BRICS Research Paper Example | Topics and Well Written Essays - 2500 words

BRICS - Research Paper Example In order to identify the potential buyers in the automotive industry of Russia it is necessary to gain in depth knowledge about consumer behavior and their needs and wants for the products offered in the country's automotive industry. As a whole the dealerships are considered to be the primary buyers within the automotive industry in Russia. However the pull exerted by the end users is also important. The switching costs for the dealerships is very high mainly because of the fact that in most cases the automotive manufacturing companies have an exclusive contractual agreement with the dealerships. In a way the dealers are actually forced to sell the models and brands as preferred by the consumers. All these factors suggest that dealerships are the primary buyers in the market and they should be targeted in an effective manner to become successful in capturing the market in Russia. Next it is important to identify the target consumers and their specific needs and requirements to resul t in increased customer satisfaction. According to a research study conducted by Nielsen (2011), the main factors that are considered by the consumers in Russia while buying a car have been shown in the figure - 1. Figure – 1 The main factors of choice of cars by Russian consumers (in %age) Source: (Autobusiness, 2012) As evident from figure - 1, the most important factor considered by the consumers in Russia while purchasing a car is quality and reliability of the product offered to them. Apart from this other key factors considered while selecting a car includes the car price, fuel consumption, safety, design of the car, total cost of ownership (TCO), comfort levels, roadability and the car capacity. Quality of products, reliability and price are in general important factors considered by consumers of all age groups, and gender. However TCO is preferred to design by men as compared to women who prefer design over TCO. As regards the age differences, consumers in the age gro up of 20 to 30 years are more concerned about the design of the cars and they prefer powerful cars. The middle age group (31 to 40 years) consumers are found to be practical in nature and they prefer cars with increased capacity and of lower prices. Quality and reliability are the major factors concerning consumers in the age group of 41 to 60 years (Autobusiness, 2012). The key factors or measures that should be considered while analyzing the automotive market in Russia includes population growth, new passenger registration, household earnings, pattern of growth of the middle class people, and oil consumption pattern in Russia. This study is designed to research on the possibility of General Motors expanding its business in Russia in the field of luxury cars. It is expected that by the end of 2016, Russia would become the largest automotive market in Europe. The Russian automotive market has experienced an unprecedented growth in sales of luxury cars in the recent years. It has bee n estimated that in the first nine months of 2012, 2.18 million luxury cars has been bought by the Russians as compared to 2.36 million bought by the Germans which is the highest recorded figures in the industry. With respect to the rise in oil prices, the elite class people were benefited the most and there has been a rise in the sales of luxury cars in Russia. This rise in sales of luxur

See instructions Essay Example | Topics and Well Written Essays - 250 words - 2

See instructions - Essay Example This mostly occurs to most electronic products such as DVD players, refrigerators and LCDs. Again, the new product should have better attributes than the previous one for it to sell. In triability, we include products such as shampoo and lotion while with observation are products like clothes and shoes. The product life cycle in marketing is used in order to determine changes in marketing solutions. In the maturity stage, sales are normally reduced due to competition of the same products. This is the second last stage in the product life cycle. The following three categories of product should therefore be reinvented: Product pricing, product distribution and promotions. Effective marketing emphasizes on these categories due to reasons such as; customer satisfaction when it comes low prices of purchasing these products ( pride & feral 2008). Prices set for these products should not be too high such that the customers can not afford or even too low. Besides, distribution of the products ensures that they reach the target customers in a timely manner. Product promotion is also essential in marketing because this strategy promotes more sales and encourages more customers in to the purchasing

Organizational and Management Processes Within Health Systems Coursework

Organizational and Management Processes Within Health Systems - Coursework Example The health sector is citizens oriented and ought to live to the expectation of both the government and the public. Different players have a strategic responsibility, but this paper will focus on an internal aspect of Nigerian hospitals. The alignment of activities and resources in healthcare system are classically aimed at improving the quality of service and efficiency both in service delivery and utilization of resources (Merson et al., 2009. 16-21) Corporate culture plays a significant role in employee satisfaction and therefore service delivery. Managers play an important role in the creation of culture in an organization and learning it. This allows the management to separate cultural artifices with a positive impact on service delivery from non-progressive norms. There are many contending variables in the organizations culture. The changing needs and expectation of stakeholders like the contradicting needs of the patients, the providers and regulators create inconsistencies and send mixed signals. Moreover, it handles the maintenance of most inefficient practices and is, therefore, important that the discussion about organizational culture be started (Swayne, 2014. 17). Learning an organizational culture in health will allow managers to identify specific areas and norms that affect service delivery and its efficient utilization of resources. Culture to some degree is shaped by incentives and understanding it in health, allows the managers and regulators to identify specific areas they can encourage change or improvement. Culture determines how an organization does things. It is, therefore, imperative that progressive stagnant culture are separated and dealt with accordingly through identification (Watkins, 2013, 8-14) We should be moving towards learning organizational culture in health care systems. Culture is a factor that determines the quality of service

Creating a Social Program Term Paper Example | Topics and Well Written Essays - 1750 words

Creating a Social Program - Term Paper Example Mentally ill persons in criminal justice system: Most of the mentally ill people are held in jail because they pose a good amount of threat to the people and to themselves. Previously the treatment incorporated insulin induced comas, freezing baths and shock treatment but in the late 1950’s the entire psychological fitness scene changed with the innovation and expansion of anti-psychotic treatment options. Mostly the offenders with the psychological illness do not get any sort of medications or special treatment during imprisonment. As a result of this lack of treatment facilities the conditions can get worse. The offenders may become a serious threat to the society or to themselves when they leave the jail. Therefore within the legal justice structure, the psychological health cases continue to be a serious challenge (Tracy, 2009) Treatment with mentally ill people: Sometimes the law enforcing people are not aware of the problem so the mentally ill people are kept with the no rmal prisoners but if diagnosed the mentally ill people in jails are not treated very well, as there is restriction with their movement in the jails, not allowed to meet people, less or almost no recreational activities etc. For apparent reasons, they are not provided with the televisions in their cells. The security concerns make it near to impossible for the correctional care takes and officials to take them to the fitness and exercise patio. These people are only allowed for 15 to 20 minutes to go out of their cells and provided them with the opportunity to have shower. Even this activity is also monitored. Usually the officers who are responsible for the security of these mentally ill people are not trained very properly so sometimes in odd situations they are not able to understand about how to deal with the particular situation and the consequences could be severe (James & Glaze, 2006). Aims: Our main aim is to propose and apply collaborative efforts among unlawful justice and psychological fitness systems. The program’s objective is to make improvement in the access system and to provide efficient handling for people with psychological problems concerned with the justice structure. The aim can be achieved through proper arrest, society based management, court appearances etc. It has been expected that almost one third or up to half of the imprisonments can be avoided if the mentally sick people are sent to proper places rather than taking them into the jails. A huge amount of money can be saved by simple changes in the system. It is proposed that if specialized training is provided to the officers most volatile situations can be avoided. Based on the guidance the officer will be able to distinguish between the normal and mentally ill people. He will use the techniques and methods which have been developed during the training period and as a result there will be a non violent ending of the faced encounter. Timeline: The timeline for the given proj ect is three years. Each year the program will be thoroughly evaluated for excellence. Policy Elements: 1. The police stations of few specific areas will be taken as subjects and special Crisis Intervention Team (CIT) training will be provided to all the correctional officers who deal with such mentally ill people in jails. The training will be provided only to the officers who come in direct contact with the patients and not the other staff. 2. There are some police

Partition of the Polish-Lithuanian Commonwealth Essay Example for Free

Partition of the Polish-Lithuanian Commonwealth Essay The modern republics of Poland and Lithuania had been once been a single, strong nation known as the Polish-Lithuanian Commonwealth. This commonwealth was established in 1569. Although there were other states in the commonwealth, none of them was as powerful as Poland. The nation was on the brink of success when the rest of Europe was ravaging in the famous thirty years war between 1618 and 1648. The Commonwealth noblemen had no desire to get involved in these wars and they were able defend the country against external attacks from the Germans, Russians and the Ottoman Turks (TLK). However, the commonwealth’s supremacy and stability did not last for long and there already were clear signs of decline by the mid 17th century. The main cause of the decline was wars that were fought within and outside the commonwealth. Thus, the weakened state could not hold itself together after these wars which ultimately led to its partition. The decline of Poland was basically evincible in the legislative body Sejm. The divergent systems of the parliament grew ineffective and inefficient at a time when the deputies went verbal asserting â€Å"Liberum Veto† which gave them excessive power over national resolutions. The country’s population had decreased by big proportions as a result of wars. This made it practically impossible for the nation to succeed in its wars against other nations, though they were able to defeat the Ottomans at Vienna. This was the last success realized by the commonwealth military (Davies 24). The Szlachta (noblemen) also diminished in their ability to influence others and consequentially depreciated in military vigor. In a myriad of situations they became impotent and viewed â€Å"veto† as the only remaining legislative symbol within the commonwealth (25). The Decline of the Commonwealth In 1648, the warlike Cossacks, with the support of Russia, upstaged a rebellion against Poland. Thus the Russians began to influence the affairs of the country. Later in 1655, the Commonwealth was involved in another war with Sweden, provoked by the policies of Commonwealth kings from the Swedish royal House of Vasa. The Swedes installed Stanislaw Leszczynski as king. However, they were defeated by the Russians in 1709 and this resulted in the reinstatement of Augustus on the throne (TLK). Augustus was at conflict with parliament and this lead to a civil war in 1717. The Russians responded by reducing the powers of the Sejm, who by now were at the centre of running Poland, came to the rescue of Augustus. This resulted in Poland being forced to cut down the size of her standing army. When Augustus died in 1733, Leszyski returned to the throne. This move was met with resistance from the Russians who forced him out and made Fredrick Augustus, a son to Augustus, king instead. Another blow to the commonwealth was the Saxon rule that lasted for sixty years. It drove the nation to the edges of lawlessness, devastating it even more. A powerful alliance between Russia, Prussia and Australia ensured that Poland’s legal system and maintain ace of order was paralyzed. The three nations formed the â€Å"Alliance of the Three Black Eagles† owing to the fact that all the three had eagles, black in color, on their coat-of-arms (Kjaergard 121). The Partitioning of the Commonwealth By the 18th century, the Commonwealth could not handle the many internal problems that were plaguing it and this made the fragile nation more vulnerable to external influences. The political system was in shambles and this soon culminated to the schism of the commonwealth. The country was partitioned in three stages by the neighboring Russian, Prussian, and Austrian powers (TLK) . The first partition was in 1772, when the Commonwealth lost 733, 000 square kilometers of land together with about four million people. Russia took most of the land while a majority of the population went to Austria. The Sejm ratified the partition agreement despite much resistance from the state’s deputies. After the first partition, there was a period of relative stability that saw to the development of a better education sector in the country. There was a rise in the number of professionals in various fields. The king initialized a healing programme, which was executed by the â€Å"Great Sejm†. The Four Year or Great Sejm came up with a new constitution (Domar 56). â€Å"Liberum Veto† was abolished under the newly formed constitution, changing how the country was governed. people were guaranteed personal freedom and more liberty was enhanced. England, France and the United States hailed the newly formed constitution. On the other hand, this step was viewed as a threat by the rulers of Austria and Russia. This led to a wide instigation of large numbers of magnate under the leadership of Branicki Ksawery, Potocki Szczesny and Rzewuski Seweryn. This was a betrayal of the commonwealth hence leading to the formation of the Targowica Confedaration in disrespect to the declarations of the newly formed constitution (Kjaergard 122) The second partition was as a result of Russian invation. The troops from Russia decided to cross the borders and immediately war broke out. Joseph Poniatowski who was the King’s nephew together with Kosciuszko Tadeusz, a supporter of the American Independence War, erected a vehement resistance although all confidence was crushed after the Prussians joined the fighting. Many people, who would otherwise have been citizens, ran away to other countries. In 1793, Prussia and Russia were obliged to sign the Second Partition Treaty. This led to about About This led to holding in of more than half of the entire nation with a population of about four million people. Later, there was a meeting at Grodno composed mainly of the Sejm which deliberated on the legal processd to make legal the process of partitioning of the country. After the partitioning, there was widespread discontent within the general population (Kostrowicka 34). The final partition in 1795 was the most devastating. A lot of Poles were evicted from their country. The King was seized and taken to prison in St. Petersburg. Other people were sent to the harsh cold deserts of Siberia and thousands more fled to other lands. Conclusion Although Poland’s history is one full of turmoil, a lot can be learnt from it. It is clear that good governance policies should be in place for a country to run smoothly. The heads of state should at the fore front providing the much needed leadership to citizens of their countries. If the Polish constitution had had good policies, and if the leaders were competent enough, then maybe the history of the Poles would be much different and better than it is.

Brothels and Convents in Renaissance and Measure for Measure Essay Example for Free

Brothels and Convents in Renaissance and Measure for Measure Essay In this investigation I will focus mostly on the regulation of both convents and brothels in the time period of Shakespeare and the early Renaissance. Ruth Mazo Karras’ â€Å"The Regulation of Brothels in Later Medieval England,† focuses exactly on this topic throughout England and other European countries during the Renaissance. In regards to the convents I will be looking closely at an article entitled â€Å"Subjects on the Worlds Stage: Essays on British Literature of the Middle Ages and the Renaissance,† written by David G. Allen and Robert A. White. The regulations of brothels in the Renaissance were regarded heavily. Karras says that women within these brothels were basically regarded as evil and as sinners yet they remained occupying the position of prostitution solely because of the sexual appetite of men; these brothels were considered â€Å"†¦a necessary evil† (Karras). The first parallel between women of convents and stews I came to find was that of the aspect of being forbidden from society in a sense. Women of convents were completely shut off from the public, no insiders could leave and no outsiders could come in (Allen). The only difference in the secrecy of these two places was the fact that the brothels were attended by men. Karras also states that the women of brothels were not given any rights that regular women had, â€Å"In some places, she was not allowed to reject any customer, indeed could not be raped because she was considered to belong to all men and thus had no right to withhold consent† (Karras). These two aspects of women’s lives in this time period play a major part in the drama Measure for Measure, and especially set up the scene in the opening act of the play. When Claudio sends for his sister, Isabel, to help him get out of jail, in which he was sentenced to death for having premarital (by the eyes of the church) sex with Juliet, Isabel leaves the convent in which she was about to take her vows in order to save her brother. Thus, we have an almost-nun and sinful intercourse immediately in Act 1, both directly related to the idea of convents and brothels and the women within these places. In this case, however, Juliet is not a prostitute but in the eyes of Angelo and the law is regarded as one because of her and Claudio’s unofficial and insufficient marriage.

Nestlé Corporate Governance Business Principles

Nestlà © Corporate Governance Business Principles Nestle is a flat organisation with few levels of management and span of control was founded in 1866 by Henri Nestlà © at VeVey (Switzerland). Currently Nestle` is one of the worlds largest Nutrition, health and wellness company and committed to provide the best Nutritional food products around the world, moreover, in order to ensure company long term sustainable growth, Company constantly reviews its product portfolio and focuses on its efforts. Also better understand the need of customer, nestle monitor consumer panels by conducting research. Consequencely, success of Nestle is a reflection of clear define responsibilities, reflection of professionalism, responsible attitude of management, well defined objective as well as significant global leadership position Company Brands: The Nestlà © brand portfolio such as milk and dairy products, nutritions, weight management, performance and healthcare, breakfast cereals, ice cream, coffee and culinary products (prepared dishes, cooking aids, sauces) pet care, bottled water etc. practically cover all food and beverage categories. Many of them have leadership both locally and globally market and existed for several years, for instance S.Pellegrino the mineral water from Italy and Nestlà © Moà §a in Brazil, are l over 100 years old.The best-known global brands include Nescafà ©, Nestea, Maggi, Buitoni, Purina and Nestlà © itself other brands also sell in many countries for instance Milo, Nespresso, Nesquik, Kit Kat, Smarties, Polo, Friskies, Perrier and Vittel. It is considered that total number of brands including local and international reaches into several thousands Nestlà © Corporate Governance Management Management professional skills, Curiosity and open-mindedness as well as a high level of interest in other cultures, also commitment to continuous learning, improving, and sharing knowledge, also ability to motivate staff in order to contribute wider group performance and willing to take risks and maintain composure under pressure and involvement of each employee at all levels are concerned with continuously adding value to company. Business Principles Company business principles are based on fairness, honesty and sound human values also to follow local legislation, religious practices and culture, Therefore, company respect and follow all applicable local laws around the world. Company objective is to market and manufacture the products such a way to create long term value for business partner, shareholders, consumers, and employees, to ensure the highest standard of organisation Nestle believes legislation is the effective safeguard of responsible conduct Code of Business Conduct The Nestlà © Code of Business Conduct helps the continued implementation of the Corporate  Business Principles and the nature of this Code are designed to provide a frame of reference against all possible situations that may occur. Moreover the purpose of this code is to Employees should seek guidance when they are in doubt situation, act legally and honestly and avoid all those conduct which may damage Nestle reputation also give preference to Companys interests instead of personal or other interests. Compliance with laws, rules and regulations Conflicts of Interest Outside directorships and other outside activities Families and Relatives Corporate opportunities Insider trading Antitrust and fair dealing Confidential information Fraud, protection of company assets, accounting Bribery and corruption Gifts, meals, entertainment Discrimination and harassment Failure to comply Reporting illegal or non-compliant conduct Articles of Association Company amends new Articles of association in General meeting of 23 April 2009.Article of association consist of five main categories, which is as under  General  Article 1 Article 2 Corporate name; registered offices; Duration and Purpose. This category is consisting of two sub category or bias in which they explain company name, company registration and company purpose Share Capital. Article 3 Share capital Article 3bis Conditional share capital. On this section it has been explained the share capital of Nestle which is 100 000 000 registered shares and the value of each is CHF0.10 is worth CHF 10 000 000 (ten million Swiss francs). Also explain the shareholder rights to subscribe the new share and also point out the board of director power to may limit or withdraw the shareholder right to subscribe for new shares. Article 4 Share certificates; Dematerialised shares This article section has discussed the issue regarding registered shares or certificate. Moreover, it shows that valid certificate must be signed by two boards of directors, in case of cease shareholder have right to demand back the certificate at no cost. Article 5 Share register: This section of article has explained Recoganisation request of shareholder for voting right is based on company Recoganisation furthermore, registered shareholder with voting rights must have account owner and the minimum limit for voting right is more than 5 % of the share also Board of Directors shall announce regulations relating to the registration of nominees to ensure compliance with these Articles of Association. III. Organisation of Nestlà © Article 6 Powers of the General Meeting The firs article of this category has explained the power of General Meeting for instance: The General Meeting of shareholder will discuss the article of association also elect and remove the member of the board and approve the consolidated annual financial report also take all decisions which is by law and or under the articles of Association. Article 7 Annual General Meeting The Annual General Meeting held each year twice after the close of the financial year of Nestlà ©. Article 8 Extraordinary General Meeting 1 Extraordinary General Meetings convened by the Board of Directors on the request of shareholder whose holdings at least one tenth of the share capital. Article 9 Notice of General Meetings; Agenda 1 Extraordinary General Meetings convened by notice in the Swiss Official Gazette of Commerce with in twenty days before the date fixed also Shareholders may be informed by ordinary mail and allow one or more share holder whose combined represent at least 0.15 % of share capital allow request about the agenda of general meeting and made proposal . Article 10 Presiding officer; Minutes: The secretary of the board kept the minutes of General Meeting also Chairman or any member of the Board of Directors shall pre ­side and carry all procedural powers about General Meeting. Article 11 Voting rights; Proxies This article will explain that each recorded share with voting rights confers one Vote also in General meeting with respect to own shares or represented in excess of 5% shall be counted as one share holder. Article 12 Quorum and decisions This article will discuss about the voting and decision making process for instance duly constituted General Meetings irrespective of the number of shareholders or by the Articles of Association or law, also shareholders elections and resolutions will be decide by the majority of the shares represented. B. Board of Directors Article 14 15 Number of Directors and Term of office The Board of Directors shall consist of at least seven members also board shall be elected for a three years by the General Meeting. Furthermore each year board renewed by rotation also board will establish new order of rotation in the case of increase or decrease of board of director. Article 16 Organisation of the Board; Remuneration This article explains about board of director responsibility for instance the selection of chairman and voice chairmen also define board regulation and assignment of responsibilities. Article 17 Powers of the Board in general This article define the general power of board director can conduct business to the extent that is not within the board regulation or general meeting. Article 18 Specific powers of the Board the section of article define the board of director power for instance the board regulation, accounting and financial control, the appointment of new staff, the ultimate supervision, the preparation of business report , preparation of General meeting also the opening and closing of new and old branch office. Auditors Article 20 21 Number of Auditors; Term of office and Rights and duties of Auditors The auditor shall appoint for a term of one year in General Meeting and will verify the annual financial statement of company and submits this report in the General Meeting. Nestle- Nespresso AAA sustainable quality program Nestle has organised multi-stakeholder Programme in the coffee sector to introduce environmental, social and economical consideration in the supply chain for instance management of raw material from supplier to manufacturer or service provider to customer with improvement of environmental and social impact. Nestle Recent News. Nestlà © to sell remaining Alcon shares to Novartis 04 Jan 2010 Nestlà © S.A. has transfer the Alcon remaining 156,076,263 shares representing around 52% of the companys issued and outstanding share to Novartis, accordance with the contract agreed on 6 April 2008.Moreover, the reason for transfer the control are gradually based on three issues for instance, the divestment of Alcon the initial IPO of 23.25% in 2002, the sale of 24.8% in 2008 and the exercise of the call option by Novartis. Alcon was acquired by Nestlà © in 1977 for USD 280 million. Nestlà © opens global RD Centre to develop new generation of biscuits On 05-Jan-2010 Nestlà © has open a Global RD Center in Santiago de Chile. The New RD Center will help to reduce the sugar and fat level in biscuits also it will include bioactive ingredients and more lighter without compromising the biscuit quality to improve health quality Nestlà © to acquire Kraft Foods frozen pizza business Nestle has showed the agree ness to acquired Kraft food frozen business in the US and Canada on 05-January, 2010 for USD 3.7 billion in cash, the reason for this acquisition is that US is the largest pizza market in the world about 37 billion USD and business includes brands California Pizza, DiGiorno, Tombstone, Jacks and Delissio, therefore this acquisition will provide a strong strategic pillar in the US and Canada where the company already established a leadership in dishes and hand held products such as Lean Cuisine, Buitoni, Lean Pockets, Stouffers and Hot Pockets Consequently on 01 March 2010 after completion of closing conditions Nestlà © has concluded the acquisition of Kraft Foods frozen pizza According to Paul Bulcke, CEO of Nestlà © This acquisition bringing together a selection of great US and Canadian brands and also enhances Nestlà ©s frozen food activities in North America where Nestlà © only had a minor presence until no Brands Nestlà © markets its products in 130 countries across the world Nestlà © manufactures around 10,000 different productsand employs some  250,000 people Nestlà © sells over  a billion products every day Around 3,500 people from  over 50 countries work in  Nestlà ©s worldwide network  of 17 research, development  and product testing centres. The Nestlà © Research Center  in Switzerland is our major  think-tank. Its a constant  source of new ideas and  scientific knowledge that  feeds the pipeline for all  Nestlà © products. It covers over 100 different  professional areas   including nutritional  science, the life sciences,  raw materials, ingredients  and production processes. Appendix No 1: Article of Associations General Article 1 Article 2 Corporate name; registered offices; Duration and Purpose. This category is consisting of two sub category or bias in which they explain company name, company registration and company purpose Share Capital. Article 3 Share capital Article 3bis Conditional share capital. On this section it has been explained the share capital of Nestle which is 100 000 000 registered shares and the value of each is CHF0.10 is worth CHF 10 000 000 (ten million Swiss francs). Also explain the shareholder rights to subscribe the new share and also point out the board of director power to may limit or withdraw the shareholder right to subscribe for new shares. Article 4 Share certificates; Dematerialised shares This article section has discussed the issue regarding registered shares or certificate. Moreover, it shows that valid certificate must be signed by two boards of directors, in case of cease shareholder have right to demand back the certificate at no cost. Article 5 Share register: This section of article has explained Recoganisation request of shareholder for voting right is based on company Recoganisation furthermore, registered shareholder with voting rights must have account owner and the minimum limit for voting right is more than 5 % of the share also Board of Directors shall announce regulations relating to the registration of nominees to ensure compliance with these Articles of Association. III. Organisation of Nestlà © Article 6 Powers of the General Meeting The firs article of this category has explained the power of General Meeting for instance: The General Meeting of shareholder will discuss the article of association also elect and remove the member of the board and approve the consolidated annual financial report also take all decisions which is by law and or under the articles of Association. Article 7 Annual General Meeting The Annual General Meeting held each year twice after the close of the financial year of Nestlà ©. Article 8 Extraordinary General Meeting 1 Extraordinary General Meetings convened by the Board of Directors on the request of shareholder whose holdings at least one tenth of the share capital. Article 9 Notice of General Meetings; Agenda 1 Extraordinary General Meetings convened by notice in the Swiss Official Gazette of Commerce with in twenty days before the date fixed also Shareholders may be informed by ordinary mail and allow one or more share holder whose combined represent at least 0.15 % of share capital allow request about the agenda of general meeting and made proposal . Article 10 Presiding officer; Minutes: The secretary of the board kept the minutes of General Meeting also Chairman or any member of the Board of Directors shall pre ­side and carry all procedural powers about General Meeting. Article 11 Voting rights; Proxies This article will explain that each recorded share with voting rights confers one Vote also in General meeting with respect to own shares or represented in excess of 5% shall be counted as one share holder. Article 12 Quorum and decisions This article will discuss about the voting and decision making process for instance duly constituted General Meetings irrespective of the number of shareholders or by the Articles of Association or law, also shareholders elections and resolutions will be decide by the majority of the shares represented. Board of Directors Article 14 15 Number of Directors and Term of office The Board of Directors shall consist of at least seven members also board shall be elected for a three years by the General Meeting. Furthermore each year board renewed by rotation also board will establish new order of rotation in the case of increase or decrease of board of director. Article 16 Organisation of the Board; Remuneration This article explains about board of director responsibility for instance the selection of chairman and voice chairmen also define board regulation and assignment of responsibilities. Article 17 Powers of the Board in general This article define the general power of board director can conduct business to the extent that is not within the board regulation or general meeting. Article 18 Specific powers of the Board the section of article define the board of director power for instance the board regulation, accounting and financial control, the appointment of new staff, the ultimate supervision, the preparation of business report , preparation of General meeting also the opening and closing of new and old branch office. Auditors Article 20 21 Number of Auditors; Term of office and Rights and duties of Auditors The auditor shall appoint for a term of one year in General Meeting and will verify the annual financial statement of company and submits this report in the General Meeting. Nestle- Nespresso AAA sustainable quality program Nestle has organised multi-stakeholder Programme in the coffee sector to introduce environmental, social and economical consideration in the supply chain for instance management of raw material from supplier to manufacturer or service provider to customer with improvement of environmental and social impact. Title: Nestle Nespresso AAA sustainable quality program: an investigation into the governance dynamics in a multi-stakeholder supply chain network Author(s): Gabriela Alvarez, Colin Pilbeam, Richard Wilding Journal: Supply Chain Management: An International Journal Year: 2010 Volume: 15   Issue:2   Page: 165 182 DOI: 10.1108/13598541011028769 Publisher: Emerald Group Publishing Limited NOTABLE FACTS Nestle is the top four water bottling companies in the world Moreover Nestle control one third bottled water market in America and sell water under 70 different brands name. Nestle Claims that Bottled water sales contributes to the plastic waste problem on the contrary. Nestlà © has been criticized for its marketing of infant formula in countries where potable water is scare also leading to reduction in breast feeding and increased risk of infants and also repeatedly sued for false advertising of its products and the impacts of its bottled water operations in different communities. according to a 2006 global survey of online consumers by the Reputation Institute, Nestlà © has a reputation score of 70.4 on a scale of 1-100. THE MODE OF INTERNATIONAL OPERATION (Source Nestlà © Fact book, Nestlà ©, 2007) MERGERS ACQUISITIONS Key Dates 1866 Company Founded 1905 Merger between Nestlà © and Anglo-Swiss Condensed Milk Company 1929 Merger with Peter, Cailler, Kohler Chocolats Suisses S.A. 1947 Merger with Alimentana S.A. (Maggi) 1969 Vittel (equity interest) 1971 Merger with Ursina-Franck1974LOrà ©al (equity interest) 1977 Acquisition of Alcon (2002: partial IPO) 1985 Acquisition of Carnation 1988 Acquisition of Buitoni-Perugina 1988 Acquisition of Rowntree 1992 Acquisition of Perrier 1998 Acquisitions of San Pellegrino and Spillers Petfoods 2000 Acquisition of PowerBar 2001 Acquisition of Ralston Purina 2002 Acquisition of Schà ¶ller and Chef America 2003 Acquisition of Mà ¶venpick, Powwow and Dreyers 2004 Acquisition of Valio (ice cream activities) 2005 Acquisition of Wagner, Protà ©ika, Musashi JOINT VENTURES Key Dates 1974 LOrà ©al 1981 Galderma (joint venture with LOrà ©al) 1990 Cereal Partners Worldwide (joint venture with General Mills) 1991 Beverage Partners Worldwide (formerly CCNR) (joint venture with Coca Cola) 2002 Dairy Partners Americas (joint venture with Fonterra) Laboratories innà ©ov (joint venture with LOrà ©al) STRATEGIES ADOPTED TO REDUCE POLITICAL, OPERATIONAL AND ADMINISTRATIVE VULNERABILITIES Corporate Business Principles (International)(Source: Nestlà © Corporate Business Principles Document, Third Edition, September 2004, Nestlà © S.A., Public Affairs. Nestlà © is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices: Nestlà ©s business objective, and that of management and employees at all levels, is to manufacture and market the Companys products in such a way as to create value that can be sustained over the long term for shareholders, employees, consumers, business partners and the large number of national economies in which Nestlà © operates; Nestlà © does not favor short-term profit at the expense of successful long-term business development, but recognizes the need to generate a healthy profit each year in order to maintain the support of our shareholders and the financial markets, and to finance investments; Nestlà © recognizes that its consumers have a sincere and legitimate interest in the behavior, beliefs and actions of the Company behind brands in which they place their trust, and that without its consumers the Company would not exist; Nestlà © believes that, as a general rule, legislation is the most effective safeguard of responsible conduct, although in certain areas, additional guidance to staff in the form of voluntary business principles is beneficial in order to ensure that the highest standards are met throughout the organization; Nestlà © is conscious of the fact that the success of a corporation is a reflection of the professionalism, conduct and the responsible attitude of its management and employees. Therefore recruitment of the right people and ongoing training and development are crucial; Nestlà © operates in many countries and in many cultures throughout the world. This rich diversity is an invaluable source for our leadership. No single document can capture every legal obligation that may be required in each of these countries. Indeed, there may be conflicting legal requirements. Nestlà © continues to maintain its commitment to follow and respect all applicable local laws in each of its markets. If an interpretation of anything contained in Nestlà ©s Corporate Business Principles is construed as contrary to local laws, such interpretation should not be followed in that country. 1. Customer Meeting Consumers Needs: Nestlà © aims to create value that can be sustained over the long term by meeting consumer needs for nutrition, enjoyment, and quality they can trust. Nestlà ©s Communication with consumers is based on the following Basic Principles: Nestlà © consumer communication should reflect moderation in food consumption, and not encourage over-eating. This is especially important regarding children. Wherever possible, we should show children in healthy energetic pursuits and avoid the portrayal of an inactive lifestyle combined with unhealthy dietary patterns. 3. Nestlà © consumer communication must be congruent with healthy, balanced diets. Our advertising must not imply the replacement of meals with indulgence or snack foods, nor encourage heavy snacking. 4. Nestlà © is committed to advertising to children in a way that does not undermine the authority, responsibility, or judgment of parents or care providers. It must not encourage pester power. 5. Nestlà © advertising to children must not portray children in unsafe situations nor encourage them to accept invitations from people they do not know. 6. Nestlà © consumer communication about health benefits of products must have a sound nutritional basis. 7. Nestlà © consumer communication should not exploit violence, bad manners, or profanity. Its content must reflect good taste in a given country and culture. It should not depict attitudes that are discriminatory or offensive to religious, ethnic, political, cultural, or social groups. 8. Nestlà © communications must not show or encourage the consumption of our products in a way that could be considered dangerous. 2. Infant Health and Nutrition When Henri Nestlà © developed his milk food for babies over 130 years ago, it saved the life of a baby who could not be breast-fed. Nestlà ©s invention responded to the need for a nutritionally safe alternative to breast milk. Today, Nestlà © research and development creates high quality infant formula products for use when an alternative to breast milk is needed that is specifically nutritionally adapted. Nestlà © also offers superior complementary (weaning) foods.Henri Nestlà © also insisted that every mother able to breast-feed should do so. This principle is still the cornerstone of Nestlà © policy today, and is in line with the aim of the International  (WHO) Code of Marketing of Breast-milk Substitutes, which was adopted by the  World Health Assembly  in 1981. The International Code recognizes a legitimate market for breast-milk substitutes and provides recommendations to governments on how its marketing should be regulated. Therefore Nestlà ©:- encourages and supports breastfeeding as the best start in life;  carries out research and development aimed at the constant improvement of infant formula products for use when a safe alternative to breast milk is needed;- ensures that its infant food marketing practices conform strictly to national legislation, regulations, or other measures taken by governments to give effect to the aim and principles of the International Code.In addition, in all developing countries, whether or not their governments have taken action to fully implement the International Code, Nestlà ©:- gives detailed instructions to its staff on how to implement the International Code; provides a summary of its policy for the information of employees and the public in the form of the Nestlà © Instructions, which is transl ated into many languages; regularly conducts training of employees to ensure complete understanding of the Companys responsibilities under the International Code; Company on potential non-compliance with the International Code in a confidential way, outside line management structures. In each country the designated ombudsman investigates and reports alleged violations of the International Code directly to a member of the Nestlà © S.A. Executive Committee at the Companys global headquarters; Nestlà © is a founding member of the  International Association of Infant Food Manufacturers (IFM), which was formed to facilitate industry dialogue with  WHO  and governments, and to encourage responsible marketing standards for the infant food industry Human Rights Nestlà © fully supports the  United Nations Global Compacts  two guiding principles on human rights. Nestlà © therefore: Supports and respects the protection of international human rights within its sphere of influence (Principle 1) and Ensures that its own companies are not complicit in human rights abuses (Principle 2)Nestlà © aims to provide an example of good human rights practices throughout its business activities and has an interest in encouraging the improvement of social conditions, which are an important factor for sustainable development. Nestlà © also recognizes that governments are ultimately responsible for the establishment of a legal framework for protecting human rights within their markets. Nestlà © expects each market to respect and follow the local laws and regulations concerning human rights practices Nestlà © fully supports the  United Nations Global Compacts  four guiding principles on labor. Nestlà © therefore upholds:Freedom of association and the effective recognition of the right to collective bargaining (Principle 3) The elimination of all forms of forced and compulsory labor (Principle 4)The effective abolition of child labor (Principle 5)The elimination of discrimination in respect of employment occupation (Principle 6) Nestlà © also respects the local laws and regulations applicable to human resources in each of its markets. Human Resource Policy is also set by the local markets, which must follow local legal requirements. Nestlà © regards its personnel as its most valuable asset. Involvement at all levels starts with open communication, whether on specific aspects of the business, or about the activities of the Company in general. Suggestions for changes and proposals for improvements of Nestlà ©s practices are encouraged.