market as the Manager will not take on more risk to divert into highly volatile aggressive stocks. Further, in times of adversity in equity markets and as part of its risk management strategy, CIMB-Principal may from time to time reduce its proportion of higher risk assets, such as equities and increase its asset allocation to lower risk assets, such as debentures and liquid assets, to safeguard the investment portfolio of the Fund provided that such investments are within the investment objective of the Fund. When deemed necessary, the Manager may also utilize derivative instruments, subject to the SC Guidelines, for purposes such as hedging. The Manager has appointed CIMB-Principal (S), as the Sub-Manager for the foreign investments of this Fund with the approval of the SC and the Trustee. CIMB-Principal (S) will be responsible for investing and managing these foreign investments in accordance with the investment objective and within the investment restrictions. All costs of this appointment will be borne by the Manager to ensure no additional fee is levied on the Unit holders of this Fund. The Fund may invest in foreign markets where the regulatory authorities are members of the International Organisation of Securities Commissions (IOSCO). The Fund’s investments in foreign markets will be subject to the limit set by BNM and any conditions imposed by the SC from time to time. Currently, the Fund’s holding in foreign investments will not exceed 30% of its NAV. The Sub-Manager may invest beyond this limit provided the approvals are obtained from the relevant authorities (where necessary) and any increase will be reflected in a supplementary prospectus (if deemed necessary). Notwithstanding the aforesaid, the Sub-Manager may decide not to invest in foreign securities as may be agreed upon by the Manager from time to time. Balanced fund Investment objective: To grow the value of investment over the long term through a diversified portfolio with equity and fixed income securities. Any material changes to the investment objective of the Fund would require Unit holders’ approval. Benchmark: As this Fund may invest up to 60% of it NAV in equities with the balance in fixed income securities, the benchmark of the Fund is a composite comprising 60% KLCI + 40% CIMB Bank 1-month Fixed Deposit Rate. The information on KLCI can be obtained from http://www.bursamalaysia.com and local national newspapers. The information on CIMB Bank 1-month Fixed Deposit Rate can be obtained from CIMB Bank website (www.cimbbank.com.my). Investment policy and principal investment strategy The Fund aims to invest in a diversified portfolio of equities and fixed income investments. In line with its objective, the investment policy and strategy of the Fund will be to maintain a balanced portfolio between equities and fixed income investments in the ratio of 60:40. The fixed income portion of the Fund is to provide some capital stability to the Fund whilst the equity portion will provide the added return in a rising market. The investments by the Fund in equity securities shall not exceed 60% of the NAV of the Fund and investments in fixed income securities and liquid assets shall not be less than 40% of the NAV of the Fund with a minimum rating of â€Å"BBB3† or â€Å"P3† by RAM or equivalent rating by MARC, Moody’s, S&P or Fitch. The asset allocation strategy for this Fund is as follows: the equity securities will not exceed 60% of the Net Asset Value of the Fund; investments in fixed income securities and liquid assets shall not be less than 40% of the NAV of the Fund; and at all times, at least 2% of the NAV of the Fund must be maintained in liquid assets. The asset allocation will be reviewed periodically depending on the country’s economic and stock market outlook. In a rising market, the 60% limit may be breached. However, the Manager will seek to adjust this within a time frame approved by the Trustee. CIMB-Principal will adopt an active trading strategy and is therefore especially selective in the buying and selling of securities for the Fund. For the fixed income portion, CIMB-Principal formulates the interest rate outlook by considering factors such as the Malaysian inflation rate, monetary policies and economic growth. With an interest rate outlook and yield curve analysis, CIMB-Principal identifies the weighting of the investment tenor and credit fo r the Fund. In the unlikely event of a credit rating downgrade, the investment manager reserves the right to deal with the security in the best interest of the Unit holders. As active fund managers, CIMB-Principal has in place flexible tolerance limits to cater to such situations. CIMB-Principal can for example, continue to hold the downgraded security if the immediate disposal of the security would not be in the best interest of the Unit holders. For the equities portion, CIMB-Principal combines a top-down asset and sector allocation process with a bottom-up stock selection process. The asset allocation decision is made after a review of macroeconomic trends in Malaysia and other global economies. In particular, CIMB-Principal analyzes the direction of GDP growth, interest rates, inflation, currencies and government policies. CIMB Principal will then assess their impact on corporate earnings and determine if there are any predictable trends. These trends form the basis for sector selection. Sto ck selection is based on the growth style of equity investing. As such, the criteria for stock selection would include improving fundamentals and growth at reasonable valuations. Stock valuation fundamentals considered are earnings per share growth rate, return on equity, price earnings ratio and net tangible assets multiples. As part of its risk management strategy, the Fund is constructed and managed within pre-determined guidelines. Essentially, CIMB Principal employs an active asset allocation strategy  depending upon the equity market expectations, and at the same time monitors the bond portfolio according to three (3) parameters: tenor, credit ratings and sector. The duration of the bond portfolio is also monitored and modified according to the Manager’s interest rate outlook (i.e. the sensitivity of the portfolio to interest rate changes). In response to adverse conditions and as part of its risk management strategy, CIMB-Principal may from time to time reduce its proportion of higher risk assets, such as equities and increase its asset allocation to lower risk assets, such as debentures and liquid assets, to safeguard the investment portfolio of the Fund provided that such investments are within the investment objective of the Fund. Additionally, for investments in debt markets, the Manager may reduce holdings in longer tenured assets and channel these monies into shorter-term interest bearing deposits. When deemed necessary, the Manager may also utilize derivative instruments, subject to the SC Guidelines, for purposes such as hedging. Bond fund Investment objective: The objective of CIMB-Principal Bond Fund is to provide regular income as well as to achieve medium to long term capital appreciation through investments primarily in Malaysian bonds. Any material changes to the investment objective of the Fund would require Unit holders’ approval. Benchmark: The benchmark of the Fund is the RAM Quant shop MGS Bond Index (Medium Sub-Index). Information on the benchmark can be obtained from http://www.quantshop.com Investment policy and principal investment strategy Up to 98% of the Fund’s NAV may be invested in debentures carrying at least an â€Å"A3† or â€Å"P2† rating by RAM or equivalent rating by MARC, Moody’s, S&P or Fitch. The rest of the Fund is maintained in the form of liquid assets to meet any redemption payments to Unit holders. In line with its objective, the investment strategy and policy of the Fund is to invest in a diversified portfolio of approved fixed income securities consisting primarily of bonds, aimed to provide a steady stream of income. The asset allocation for the  Fund is as follows: †¢ up to 98% in debentures and other permissible investments; and †¢ at least 2% in liquid assets. The asset allocation strategy will be reviewed periodically depending on the country’s economic and bond market outlook. CIMB Principal will adopt an active trading strategy and will be especially selective in the buying and selling of securities for the Fund. CIMB-Principal formulates an interest rate outlook through examining factors such as the Malaysian inflation rate, monetary policies and economic growth. With an interest rate outlook and yield curve analysis, CIMB-Principal identifies the weighting of the investment tenor and credit for the Fund. In the unlikely event of a credit rating downgrade, the Manager reserves the right to deal with the security in the best interest of the unit holders. As active fund managers, CIMB-Principal has in place flexible tolerance limits to cater to such situations. CIMB Principal can for example, continue to hold the downgraded security if the immediate disposal of the security would not be in the best interest of the unit holders. As part of its risk management strategy, the Fund is constructed and managed within pre-determined guidelines. Essentially, CIMB Principal monitors the bond portfolio according to three (3) parameters: tenor, credit ratings and sector. The duration of the bond portfolio is also monitored and modified according to the Manager’s interest rate outlook (i.e. the sensitivity of the portfolio to interest rate changes). In response to adverse conditions and as part of its risk management strategy, CIMB-Principal may reduce holdings in longer tenured assets and channel these monies into shorter-term interest bearing deposits. The Manager may also from time to time invest in liquid assets to safeguard the investment portfolio of the Fund provided that such investments are within the investment objective of the Fund. When deemed necessary, the Manager may also utilize derivative instruments, subject to the SC Guidelines for purposes such as hedging. Invesco Asia Infrastructure Fund (â€Å"the Target Fund†) is a sub-fund of Invesco Funds (the â€Å"SICAV†). The SICAV is incorporated as a socià ©tà © anonyme under the laws of the Grand-Duchy of Luxembourg and qualifies as an open-ended socià ©tà © d’investissement à   capital variable. The SICAV is authorized as an undertaking for collective  investment in transferable securities under the law of 20th December, 2002. The SICAV was incorporated in Luxembourg on 31st July, 1990. The Directors of the SICAV are responsible for the management and administration of the SICAV and for its overall investment policy. The Directors of the SICAV have appointed Invesco Management S.A. as management company to be responsible on a day to day basis under the supervision of the Directors, for providing administration, marketing, investment management and advice services in respect of all Invesco Funds. Invesco Management S.A. has delegated the investment management services to Invesco Hong Kong Limited (â€Å"Invesco Hong Kong†), who has discretionary investment management powers in respect of the Target Fund. Invesco Management S.A. was incorporated as a â€Å"socià ©tà © anonyme† under the laws of the Grand Duchy of Luxembourg on 19th September 1991 and its articles of incorporation are deposited with the Luxembourg Registre de Commerce et des Socià ©tà ©s. Invesco Management S.A. is approved as a management company regulated by chapter 13 of the 2002 Law. As at December 2007, its capital amounts to USD 3,840,000 and the Directors of the SICAV are also composing the board of director s of Invesco Management S.A. Invesco Management S.A. shall ensure compliance of the SICAV with the investment restrictions and oversee the implementation of the SICAV’s strategies and investment policy. Invesco Management S.A. shall send reports to the Directors of the SICAV on a quarterly basis and inform each board member without delay of any noncompliance of the Company with the investment restrictions. J.P. Morgan Bank Luxembourg S.A. (â€Å"JPMorgan†) has been appointed as the Custodian of the assets of the SICAV which will be held either directly by JPMorgan or through correspondents, nominees, agents or delegates of JPMorgan. J.P. Morgan was incorporated as a socià ©tà © anonyme incorporated on 16th May, 1973 and has its registered office at 6, route de Trà ¨ves, L-2633 Senningerberg, Grand- Duchy of Luxembourg. Investment objective and policy The Target Fund aims to achieve long term capital growth from investments in a diversified portfolio of Asian securities of issuers which are predominantly engaged in infrastructure activities. At least 70% of the total assets of the Target Fund (without taking into account ancillary  liquid assets) shall be invested in equity and debt securities denominated in any convertible currency issued by Asian companies predominantly active in the infrastructure sector. â€Å"Asian companies† shall mean companies listed in an Asian stock market and having their registered office in an Asian country or established in other countries but carrying out their business activities predominantly in Asia or holding companies investing predominantly in equity of companies having their registered office in an Asian country. Up to 30% of the total assets of the Target Fund may be invested in aggregate in cash and cash equivalents, money market instruments, equity and equity related instruments o r debt securities (including convertible debt) issued by companies or other entities not meeting the above requirement. Invesco Hong Kong is an active manager combining bottom-up and top-down multi-factor analysis, although they have a strong focus on bottom-up stock selection where they believe it can add value. The investment universe mainly includes companies in the Asia Pacific ex-Japan region that are principally engaged in infrastructure-related activities, including companies that are involved in providing the foundation of basic services, facilities and institutions upon which the growth and development of a community depends. In addition, ‘soft’ infrastructure that includes financial support (e.g. project financing from investment banks) and maintenance support (e.g. management of communication networks) also fall into this definition. Broadly speaking, infrastructure can be classified as but is not limited to: Economic Infrastructure – to support the long term growth of the economy. These assets have a long operating life and strong monopoly position. Examples: roads, airports and ports. Utilities – to provide essential services for the community. Examples: gas/ energy/ electricity generation, distribution and retailing, water distribution and waste treatment. Social Infrastructure – to provide public sector facilities for the society. This sector has emerged as governments have embraced the public private partnership concept in order to encourage operation efficiency. Examples: train stations, hospitals, schools and stadiums. Commercial infrastructure – private sector initiatives to cater for technology advancement. Examples: satellites, cable networks and renewable power plants. For the purpose of this Fund, the Manager will be investing in Class C of the Target Fund. As at LPD, only Accumulation Shares  are available for this share class. Investors holding Accumulation Shares will not receive any distributions. Instead, the income due to them will be rolled up to enhance the value of the Accumulation Shares.

Nike - Organizational Audit - 3209 Words

Presented to: Dr. Laura Pogue Chadron State College Organizational Behavior Audit for Nike Inc. TABLE OF CONTENTS 1. Company Overview 2. Body of report 2.1. Introduction to Organizational Behavior [general OB attributes] 2.2. Individual Behavior, Values, and Personality 2.3. Perceptions and Learning in Organizations 2.4. Workplace Emotions, Attitudes, and Stress 2.5. Employee Motivation: Foundations and Practices 2.6. Individual Decision Making 2.7. Team Dynamics 2.8. Communicating in Teams and Organizations 2.9. Power and Influence in the Workplace 2.10. Conflict Management 2.11. Leadership in Organizational Settings 2.12. Organizational Culture 3. Conclusion, Results and Summary 4. Bibliography 1.†¦show more content†¦NIKE, Inc. has a code of ethics for all employees called Inside the Lines. It defines the standards of conduct they expect employees to follow and includes a range of topics on employee activity, ethical behavior, product safety, legal compliance, competition and use of resources. Each year, all NIKE, Inc. employees are required to verify that they have read and understand Inside the Lines. NIKE, Inc. also operates a global toll-free line called Alertline for employees to confidentially report any suspected violations of the law or code of ethics. Any reported concerns around accounting, auditing or internal control are communicated to the Board’s audit committee, which determines appropriate action. Nike expects suppliers to share standards and operate in a legal and ethical manner. While Inside the Lines addresses the behavior of NIKE, Inc. employees, the Code of Conduct addresses contractors that manufacture Nike-branded products. It dire cts them to respect the rights of their employees and to provide them with a safe and healthy work environment. 3.3. Perceptions and Learning in Organizations Learning is a relatively permanent change in behavior that occurs as a result of a person’s interaction with the environment. Learning occurs when the learner behaves differently. NIKE, Inc.’s corporate responsibility strategy draws heavily from insights they have gained from rich experience withShow MoreRelatedEthical Implications of Expanding Business Abroad: Nike Case Study1241 Words   |  5 Pages1. The leadership at Nike initially failed to consider the ethical implication of extending their business abroad and primarily focused on the profits generated by the enterprise. If the company were to concentrate of the idea of integrity when deciding to build factories abroad it would have certainly experienced better results when considering its general image. Such an act would have most certainly prevented complication from arising and would have emphasized that Nike is generally concerned withRead MoreSocial Audit Responsibility977 Words   |  4 Pagescorporate so cial responsibility- , they are two dimensions: †¢ The organizational level †¢ The societal level The case of Nike as famous corporate that faced the risk of losing its reputation in the early 1990’s will witness and serve here as example to illustrate every step and to explain the two level of learning from where a company will end up by developing a corporate social responsibility 1 ° the organizational level On this dimension, the company usually needs to pass through fiveRead MoreBusiness Ethics: Apple1300 Words   |  5 Pagesyounger. If American countries are going to outsource labor to countries where child workers are common, they need to be prepared to spend extra time and money making sure that its not saving money to enable child exploitation. For example, back in 1998 Nike became a company that was nearly synonymous with exploitation of young children across the seas. In an attempt to rectify the situation, Nikes chairman and chief executive at the time said, We believe that these are practices which the conscientiousRead MoreStrategic Analysis of Nike8813 Words   |  36 Pages------------------------------------------------- ------------------------------------------------- CONTENTS 1. Introduction 4 2.1. Vision amp; Mission 4 2.2. Company Portfolio 4 2.3. Nike Value Chain 6 2. Environment Analysis 3.4. Remote Environment Scan 7 3.5. Industry Environment Scan 10 3.6. Business Environment Analysis 11 Read MoreNike And International Labor Practices1207 Words   |  5 PagesHitting the Wall: Nike and International Labor Practices Nike is one of the most popular and successful footwear brands, and there are many manufacturing factories in different countries. In this case, it talks about Nike’s international labor practice between1980s to 1990s. At the beginning of the case, it mentions Nike started to attract teenagers’ attentions in 1970s, besides that, Nike’s revenue reached the first highest peak in 1980s by increasing not only the footwear styles but also the celebrityRead MoreThe Problem Of A Ceo Of Our Sensor Company923 Words   |  4 Pagesneed to take our corporate social responsibility more seriously. Apparently, we cut our audit team for a nice 5% cost saving, but at what cost? Lack of oversight enabled our supplier to break labor laws not once, but thrice. This should have been rectified the first time they broke the contract as now we are in a treacherous position over having our hand forced. The first step here will be to increase our audit team back to its original capacity . While this alone will not prevent our supplier fromRead MoreNike Paper3923 Words   |  16 PagesRunning Head: Nike, Inc. Marketing Plan Marketing Plan for Nike, Inc. â€Å"Just Do It† ShaRhonda Clark Walsh College MKT 307, Spring Semester 2010 Professor Haener May 31, 2010 Table of Contents Photo of Michael Jordan4 Marketing Plan for Nike, Inc. â€Å"Just Do It†5 Nike Organizational Development†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 Structure†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 People†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 Culture Systems†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreEssay about Nike: The Power of Exploitation1782 Words   |  8 PagesNike: The Power of Exploitation Outline I. INTRODUCTION Paragraph No. A. Nike Described + Thesis: Many people can prove that Nike is a company 1 that continues to push the boundaries of design and performance, promoting freedom and choice, but these same people leave out the obvious facts that show how this company exploits third world countries by using cheap labor. Read MoreNike s Organisational Structure, Motivation Of Their Workforce And Managing Cross Cultural Conflict2016 Words   |  9 Pages Introduction: Nike is an American multinational corporation that is engaged in the design, development, manufacturing and worldwide marketing and sales of sporting apparel and accessories (Sage, 2008). Nike is the world leader in the segment of athletic shoes and apparel (Iqbal, n.d.). The purpose of this paper is to examine the challenges and issues faced by Nike’s management, and what factors have led to such issues. Furthermore, what theories and strategies can be used to explain the issues

Children s Influence On Children - 2115 Words

Before children were sent to Canada they received some education as well as some training. Only the children who were in good physical health as well as demonstrated a good personal character were chosen to go to Canada. Children gave consent to be sent they had the option to say ‘no’ to the trip, however with promises of a better life and the ability to help develop the new country, the trip seemed like an adventure to many. Children did not understand what they were agreeing to. They were usually more than willing to set sail across the ocean. Children were generally given new outfits, a pair of shoes, a trunk, bible and a book of rules to start their voyage. Once the children reached the Canadian soil usually Halifax, Labrador,†¦show more content†¦Often being returned to distribution homes because they failed to keep up with demands that were required of them or they were not the size that was required for the job they had been intended to do. Britis h children tended to be smaller and less skilled than Canadian children. The lack of skills was mainly because they came from urban areas in Britain which did not have farming. One agent reports that out of her 1304 placements 290 children were returned. With the constant bouncing between the homes children had a difficult time becoming attached. As part of the placement contract, families were required to file a report every three months with updates of the child such as health, progress and conduct. These reports were all too often not filed or they were untruthful leaving out the mistreatment towards the child. The children were also bound by contract, usually until age ten children would be looked after in a program called boarding out. This program gave the foster family five dollars a month to keep the child and they had to allow him or her to attend school. Once the child was ten and above they worked for the family in exchange for their board, food and clothing th at was provided. At the age of fourteen to fifteen children began working for a small wage. At this stage they paid their own board, clothing and food. Until age eighteen the children