The Declaration of Independence in the American Legal System Essay

The Declaration of Independence in the American Legal System - Essay Example The Declaration of Independence in the American Legal System How the Declaration of Independence came about started a long time ago, in the annals of history. The laws in the United States which currently govern Americans’ private and working lives, in several spheres, have radically changed over the last two hundred-and-thirty-five years that this country has been in existence. When lawyers speak of the English legal system they are referring to the unified legal system of England and Wales. However, since the U.S., before its inception was colonized by the British—much of American law is derived from the English legal system. Since Great Britain ruled over the colonies, they had adopted the British legal system. There are several sources of the American legal system—including the nature of law, common law, and statute law—and why the Declaration of Independence is most closely associated with statute law, even though it has elements of the other law in i t. a. The Nature of Law In any community or group, rules made by the people will develop to control the relationships between these members. These rules are essential if the community is to work. Human beings tend to congregate in societies with a basic human instinct to survive and as far as is possible to flourish. Even in primitive societies, traditions, religions, and customs will affect conduct as a society develops. As these societies grow, a more complex set of rules of a more definite nature emerge and a body of law comes into existence. At the same time machinery for the enforcement of these new laws must also come into existence. At first, the colonies were a body of independent states that operated separately from each other. However, eventually, the colonies realized that their independence was imminent once Britain started to block their supply ships with the help of German mercenaries. This made it evident to politicians, statesmen, and writers that Britain was declari ng war on the colonies (in essence). Thomas Jefferson used language from John Locke’s Second Treatise on Government to help, in part, draft the Declaration of Independence: â€Å"Republicanism meant more than ousting the king. The Declaration of Independence had stated the principle of popular sovereignty: Governments derive ‘their just powers from the consent of the governed.’ In the heat of revolution, many Patriots gave this clause a democratic twist† (Henretta and Brody 2010, 174). Jefferson would later develop the Federalist powers, having developed the concept of checks and balances in government. b. Common Law Most legal systems in Europe (including Scotland) are strongly influenced by Roman Law, and still, have some carryover today. The body of law that applies in England and Wales is different and has gradually developed over a long period of time. This body of law is called the ‘Common Law’ and has become the basis of law not only in England and Wales but also in the United States of America and many Commonwealth countries. The common law developed from the Norman Conquest in 1066 when a centrally strong government led to a centralization of the administration of law, the unification of varied local customs, traveling judges and centralized courts with a ‘common’ law.

Issue in Corporate Failure of Bank Essay Example for Free

Issue in Corporate Failure of Bank Essay It also raised millions of revenue by accounting techniques to show false profits and hided their losses which occur in trading and bad debt. The biggest bank fraud in history According to Manhattan District Attorney Robert M. Morgenthau, the BCCI scandal that came to light in 1991 was the largest bank fraud in world history. Perhaps no other criminal enterprise has involved or at least embarrassed so many prominent people, from billionaire Arab sheikhs to Third World dictators to present and former leading figures in the U. S. and British governments. Certainly none could match the international web of financial chicanery, political intrigue, and unsavoury figures with which BCCI was said to be associated. (Source: Encyclopaedia Encarta 2007) BCCI was engaged in four major frauds. One was a cover-up of $633m of losses on treasury trading. The second was the illegal acquisition through nominees of several banks in the US, in which it spend $346m. The third was a complex manipulation of accounts to prop up its largest borrower, the gulf shipping group of Pakistan, to which it lent more than $725m, which was over the limit set by banking regulations. The fourth was fundamental fraud by which BCCI allegedly acquire secret control of 56% of its own shares at a cost of over $500m. BCCI was a serpent eating its own tail. These sums add up to more than $2bn. But this is a minimum: it omits the enormous cost to BCCI of financing its secret losses. The manipulation to cover up the fraud involved another $2bn, bringing the grand total to well over $4bn. BCCI frauds were the main reasons for its corporate failure. The scale the fraud is breathtaking enough. But while most frauds involve the disappearance of real money, BCCI did the exact opposite. It manufactured billions of dollars out of nothing to conceal gaping holes in its balance sheet, like a giant game of ‘Double Your Money’. This involved extraordinary financial gymnastics and illegal loans on a huge scale. When BCCI finally came crashing down, it was not with a thud, but in a shower of paper. (Behind Closed Door: FT Publication) BCCI initiated every single route to excel its growth. In a first place its corporate structure was so complicated which involved uses of shell corporations frequently termed as satellites, bank confidentiality and secrecy. BCCI’s top management including nominees which also includes some famous personalities in politics were involved in corruption and made it a supreme atmosphere for crime. BCCI’s criminalities included, †¢Fraud by BCCI and BCCI customers involving billions of dollars; money laundering in Europe, Africa, Asia, and the Americas; †¢BCCIs bribery of officials in most of those locations, †¢Support of terrorism, arms trafficking, and the sale of nuclear technologies; †¢Management of prostitution; †¢The commission and facilitation of income tax evasion, smuggling, and illegal immigration; †¢Illicit purchases of banks and real estate. Source: Walker, L. 2001) Abdul Basir, head of BCCI Pakistan operation, says: â€Å"We looked after clients in the most efficient, personalised manner. † The diamond market which is home to Lahore’s famous dancing girls, Prostitutes, who for centuries have provided entertainment for emperors and their cour tiers – and latterly for politicians, Arab Sheikhs and bankers. BCCI used these girls to treat Arabs rich businessmen and major shareholders. BCCI’s Zafar Iqbal, former chief executive, was in charge of managing prostitutes. Corporate Failure of BCCI There were two main reasons of BCCI’s corporate failure apart from their criminal activities. These were high risk loans and trading. A bank’s treasury plays a key role in managing its financial affairs by trading large amounts of money and currencies. Some if this dealing is done on behalf of clients. But bank treasuries also speculate on whether currencies will rise or fall, using their own money. BCCI was no exception. According to Price Waterhouse, the bank combined these two activities by trading huge amounts of clients’ money – but in its own name, and without their knowledge.

The Pros And Cons Of Each Approach

The Pros And Cons Of Each Approach The project management team at Parallel Services is having a debate about how to define tasks in the work breakdown structure used to construct a Gantt chart. Ann, the project manager, wants to break tasks down into the smallest possible units. For example, she objected to a broad task statement called Develop a training schedule. Instead, she suggested three subtasks: (1) Determine availability of training room, (2) Determine availability of attendees, and (3) Select specific dates and training times. Karen, another project team member, disagrees. She feels that the broader task statement is better, because it allows more flexibility and will produce the same result. Karen says that if you break tasks into pieces that are too small, you risk over-managing the work and spending more time on monitoring than actually performing the tasks. (a) Discuss the pros and cons of each approach. Breaking down tasks into smaller and manageable units, makes the inter relationship between those units clearer, effectively helps the planning process, easier to revise and update plans when needed, assign work packages to appropriate skill groups, which makes it easier for the project manager to macro manage the project. Tracking the progress of work packages is more accurate because the timeline feature of Gantt chart carries over to WBS. Smaller tasks also carry some disadvantages like need for excessive communication, unending status reporting, loss of productivity and more. For example, the below figure shows that a project that is twice as large will be much more than twice as complex. Only one interaction among team members exists in Project A. In Project B, as many as six different interactions can take place. Unless carefully coordinated, multiple interactions can lead to misunderstanding and delays. Large work packages (Broader tasks) can be unclear as team members may not be sure of what they are supposed to do. There are chances that your team members could assure you about meeting the delivery date of the large chunk of work and approach you for schedule extension just when you thought the work would have been done. In addition below are some more disadvantages of large/broader tasks. You receive less feedback to overcome this, smaller tasks are better because people can learn sooner if the tasks are smaller and provide better feedback. Work might expand after the initiation of a project. Large tasks usually have long due times. Hence there might be no sense of urgency which leads to low motivation. Tasks fail if they are big After spending half of the budget, you discover that resources are not enough to finish the task on time. The only solution would be fight with neighbor projects to find more resources which is again expensive because you cannot just cancel the project after spending half of the budget. So, your task would drag on forever, and consume even more resources. (b) Explain which approach you would advocate and justify why. I would like to support smaller tasks. Project manager plans, monitors and tracks the work done by the team members, so tasks should be small and manageable. Trying to manage a project as one large task would be impossible. Instead, i would like to break the project down into many smaller tasks that can be easily managed. People who procrastinate often comment that when they wait to the last minute to complete a project, they often feel overwhelmed, and the task seems insurmountable. Breaking the task into smaller units and setting priorities, the work would be more manageable and less intimidating. Finding the correct size for the work packages is very important when planning on work breakdown, not too big, not too small, but just correct size. If the tasks were smaller we always have option to increase it later if needed. However the opposite is always not possible. Work breakdown structure would help assigning tasks to individuals, monitor the work status on a regular basis and also hold people accountable for the work assigned to them. Preparing the work breakdown structure properly, you can easily maintain your schedule and people will be responsible for their part of work (tasks assigned to them). A project task can be represented by one or several team members. In a workgroup, to complete a task, the workgroup leader should consult with the workers in order to develop the task list. A task should be broken down in to a level where an individual is able to do a task without further breaking it down into smaller units. The project task list does not necessarily describe task sequence, but the task leaders will often think in these terms. It is important for the project manager to keep in mind that these tasks must be broken down into smaller, discreet, independent work units, and that none are left out. Breakdown is satisfactory when individu als are identified who can determine exactly what has to be done, how long it will take, and who will do it. If, on one unit of effort, several groups are each working independently of each other, the unit needs even further breakdown. Each autonomous team should have its own task. Below is a simple example of work breakdown structure. Question 2 Point value: 10 Many companies are undergoing server virtualization. This is the concept of putting multiple virtual servers on to one physical device. The payoffs can be significant: fewer servers, lower electricity and cooling costs, lower infrastructure and administrative costs, increased flexibility, more effective use of space, and lower maintenance costs. The costs of doing so include licensing virtualization software, labor costs in establishing the virtual servers on to a physical device, costs of updating tables, and access. However, determining return on investment can be a challenge. Some companies have lost money, while others claim that they have gained a positive return on investment. (a) Suggest ways in which a company could determine its actual return on investment from server virtualization and how this would be accomplished. Server virtualization increases the rate of investment for an organization. Below are some of the ways in which server virtualization can help the organization to increase their ROI. 1. Reducing server maintenance, storage and networking costs 2. Reducing growing power, cooling and costs pertaining to facilities 3. Increased IT productivity 4. Reduce business risks Server virtualization allows an organization to save money on hardware, floor space and resources. Virtualization uses existing servers to provide better performance without adding additional capacity, which results in savings from hardware. For example, deploy three virtual servers on one physical machine and it saves the need to buy three separate machines, which may be used less frequently that too at full capacity. When the physical number of servers in an organization is decreased, this means less storage space is required. Office rents are a major expense for any business, so less space is definitely a plus. It is necessary to calculate the money to be spent on the licenses for virtualization products. Buying more RAM and software licenses are more feasible than buying new machines. In the long run virtualization can save money because it reduces energy consumption. Server virtualization makes an organization more effective by making use of the existing infrastructure in a better way. Migration is easier in virtualized environment. With virtualization we can just deploy an image of the existing or a new system or solution on the present server without a need for a new server deployment. (b) Discuss whether this is a type of project in which a systems analyst would become involved and why. A systems analyst would be involved in this type of project. Though server virtualization is a great choice there are factors to consider prior to the implementation of product. The analysis and planning phase should be done properly to avoid any type of virtualization failure. A systems analyst should have better understanding of server virtualization concepts before trying to implement it in an organization. The leading virtualization solutions are easy to deploy and user friendly however might require close inspection based on the requirements of the organization. This doesnt mean that you shouldnt consider virtualization, but you should look carefully at the numbers and run a test bed before committing to the idea. Below are some of the notable factors that a systems analyst needs to consider before deciding on server virtualization idea. Single point of failure When failures occur on a server on which all the virtualization solutions are hosted and running, when the virtualization solution itself fails, the system crashes. Need for powerful machines Virtual servers demand powerful hardware. It is still possible to deploy virtualization solutions with less powerful systems; however the performance decreases greatly if there is no sufficient RAM and CPU power on the main system. Lower performance Issues Problems show up after the application has been virtualized. Application performance would differ when it experiences lot of stress from different processes running on the same server. Performance issues cannot be predicted in advance. Not always possible There are applications where virtualization is not possible or not feasible. One practical example is database, since databases require frequent disk read and write operations, virtualization, which takes time to perform is not at all suitable for the database environment. Security Security configurations and concerns must also be considered when analyzing a virtualization solution. It is the job of systems analyst to carefully weigh the pros and cons while considering to go for a virtualization solution. Question 3 Point value: 15 The vice president of accounting says to you, the IT director, This systems development life cycle stuff takes too long. She tells you that her people know what they are doing and that all systems requests coming from her department are necessary and important to the organization. She suggests that the IT department bypass the initial steps for any accounting department request and immediately get to work at the solution. (a) Justify your departments use of the SDLC and the consequences of omitting stages of the lifecycle in systems analysis. The Systems Development Life Cycle (SDLC) is a conceptual model that describes the stages involved in a system development project starting from Identifying problems, opportunities and objectives through maintenance of the application. There are several models developed to guide the process involved. Documentation is crucial regardless of the type of model chosen for any application and is usually done in parallel with the development process. Success of a project depends on how closely the plan was followed and implemented throughout the project development. During the initial phases, systems analyst is concerned with correctly identifying the problems, opportunities and objectives. The success of the rest of the project depends on this because if the problem is not identified correctly at the initial stages or skip this stage then the rest of the team would be addressing the wrong problem. The cost of fixing a defect in the early stages of the project is very less when compared to fixing a defect at later stages of the project development because it would cost a lot to fix the defect when project is in production stage. Below is a simple graph of cost and time graph that can explain the cost of change as we progress in the project. http://www.ambysoft.com/artwork/costOfChangeCurve.jpg (b) Explain to her the alternative design methodologies used in systems analysis, how they are similar to and how they differ from the SDLC, and the appropriateness of each for different types of projects. Agile methodology and object oriented methodology are the other two alternative methodologies used in systems analysis. Agile methodology is an approach based on values, principles and core practices. Agile methodology not only reduces the risk of misunderstanding, it also minimizes the cost of addressing any defect. Object oriented best suits situations where complex systems undergo continuous maintenance, adaptation and redesign. Understanding the organization, budgeting time and resources, developing a project proposal, gathering information and sampling data from existing reports are the activities that are common in all the three methodologies (SDLC, Agile and Object Oriented methodologies). SDLC and object -oriented approaches require extensive planning and diagramming. The Agile and object-oriented approach allow subsystems to be build one at a time until the entire system is complete. The agile and SDLC approaches are concerned about the way data logically moves through the s ystem. SDLC approach can be used when there are adequate resources and time to complete the full SDLC. Agile methodologies can be used when applications need to be developed quickly in response to a dynamic environment. Object-Oriented methodologies can be used when organization supports the UML learning and when systems can be added gradually, one subsystem at a time. Question 4 Point value: 20 points FlexTime is a regional chain of fitness centers that provides workout facilities as well as a variety of fitness classes to its members such as aerobics, martial arts, yoga, Zumba, and kickboxing. The chain has 50 facilities located in the northeastern region of the United States. Each facility employs approximately 80 individuals including managers, personal fitness trainers, fitness instructors, receptionists, on-site physical therapists, and maintenance personnel. The owners of the chain would like to replace their antiquated database system with an integrated system that keeps track of payroll, employee and class scheduling, inventory, and membership dues at each of its facilities. They have asked your systems analysis team to conduct a feasibility analysis and to develop the system for them, assuming that it is feasible. (a) Explain how you would conduct the feasibility analysis for FlexTime. I would start with defining the potential impact of the integrated system which can help decision makers to determine whether or not to replace their antiquated database system with an integrated system. Feasibility study report should be prepared in such a way that FlexTime can decide about cost estimation, funding and important decisions which are very essential for them to be stable and run profitably. Systems analyst should analyze the current system with the proposed integrated system and prepare detailed report that contains information related to technical, economic and operational impact and will also include both pros and cons of both the current system and proposed system. Interviewing managers, personal fitness trainers, fitness instructors, receptionists, on-site physical therapists, and maintenance personnel, developing and managing questionnaires to interested sponsors, such as potential users of the information system, monitoring users of the current system and determi ne their requirements as well as their like and dislike with the current system, gathering, investigating, and analyzing documents, specifications, reports, procedures, user guides, and any other documentation relating to the operations of the current system, modeling, detecting, and simulating the tasks of the current system are some various methods a systems analyst can use to collect data. It pursues to determine the resources required to develop an information systems solution which includes the cost and benefits and the feasibility of the new solution (b) Provide three examples of why this project might lack technical feasibility. This project may lack Technical feasibility because Flextime doesnt have enough information technology staff to execute the project. The existing resources (hardware or software) might not be able to support the business needs. Lacks financial resources to support the proposed system. The organization might lack the expertise, time or personnel required to implement the new project. (c) Provide three examples of why this project might lack operational feasibility. This project is not adequate in terms of operational feasibility because the project might not be easy to operate. The users (managers, personal fitness trainers, fitness instructors, receptionists, on-site physical therapists, and maintenance personnel) of the project lack proper training or knowledge of the system. The project procedures might be too complex for the personnel as the system has integrations with multiple applications. (d) Provide three examples of why this project might lack economic feasibility. This project might lack economic feasibility because they might lack the finances required to wait for return on investment, so the project implementation might halt due to longer payback period. They can use the profits gained with this and reinvest in other technology. In addition, benefits and costs can both be intangible, hidden and/or hard to estimate. Alternative financing arrangements like renting or leasing or purchasing required hardware or software. When compared to existing system the proposed system would be integrated with many other applications, the organization may want to invest more on labor. Costs may have been underestimated (However, we did compare our costs to a comparable services startup costs). Furthermore, although we hoped to exhaust the potential list of project costs, there will likely be items that we must purchase. (e) Explain which of the systems development methodologies discussed in the text would you choose to use to develop the system for FlexTime and why. I would like to use SDLC to develop the system for FlexTime. SDLC model can answer questions like Do we have the hardware or software to handle the system?, Do our computers have enough memory?, Does the new proposed system do what it is supposed to do? and many more. SDLC is used to identify the need for the system initiation, ship out the new system to the user(implementation), and de support when no longer needed(Disposition) because if we dont have a clear plan for doing all these, then it can become an expensive mistake. As each phase of SDLC requires documentation, reporting and approval, it assures that a project does not go out of hand either by changing the direction or becoming a financial black hole. There will not be any surprises when the system is shipped to the user because the management is aware of every step and it is documented. In short because of the planning, approval, testing and documentation activities SDLC can assure that the system can, and will work as exp ected. Question 5 Point value: 45 points City College is considering introducing a new online system through which faculty and students will place textbook orders which will be implemented in fall 2011. As the systems analyst assigned to this project, you have been asked to obtain information from different user groups who will be using the new system. (a) Identify the different user groups that you would want to gather information from, and explain why. Administrators They are responsible for setup and maintaining user accounts, maintaining system, verifying whether all the hardware and software used are working properly, monitor system performance, creating backup and recovery policy to use whenever there is a disaster, setup security policies for users, monitor network communication. Librarians It is always important to collect information from librarians because they create records for library catalogs, process library materials for collection, assist users in locating materials, circulate library materials and handle overdue processes, managing user records, operating customer service points, in fact librarian is the person who would have knowledge of everything in the library. Students They use library more than any other user groups identified in this case so it is very important to gather information from students to build the new online system. Faculty/Reviewers/Evaluators/Teaching Assistants As most of these people use library for traditional printed resources, inter-library loan, electronic journals, and electronic databases/article indexes. Gathering information from them would help developing online system and provide all options they need. (b) Develop an interview protocol that you would use to interview members of the user groups. In doing so, identify the types of questions that you might ask as well as the appropriate structure for conducting the interview. When interviewing administrators and librarians I would like to follow the protocols that include open ended questions and then move on to closed ended questions to be more focused with the interview and finally with some open ended questions and appreciate the interviewee for taking time out of his/her schedule. I might even use general probes in interviews to enable the user being interviewed to be as informative as possible in their responses. I might ask questions like Is there anything else you would like to add?. I would like to use diamond structure for conducting the interview as this structure combines the strengths of the both pyramid and funnel structure. When interviewing students and faculty I would like to start with open ended questions and then narrow the possible responses by using closed ended questions. I might ask questions like How do you use the library resources?. I feel funnel structure best suits to conduct the interview for this users group. (c) Make a case for or against the use of joint application design (JAD) sessions to gather information. Joint application design (JAD) sessions to gather information would not suit because JAD sessions require commitment of a large block of time from all participants, JAD requires minimum of two to four day commitment where participants may not do any other activities concurrently. Inadequate JAD session preparations in any regard or if the follow-up report and documentation of specifications is incomplete. The necessary organizational skills may not be sufficiently developed to enable the concerted effort required to be productive in a JAD session. JAD may not be possible in our case as students may have their classes/exams going on or faculty may be busy teaching in class at the time of JAD schedules. (d) Develop a questionnaire that you would use to elicit information from members of each user group. Students Group Which Department are you in? What courses are you taking? What types of books are required for your course? What authors books do you prefer or are preferred by your instructors? Any specific publications? Is there anything else you would like to add? Faculty Group Which Department are you in? What courses are you teaching? What type of books do you propose to the students? Any specific authors? Any specific publications? Is there anything else you would like to add? Librarians Group Library catalogs? Any library material for collection? Any overdue processes? What books do you see students using/requesting most? Any new journals/magazines required? Any editions of books to be updated? What type of user records? Is there anything else you would like to add? Administrators Group Types of user accounts? What type of tools required to upgrade the search capabilities in the online library system? System performance monitoring options? What type of security policies? Is there anything else you would like to add? (e) Explain how the questionnaire might be distributed to members of each user group. Make sure to describe the benefits and drawbacks of each distribution method that you suggest, and provide a final recommendation with justification. I think we can distribute questionnaire to users in all groups via email and web survey because we can reach the users quickly. Cost of taking opinions from the groups with paper is completely reduced since the surveys are taken electronically and email is free, user privacy is maintained. Responses can be automatically collected and stored electronically at users convenience. Reminders can be sent easily and are inexpensive via email and by using software we can turn email data into data tables for use in spreadsheet. (f) Determine what sampling methodology you would use to distribute the questionnaire. Justify your selection. I would use stratified sampling methodology to distribute the questionnaire. To develop an online system for text book orders the data gathered should be effective and stratified sampling methodology is often essential in such cases. Using this sampling methodology a systems analyst can gather information from different group of users/people say for example you may want to use a survey to gather data from students, faculty but you might prefer to use personal interviews to gather similar data librarians and administrators. (g) Suggest a strategy for analyzing any existing documents that are used in the textbook ordering process. Explain why you would choose this strategy and why you would select certain documents (You can be general in specifying the types of documents.) Systems analysts should consider both quantitative and qualitative documents for analyzing. Quantitative documents include analyzing reports, records and forms to determine where the organization stands currently and what the vision for the proposed system is. Qualitative documents include email messages, memos, web pages, procedure manuals and policies because they contain details of the expectations of behavior, the ways in which users expect to interact with information technologies. Systems analysts can take help of guidelines to systematically approach to this sort of analysis. The focus of the document analysis should be a critical investigation, rather than a mere description, of the documents. The analysis should include questions about the educational purpose of the document; how librarians, faculty and students are using it, and how it is contributing to learning. Records provide periodic updates of what is occurring in the business, it can provide much useful information t o the analyst. Systems analyst should make a note of performance measurement. This measurement can help analyzing the actual and intended performance of the system. Analyzing policies allows the systems analyst to gain an awareness of the values, attitudes and beliefs guiding the organization.

The Slaughter House :: Description Essays

The Slaughter House â€Å"Though he was harshly treated, he submitted and opened not his mouth; like a lamb that is led to the slaughter, or a sheep before the shearers, he was silent and opened not his mouth† Isaiah 53:7 Trudging along the dirt road that led down to the abattoir, I was experiencing strong emotions. My stomach churned at the thought of the blood I was likely to encounter during the processing of lambs. I reasoned that to get a valid opinion on the subject, I had to witness the entire process, no matter how unpleasant. As I entered the abattoir I was greeted by Tim, a young graduate student who would be assisting the professor throughout the process. I was told to step into a tray on the floor filled with a disinfectant to prevent the entrance of unwelcomed germs that hid on the bottom of my shoes. I pulled on a long yellow apron and placed a hair net and hard hat on my head. A small class of animal science majors walked in who would also be viewing the slaughtering. The professor and Tim prepared for the process by thoroughly washing and sanitizing all of their instruments, sharpening their knives, and placing hooks on a track overhead that holds the sheep carcass upside down. I stepped outside and saw the four sheep that were to be killed. They were huddled together as if they knew what was to happen and were saying their goodbyes. Tim reassured me they were only afraid of being in a strange, confined space. I stood off to the side as Tim led the first of the sheep inside. The sheep gave little struggle and made no sound. Tim gripped its head tightly as the professor placed a bolt gun on the top of its skull. The bolt gun worked similar to a revolver.

Mrs. Dalloway :: essays research papers

Mrs. Dalloway (1998) presents a day in the life of Clarissa Dalloway, an upper-class English woman. Clarissa Dalloway is the wife of Richard Dalloway, a Conservative Member of Parliament. The story takes place in London on a day in June 1923, a day when Clarissa is giving a dinner party. She walks to the florist shop to buy flowers for the party. Admittedly, it's no easy task to make a silly woman's foolish choices an engrossing cinematic experience. For that reason alone the people who tried to make a film of Virginia Woolf's novel, "Mrs. Dalloway" get an "E" for effort. It has a sumptuous look, excellent supporting performances, and I wish I could have liked it more. The title character, Clarissa Dalloway, is played by Vanessa Redgrave while she plans a party at her impressive home. As she does, she begins to recall the choice she made years ago when pursued by two suitors who could not have been more different. Rather than reckless passion, her choice, born of cowardice, was for the security of a quiet life full of privilege. Peter Walsh, an old and close friend of Clarissa’s, has returned to England after five years in India, and comes to visit her. Peter Walsh once loved Clarissa, but she had refused to marry him. Clarissa introduces Peter to her daughter Elizabeth. Elizabeth is 17 years old, and has an older friend and tutor named Doris Kilman. Elizabeth goes to lunch with Miss Kilman. Miss Kilman is poor and physically unattractive, and resents the upper-class Mrs. Dalloway. Miss Kilman is a desperate and fanatically religious woman, who wants to take Elizabeth away from her mother, but conceals her feeling under the guise of religiosity and strident charity. Septimus Warren Smith and his wife Lucrezia happen to be walking on the street. Septimus Warren Smith never meets Mrs. Dalloway, but their lives are connected by external events, such as the sight of an airplane overhead, and by the fact that they are both sensitive people who feel empty. Septimus Warren Smith commits suicide the same day that Mrs. Dalloway is giving her dinner party. Clarissa Dalloway as a character in the novel is upper-class and conventional. She knows her life is shallow; her former lover Peter Walsh had called her the perfect hostess. She feels that her only gift in life is in knowing a person through instinct.

The Role of Technology in Automobile Safety :: exploratoty essay research paper

Safety in automobiles always seems to be a large concern for both car manufacturers and buyers alike. While airbags and anti-lock breaks have become a common, yet useful commodity, the increasing role that technology is playing in the development of cars truly shows its potential with these in-the-works safety features. Night Vision Night Vision is a system that uses infrared cameras to help drivers see much farther distances at night while driving. Many different companies are each working on different designs of night vision, but they all have similar ideas. There are several mirrors with little cameras in them placed throughout the car. There is a lightsensing element inside the mirror which is also heat sensitive. Warmer objects, such as people or animals, appear white, while cooler objects, like buildings or trees, appear as various shades of gray or black. The mirrors are also programmed to automatically darken to reduce the glare of oncoming cars. On a clear night, some systems have been able to detect objects more than 1500 feet away which is almost four times as far as a driver can normally see. The only problem with the program is that it isn't as reliable during precipitation. The images aren't as detailed as they normally are. Collision Radar Researchers from Intelligent Vehicle Initiative, a partnershipd between the U.S. Department of Transportation and automobile industries are making advances on systems which, if successful, can tell you if you're about to run off the road or hit another car. The system is a pretty complicated construction of lasers which are set all over the vehicle. Since there are always blindspots, the idea is that the lasers compare the path of your car to the paths and speeds of the vehicles around you. If something is your car's path, collision radar systems can warn you and calculate the distance you have to stop. A camera is even programmed to look for painted lines on the road to determind if you are off center or drifting into another lane. Some advanced systems will even be able to detect lines when snow is covering the ground.

Anglogold Ashanti: Analysis of Csr Strategy

AngloGold Ashanti An Analysis of CSR Strategy & Performance Essay 1 By: S. BLIDI ELLIOTT Index No. : EMBA 10110042 Course: Ethics, Social Responsibility and Governance Course No. : EMBA 663 Lecturer: Dr. Judy N. Muthuri Date: September 28, 2012 Word Count: 5,709 This essay is the first of a two-part series critically examining the corporate social responsibility (CSR) strategy and performance of AngloGold Ashanti (AGA). This first essay analyses the company’s CSR strategy and activities against the yard sticks provided by the Ghana Business Code and the Global Reporting Initiative (GRI).In analyzing AGA’s strategy, we explore the likely motivating factors driving the company’s CSR activities and how these drivers inform AngloGold’s responsiveness to environmental, social and other stakeholder issues. In evaluating AGA’s CSR reporting and performance, we present a background of the company followed by an overview of the company’s CSR strategy and analysis of whether that strategy conforms to accepted standards.This essay is written in partial fulfillment of the course requirements of the Ethics, Social Responsibility and Governance module (EMBA 663) of the Executive Masters in Business Administration program of the Ghana Institute of Management and Public Administration. ANGLOGOLD ASHANTI – AN OVERVIEW AngloGold Ashanti is a multinational corporation headquartered in South Africa with various mining operations in ten countries spread across Africa, Asia, and the Americas. The company’s primary activity is gold mining, though silver and uranium, among other by products, are produced in the process of extracting the gold from the ore bodies.In 2011, AngloGold reported sales of $6. 6 billion from 4. 33 million ounces of gold produced with a workforce of close to 70,000 persons across four continents. AGA is a truly global company with market capitalization of $16. 2 billion and listings on stock exchanges in A ngloGold Ashanti: Analysis of CSR Strategy & Performance Page 2 Johannesburg, Accra, London, Sidney and New York. The company is majority owned by shareholders in the USA (47. 9%) and South Africa (27. 9%), with the rest of the shares distributed throughout the world, including a 1. % shareholding by the Government of Ghana (AGA Sustainability Report, 2011: 5-10). AngloGold produces dore (unrefined gold bars) at its worldwide operations for sale mainly to gold refineries which sell on to bullion banks and jewelers. Like others in the industry, AGA has benefitted from recent increasing demand for gold as a store of value. This demand has been driven over the last few years by the worldwide economic downturn and banking crisis which have made investors wary of unstable currency and equity markets.This essay focuses on AGA’s operations in Ghana, where the company operates two mining properties in the west of the country at Iduapriem and Obuasi. These operations account for 11. 8 % of the company’s global production and revenues (AGA Sustainability Report, 2011: 22) Located in the Ashanti and Western Regions of Ghana, Iduapriem and Obuasi were the main targets of the merger between AngloGold Limited of South Africa and Ashanti Goldfields Limited of Ghana to form the current company, AngloGold Ashanti, in 2004.SUSTAINABILITY STRATEGY AngloGold Ashanti provides extensive, publicly available information about what the company calls its â€Å"sustainability† strategy and programs. The company’s â€Å"Sustainability Report 2011 – Sustainable Gold† (www. aga-reports. com/11/sustainability-report/home) is one part of AGA’s â€Å"Integrated Report 2011 – Pure Gold† which also includes the company’s Annual Financial Statements and a Mineral Resources and Ore Reserve Report. The company says its Integrated Report is in compliance with South Africa’s King Code on Corporate AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 3Governance 2009 (http://african. ipapercms. dk/IOD/KINGIII/kingiiicode/) which mandates companies operating in South Africa to issue a triple bottom line report on financial and sustainability performance. The King III Code further encourages companies to tailor their sustainability reports according to the Global Reporting Initiative’s (GRI) Sustainability Reporting Guidelines (www. globalreporting. org/reporting/latest-guidelines/g3-guidelines).AngloGold Ashanti appears to have gone to great lengths to remain compliant with the intent of King III Code by presenting sustainability and financial data as an integral part of the company’s governance and business strategy with strong emphasis on the company’s responsiveness to stakeholder issues. The company’s compliant posture is also evident in its reported reliance on the GRI Guidelines, the principles of the UN Global Compact (http://www. unglobalcompact. org/), and t he Sustainable Development Framework of the industry body, the International Council on Mining and Metals (ICMM) http://www. icmm. com/our-work/sustainable-development-framework). While AGA does not specifically mention the Ghana Business Code, acceptance of the principles of the UN Global Compact amounts to acceptance of the Ghana Code which is nearly a verbatim rendition of the Global Compact. AngloGold Ashanti in its Sustainability Report 2011 expresses a mission to: To create value for our shareholders, our employees and our business and social partners through safely and responsibly exploring, mining and marketing our products.Our primary focus is gold and we will pursue value creating opportunities in other minerals where we can leverage our existing assets, skills and experience to enhance the delivery of value. This mission statement gives early insight that the company’s CSR strategy is largely driven by an instrumental motivation (Maignan & Ralston, 2002: 498) to ac hieve performance objectives – creating value. A reading of the company’s values statement enhances this impression of a firm focused on CSR as a means to achieve strategic business objectives. AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 4AngloGold’s stated values are closely aligned with the 10 principles of the Ghana Business Code (Ghana Business Code, 2006). The firm’s first value statement â€Å"Safety is our first value†1 speaks of health and safety at the workplace in alignment with the principles on human rights and labour standards of the Ghana Business Code and the UN Global Compact. The second value statement â€Å"We treat each other with dignity and respect† deals with honesty and ethical business and social practices and is aligned with the human rights, labour and anti-corruption principles of the Ghana Code.AngloGold declares its intent to respect the Global Compact (and by extension the Ghana Code) in its o ther statements concerning the company’s value for diversity and its respect for the environment. Two of the company’s value statements are particularly noteworthy as they speak directly to the company’s sustainability strategy. In value statement 4, the company declares â€Å"We are accountable for our actions and undertake to deliver on our commitments†. This statement goes to the core of what some writers (eg.Crane, Matten & Spence, 2008:5) see to be an essence of corporate social responsibility – companies being accountable for negative impacts of their actions and taking the appropriate corrective and, in the best case, preventive measures. AngloGold’s value statement 5 â€Å"The communities and societies in which we operate will be better off for AngloGold Ashanti having been there† is a powerful statement of commitment by the company to go beyond the scope of its legal and economic responsibilities into the higher realms of â⠂¬Å"Carroll’s Pyramid of CSR† (Branco & Rodrigues, 2007:10). See Appendix for full text of AngloGold Ashanti’s Mission, Vision and Values Statements AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 5 AngloGold Ashanti’s Sustainability Report 2011 is a centralized, group level report, but its supplementary sustainability data and country reports provide a localized perspective of the company’s CSR performance, with particular reference to its performance in Ghana.ANGLOGOLD ASHANTI CSR REPORTING AND THE GRI The Global Reporting Initiative was established in 1997 with a mission to provide a common framework for CSR reporting based on globally accepted principles, concepts and metrics (Hedberg & Malmborg, 2003: 155). The Guidelines give firms a template for the content and presentation of their CSR reports to enable comparison with other such reports. The Guidelines are divided into two parts covering the reporting principles and guidance and the standard disclosures (https://www. globalreporting. org/resourcelibrary/G3-Guidelines-InclTechnical-Protocol. df). Part 1 of the Guidelines give guidance to firms on how to determine the content of reports based on principles of materiality, stakeholder inclusiveness, sustainability context and completeness. This Part also intends to help firms maintain the quality of their reports with regard to accuracy, timeliness, reliability and clarity. The overall objective is for reports to not only present the issues affecting individual firms, but how the firms’ social, economic and environmental performance contributes to sustainable development at the global level.Part 2 of the guidelines covers standard disclosures expected of companies in terms of their strategy and profile, approach of management to CSR issues and a common set of performance indicators. Disclosures on strategy are intended to establish the link between the firm’s business strategy and its governa nce and sustainability performance. AngloGold Ashanti appears to have embraced the GRI Guidelines in an effort to communicate its adherence to widely accepted CSR principles and processes. Hedberg andAngloGold Ashanti: Analysis of CSR Strategy & Performance Page 6 Malmborg (2003: 153) have suggested that a firm’s use of the GRI Guidelines is often motivated by the firm’s need to â€Å"seek organizational legitimacy† by using a globally respected template that would lend credibility to the company’s reports. AngloGold gives itself an A+ rating for adherence to the GRI Guidelines, meaning the company believes that its sustainability report includes reporting on all indicators of relevance to the GRI.In closely examining the AGA report for 2011, it is clear that AngloGold has closely followed the guidelines on what content to include and how to include it in keeping with the Standard Disclosures of the GRI. The first section of the Standard Disclosures calls for presentation of a high level analysis of the company’s strategy. AngloGold’s Sustainability Report 2011 adheres to this guideline through a statement from AngloGold CEO Mark Cutifani (AGA Sustainability Report, 2011:12) outlining the company’s vision and how this vision links with the company’s business strategy and sustainability performance.He outlines key focus areas for the company’s strategy, including health and safety for employees and business stakeholders, minimizing the environmental impact of operations, protection of human rights, maintaining efficiency in production, controlling costs, maximizing returns and â€Å"delivering value† to community stakeholders. AGA believes these strategic focus areas are consistent with the company’s definition of sustainable development because they cover the social, economic and environmental issues of most concern to the company and its stakeholders (AGA Sustainability Report, 2011: 13).Stakeholder pressure from a negative duty perspective (Maignan & Ralston, 2002:498) is evident when the CEO reports that â€Å"to our key stakeholders it appears we may have taken our local communities and the various levels of government for granted† (AGA Sustainability Report, 2011:13). This pressure from local communities, particularly communities around the AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 7 ompany’s operations at Obuasi and Iduapriem in Ghana, has pushed AGA to declare that its CSR strategy is centered on the concept of â€Å"rebuilding trust with local communities, regulatory authorities and government leaders† (AGA Sustainability Report, 2011:13) through an approach of creating mutually beneficial value for the company and the communities in which it operates. In line with the GRI Standard Disclosures, the CEO statement affirms engagement with a wide range of stakeholders including the Extractive Industries Transparency I nitiative (EITI) and the United Nations Global Compact in developing its CSR strategy and performance.AngloGold further identifies the key risks and impacts on sustainability and the effects on stakeholders that would affect the company’s long term performance. Among risks and sustainability trends of concern to the company is the issue of ‘resource nationalism’ which AngloGold describes as the tendency for governments to demand more returns from companies involved in extractive industries (AGA Sustainability Report, 2011:13). This resource nationalism is expressed through mining code revisions, increased royalty ayments and taxes, and increased demand for companies’ direct contribution to development initiatives. A related risk, from AngloGold’s perspective, is the issue of increased community activism around land use and availability of water. The company commits itself, in its 2011 report, to improve its performance in the areas of water and land use, waste disposal and environmental management. In conformity with the GRI, these commitments are expressed as performance targets which the company considers to be essential for its long term survival.AngloGold’s sustainability report provides extensive information profiling the company in keeping with section two of the GRI Standard Disclosures. The profile includes key information on shareholders, production levels, net sales, number of employees, AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 8 capitalization, and breakdown of all indicators by region and country operations, among other performance indicators. The company, in conformity with EITI, reports all payments to the Government of Ghana and local administrations (http://www. aga- reports. om/11/pdf/ghana. pdf). GRI guidelines provide specific environmental indicators required to be reported on by firms. AngloGold provides detailed data on reportable environmental incidents, energy efficiency, wa ter use efficiency, greenhouse gas emissions and cyanide certification (AGA Sustainability Report, 2011: 6-7). The issue of water is of critical concern at AngloGold’s Ghana operations, because of what the company describes as Ghana’s high levels of rainfall and water run-off which make implementation of ‘closed loop’ systems for recycling water unfeasible.Gold mining operations require huge quantities of water which brings these operations into competition with community agricultural programs for this often scarce resource. AngloGold admits that mismanagement of water supply and quality can have severe impacts on gold production as well as on the health of mining communities. In its Ghana Fact Sheet, the company says â€Å"water quality and usage are of concern globally, but are particularly significant for operations in Ghana, where there is significant potential environmental and social impact and a high level of stakeholder scrutiny† (http://www . ga-reports. com/11/pdf/ghana. pdf). The company agrees, in its 2011 report, that its suboptimal management of water in Ghana has led to disputes with local communities, and that greater efforts are being put into place to address these shortcomings through what AGA calls its Global Strategy for Water Security. The GRI guidelines also encourage companies to report on a range of social performance indicators regarding labour practices, human rights and other societal concerns.The guidelines make reference to several internationally recognized standards and protocols, AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 9 particularly the International Labour Organization (ILO) Tripartite Declaration Concerning Multinational Enterprises and Social Policy, the Organization for Economic Cooperation and Development (OECD) Guidelines for Multinational Enterprises, the United Nations Universal Declaration of Human Rights and the United Nations Conventions on Civil, Human, Politi cal, Social and Cultural Rights.AngloGold’s close adherence to the GRI Guidelines may be laudable, but leaves questions as to the company’s motivations. Hedberg & Malmborg in their work on the use of the GRI guidelines among companies in Sweden, suggest that companies are motivated to use the guidelines to â€Å"provide a good and established structure for their reports† (2003:159) in order to seek societal legitimacy, and that a main reason the guidelines are used is to get a proper design for their reports.Because the Guidelines give firms leeway to choose the level and depth of their reporting, and that little if any verification of reports is done by GRI, Hedberg and Malmborg suggest the Guidelines may lack a certain credibility which may negatively impact the company in the long term (2003: 163). Given the above perception of the credibility challenges of the GRI Guidelines, AngloGold’s CSR strategy needs to be subjected to closer scrutiny, beginning with an analysis of the company’s stakeholders and the stakeholder issues that drive AGA’s CSR strategy and activities.STAKEHOLDERS Branco and Rodrigues in their paper on stakeholder theory and CSR remark that stakeholder theory is â€Å"inescapable if one wants to discuss and analyze CSR† (2007: 5). Maignan & Ralston, in discussing CSR motivations, speak of a negative duty approach by which companies engage in CSR activities because of legitimacy issues and stakeholder pressure (2002: 498). Woods (1991:703-705) in her corporate social performance model, emphasizes AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 10 he vital role of stakeholder management in a firm’s processes of social responsiveness. Stakeholder theory makes the case that CSR performance is driven by a firm’s need to respond to and satisfy the interests of its stakeholders. Branco and Rodrigues point further to the tendency of firms to pay greater attention to thei r primary stakeholders as opposed to the issues of secondary stakeholders who are not necessarily â€Å"essential for a firm’s survival† (2007:7).As a multinational company operating labor-intensive operations on four continents, and with listings on multiple stock exchanges, AngloGold Ashanti must tread carefully in order to be responsive to conflicting stakeholder issues while maintaining its focus on its fiduciary responsibility to primary stakeholders, particularly the company’s shareholders. The company’s stakeholder management strategy appears to be based on what the company describes as the â€Å"risks and drivers† that allow its operations to be successful and create mutual value for its shareholders and communities.The company says its stakeholder engagement policy intends to assure that its operations continue to meet performance targets while generating returns for its shareholders and community stakeholders. This approach speaks directl y to the â€Å"instrumental† dimension of CSR as explained by Maignan & Ralston (2002:498). An instrumental approach from a negative duty perspective implies that AngloGold pursues stakeholder engagement, and indeed its entire CSR strategy, because it is compelled to do so by stakeholder expectations and pressure, and not out of any altruistic principles.This explains the strong motivation for the company to manage stakeholders to avoid negative impacts and risks to its operations that would be detrimental to its financial performance. This is an approach that can be observed in all aspects of the company’s stated CSR strategy, which may prompt cynics, as Ghillyer notes, to â€Å"see these initiatives as public AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 11 elations exercises with no real evidence of dramatic changes in the core operating philosophies†¦Ã¢â‚¬  (2008:62). AngloGold Chairman Tito Mboweni, in a sustainability statement in the comp any’s Integrated Report (2011:8) says â€Å"being a good corporate citizen, as we seek to be, is a prerequisite for being a successful miner† and that â€Å"governments and their citizens are entitled to expect not only a fair fiscal return but also a mutually respectful and beneficial relationship between them and the companies†¦Ã¢â‚¬ .He however goes on to caution that â€Å"pushed too far, though, raised taxes and royalty rates will begin to discourage investment and reduce the overall value of the industry to both societies and shareholders. The regulatory environment is becoming increasingly complex and onerous. † The influence of stakeholders can be observed in the key issues driving AngloGold’s CSR strategy and emphasized in its Sustainability Report 2011. One such issue is what the company calls the trend toward greater â€Å"resource nationalism† among its stakeholder governments in the jurisdictions in which the company operates.Th e risk of resource nationalism impacts the company in terms of the increased community pressure on AngloGold to make explicit the benefits of its mining activities for communities and national economies, the increased community activism about access to and fair value received for scarce natural resources, and increased demand for higher tax and royalty payments to governments. AngloGold reports that it is responding to this stakeholder issue by developing a general framework to approach development in a more organized and systematic way.The company reports that it has increased its community investments in partnership with communities and local government administrations in an effort to demonstrate the benefits of what the company calls â€Å"responsible mining†. These measures can be seen as the company’s attempt to secure and maintain its legitimacy and social license to operate. AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 12 Artisanal and small-sc ale mining is another issue that has driven AGA’s corporate social response. This issue has particular resonance in Ghana where AGA mines properties which have for a great many years been mined by community members.The conflicts that have resulted from small-scale mining encroachments on AngloGold concession areas have led to charges of human rights violations against the company. These violations have included allegations of deaths resulting from AngloGold security interventions in â€Å"illegal† mining activities on the company’s concession area. In response to this stakeholder issue, AngloGold reports that it has become involved with initiatives in Ghana and at other operations to â€Å"formalize artisanal and small-scale mining in a way which will benefit local economies and create sustainable livelihoods† (AGA Sustainability Report 2011:16).The company says it is also cooperating with host governments to address the economic causes of illegal mining, and with international and industry organizations to develop common approaches. Of concern to AngloGold is the Dodd-Frank Act of the United States which requires the US Securities and Exchange Commission (SEC) to establish rules requiring certain companies to disclose their involvement with conflict minerals, particularly from the Democratic Republic of Congo where AngloGold maintains gold mining operations http://www. sec. gov/news/press/2012/2012-163. htm). The activities of illegal miners near AGA operations has the potential, the company believes, to taint the gold legally mined by AGA, especially in light of the global trend among consumers for â€Å"responsible gold† (AGA Sustainability Report, 2011:19) that does not contribute to conflict and human rights violations. AGA’s listing on the New York Stock Exchange makes it accountable to conform to the SEC’s rulings. AngloGold Ashanti: Analysis of CSR Strategy & PerformancePage 13 Health and safety is anoth er multi-stakeholder issue emphasized by AngloGold in its 2011 report. The company reports that â€Å"safety and health are not only business imperatives, but are part of our obligation to operate with respect for human rights†. The health and safety of the company’s employees and the communities in which it operates is a pressing issue for nongovernmental organizations (NGO), governments and multilateral institutions interested in protecting the rights and preventing the exploitation of workers.AngloGold says it respects and values the ten principles of the UN Global Compact and the Voluntary Principles on Security and Human Rights (VPSHR) in the development of a â€Å"safety transformation framework† to address its less than adequate health and safety performance. The company lists safety as its first value and has set firm targets for reducing work related accident, injury and health frequency rates by 2015 (AGA Sustainability Report, 2011:11).The companyâ₠¬â„¢s malaria control program at Obuasi, Ghana, has received commendation from Ghana’s malaria control program and a $138 million grant from the Global Fund to Fight Aids, Tuberculosis and Malaria to enable the company step up intervention across Ghana. Ghana’s Daily Graphic newspaper reported in September 2012 (http://www. ghana. gov. gh/index. php/news/features/16095-anglogold-malaria-control-projectbenefits-40-districts) that AngloGold’s malaria program was set to benefit 40 communities in the Upper West, Upper East, Northern, Central and Ashanti regions of the country.Environmental and natural resource management is a prominent part of AngloGold’s CSR reporting in response to stakeholder interest, especially in Ghana where the company’s contamination of community water resources has been a contentious issue for many years. The company has accepted its liability for polluting the rivers around its Obuasi and Iduapriem operations in Ghana. The dr astic situation resulted in the suspension of the company’s operations by the Ghana Environmental Protection Agency in 2007. The companyAngloGold Ashanti: Analysis of CSR Strategy & Performance Page 14 claims these environmental issues are legacy problems which are being addressed through the implementation of more technologically advanced water management techniques (AGA Ghana Fact Sheet, 2011:4). AngloGold claims to have made extensive efforts to improve its CSR performance in Ghana particularly regarding land and water use, environmental protection and community investment. In 2011, the company commissioned an â€Å"independent† sustainability review panel to assess its performance in Ghana.The panel reported, in part, that â€Å"success at Obuasi requires that the company address Obuasi systematically in its planning, its engagement and communications, its investments, its governance and its development of capabilities† (AGA Sustainability Report 2011: 23). The challenges faced by the company in CSR performance in Ghana were highlighted in 2011 when the company was given the dishonor of receiving the Public Eye Award for 2011 for the company’s â€Å"irresponsible corporate behavior† (Public Eye Awards, 2011).The Public Eye Awards are run by Berne Foundation and Greenpeace to coincide with the annual World Economic Forum at Davos and call attention to CSR issues by naming and shaming multinationals seen to be culpable in environmental and social issues. The citation for the ‘award’ claimed that: The South African mining company AngloGold Ashanti contaminates land and people with its gold mining in Ghana. To extract 30 kg (66 lb) of gold, 6,000 tons of rock are mined every day, then ground up and mixed with cyanide in tanks.The highly-toxic mining waste is kept in large storage ponds that contaminate rivers and wells, as well as all those who (must) drink from them. Where there was once cultivated land, now the ground is contaminated and can no longer be farmed. In addition, in the company’s own guard houses, several suspects were tortured, and dogs were set on people; there have been fatalities as a result. Although the ecological and social problems in the mines – some mines are up to 100 years old – have been documented by authorities, NGOs and the company itself – and even AngloGold Ashanti committed itself in 2004 to improveAngloGold Ashanti: Analysis of CSR Strategy & Performance Page 15 the situation – things have in fact worsened since then. No wonder AngloGold Ashanti received the worst possible rating for social and environmental protection from the Ghanaian Environmental Protection Agency in a recent industry comparison. AngloGold has responded by claiming that its Public Eye award was â€Å"undeserved† and that its environmental and human rights record in Ghana should be seen in the context of the over 100 years of mining in Ghana usin g methods which are not acceptable by today’s standards.The company claims that it has invested heavily to improve the infrastructure and processes at its Ghana mines and that resolving all legacy issues would require more time (www. ghanachamberofmines. org/site/news/details. php? id=33). The company says it has worked closely with Ghana’s Environmental Protection Agency (EPA) to remedy environmental concerns, but the EPA’s AKOBEN Programme (http://www. epaghanaakoben. org/) in 2010 gave AngloGold AKOBEN’s lowest overall rating of â€Å"Red†, indicating poor performance in environmental management.AKOBEN is an initiative of the Ghana EPA to monitor, evaluate and disclose environmental and social performance. The AKOBEN rating appears to buttress a 2011 report by Ghana’s Centre for Environmental Impact Assessment (CEIA) which alleged that discharge from AngloGold operations in Obuasi and Tarkwa had polluted some 262 streams with resulting hi gh incidence of keratosis, other skin diseases and type II diabetes (http://environmentalwatchman. blogspot. com/2011/08/mining-activities†¦ ). This report has not been independently confirmed.The negative impact of AngloGold’s gold mining on the environment, agricultural productivity and the livelihoods of Ghanaian communities has been extensively researched by Aragon and Rud who have reported that â€Å"†¦we find that mining has reduced agricultural productivity by almost 40%. This result is driven by polluting mines, not by input availability†¦ we find that the mining activity is associated with an increase in poverty, child AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 16 malnutrition and respiratory diseases†¦the actual fiscal contribution of ining would not have been enough to compensate affected populations† (2012:1). These negative reports tend to give credence to a criticism of CSR reporting as being window dressing far rem oved from actual performance. Haigh and Jones argue that there are â€Å"inherent contradictions between the pursuit of economic growth and goals of ecological maintenance and social justice† (2006:1) and that managers would not expend resources on CSR if they do not expect CSR to maximize â€Å"the gap between revenues and relevant costs† (2006:2).Haigh and Jones contend that companies have a â€Å"Business first (profit and market share) and Society second (other stakeholders in line after stockholders)† (2006:3) approach, suggesting that a firm’s CSR performance is a reaction to â€Å"first mover CSR strategies of competitors† out of fear of losing market position (2006:2). The Haigh and Jones argument does not detract from Woods who asserts that corporate social performance (CSP) is not â€Å"completely distinct from business performance† (1991:693).In Woods’ model of CSP, a company’s performance should be evaluated on the basis of the social responsibility principles motivating the company, the extent to which that company uses CSP processes and the societal impact of that company’s programs and activities (1991:693). AngloGold’s CSR reporting appears to be fairly consistent with the Woods CSP model. The company seeks to secure its license to operate and establish its legitimacy through its stated compliance with legal, economic and regulatory requirements.This is the expected behavior of a firm in line with the institutional principle of Woods’ model (1991:695). Woods’ organizational principle of public responsibility is expressed in AngloGold’s acceptance of responsibility for the negative outcomes of the company’s activities, as indicated, for AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 17 example, in AngloGold’s actions to clean up and prevent continued pollution of waterways in Ghana.Woods’ managerial discretion principle is articulated in the statements of AngloGold’s CEO and Chairman reaffirming the company’s commitment to be a good corporate citizen as expressed in the company’s philanthropic contributions to communities and the company’s community investments in feeder road repairs, health programs, youth apprenticeship programs, sustainable alternative livelihoods programs and other activities intended to improve the communities’ quality of life, above and beyond the company’s legal obligations.The second facet of Woods’ CSP model concerns a company’s use of processes of corporate social responsiveness. Woods says that â€Å"responsiveness complements but does not replace responsibility† and that â€Å"responsiveness provides an action counterpoint to the principled reflection of social responsibility† (1991:703). AngloGold appears to fulfill the three conditions Woods identifies as being characteristic of a socially responsi ve firm: 1) The company monitors and assesses environmental conditions 2) it actively manages its stakeholders and 3) manages the resultant stakeholder issues.AngloGold’s Sustainability Report 2011 is a testament to the depth of environmental scanning engaged in by the company in determining the risks and opportunities impacting the company. An extensive appraisal was done earlier in this paper of the company’s management of its stakeholders and stakeholder issues. It can safely be concluded, based on the company’s reporting, that AngloGold is a socially responsive firm.The third facet of Woods’ model involves the observable impacts of a company’s programs and policies (1991:708). The impacts of AngloGold’s CSR activities may be evaluated through the company’s reporting against social indicators such as that contained in the GRI AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 18 Guidelines mentioned above and can be obs erved in the positive results seen in AngloGold’s programs such as its highly commended malaria control activities in Ghana.Outcomes can also be observed, according to Woods, in the company’s institutionalization of policies to address stakeholder issues. CONCLUSION It is an easy conclusion to reach that AngloGold Ashanti is very adept, from the evidence of its CSR reporting, at hitting all the right notes in its effort to be seen as a socially responsible company. The company’s instrumental motivation in strong alignment with a negative duty motivation, far outweighs other factors as the driver of AngloGold’s CSR strategy and activities.The company’s diverse stakeholders – from shareholders in London and Johannesburg, and the SEC in New York, to the villagers of Iduapriem and Obuasi in Ghana and all others in between – present a multitude of issues that the company tries to address, using the GRI Guidelines and other international st andards, in its Sustainability Report 2011. The universal principles expressed in the Ghana Business Code are those the company professes to be the bedrock of its corporate value system, and against which the company reports its performance.AngloGold’s CSR performance in Ghana is far from adequate, but the company is transparent in publicly reporting these shortcomings. When all is said and done, however, AngloGold is a global company undertaking socially responsible activities with a strategic eye to profits for its shareholders. AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 19 REFERENCES AngloGold Ashanti. 2011a. Sustainable Gold. www. aga-reports. com/11/sustainabilityreport/home, first accessed August 2012. 5 -10 AngloGold Ashanti. 2011b. Sustainable Gold. www. aga-reports. om/11/sustainabilityreport/home, first accessed August 2012. 22 AngloGold Ashanti. 2011c. Sustainable Gold. www. aga-reports. com/11/sustainabilityreport/home, first accessed August 20 12. 12 AngloGold Ashanti. 2011d. Sustainable Gold. www. aga-reports. com/11/sustainabilityreport/home, first accessed August 2012. 13 AngloGold Ashanti. 2011e. Sustainable Gold. www. aga-reports. com/11/sustainabilityreport/home, first accessed August 2012. 6-7 AngloGold Ashanti. 2011f. 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Global Compact. http://www. unglobalcompact. org/, first accessed September 2012 AngloGold Ashanti: Analysis of CSR Strategy & Performance Page 22 APPENDIX AngloGold Mission To create value for our shareholders, our employees and our business and social partners through safely and responsibly exploring, mining and marketing our products. Our primary focus is gold and we will pursue value creating opportunities in other minerals where we can leverage our existing assets, skills and experience to enhance the delivery of value. AngloGold Values