Escape and Evade Training Essay Example for Free

Escape and Evade Training Essay The applications of military simulations can be categorized into three types: 1) those for research, development, and acquisition, 2) those for the study of advanced concepts and requirements and; 3) those for training, education and military operations. In the first group, simulation models provide insight into the cost and performance of military equipment, processes, or missions that are planned for the future. The second category allows the military to develop a doctrine of operations, create an internal organization, and select materials for acquisition. The third group of applications includes a simulation system involving specific military scenarios where soldiers and military personnel test doctrines, experiment with new ideas, and assess the usefulness of military concepts in a real warfare situation. The Vehicle Driving course familiarizes Soldiers with driving skills needed to traverse rough terrain. (from American Army) A simulated environment in military training most often consists of a virtual model of a three-dimensional representation of a system that is operating in a digital three-dimensional environment that includes military vehicles and humans that would appear on a battlefield. In this virtual model, individual soldiers are immersed in a system that generates visual, aural, and tactile stimuli that aims to train, test, or measure the ability of the human to respond in a desirable manner to the stimuli (Smith, 2007, p. 2). The US military also use constructive models where the user is not immersed in the virtual environment but is the one controlling the elements of the model. The constructive model is different from the virtual model lies in the method of human interaction, the lack of a three-dimensional representation of the object or system, and the number of objects being controlled by the user. In the constructive model, the user could control several objects or groups of objects. Computer technology has however developed constructive simulations known as Semi-Automated Forces (SAF) systems where the human user and intelligent models of human behavior embedded in the software both control the objects in the simulated system. The user maps out and directs the mission while the SAF supports the user by providing detailed control of activities like movement and engagement. The advantage of constructive models are that they allow a user to comprehend the operations of a much broader battlefield and to capture the behavior of a higher-level aggregate of objects, Also, constructive models could represent the organization, representation, and information that are used in the real military organizational hierarchy. (Smith, 2007, p. 4) Military simulations also consist of engineering models that represent properties of materials, liquids, aerodynamics, servomechanisms, and computer control of specific systems in an attempt to understand the physical capabilities of the system at a level that is accurate enough to be used to design the system. Through the use of advanced computer technologies and modeling techniques, the military could develop digital models of systems that are nearly as predictive as are live physical tests because sensor, communication, and recording equipment can be placed at the precise place and time of interest. Military engineering models also include interactions between two physical objects or between an object and its environment. The primary benefit of using simulated models is that learners are not limited to using just a few physical prototypes and could conduct experiments in infinite variations to collect data from all points in space and time around the event of interest. (Smith, 2007, p. 3). The American Army website features virtual games that provide players with the most authentic military experience available, from exploring the development of soldiers in individual and collective training to their deployment in simulated missions. The required training missions give the player an idea of what its like for real U. S. Army Soldiers to train for duty. The training games include Basic Combat Training (BCT), Advanced Individual Training (AIT), Advanced Marksmanship (Adv. Mkshp), Airborne School (Airborne), Medic Training (Medic), Special Forces Training (SFAS). Virtual simulation in healthcare and medical training Virtual simulation is now widely for medical instruction and study as it effectively links classroom learning with real-life clinical practice. Guided by their current medical knowledge, medical students are able to learn important clinical skills in simulated true-to-life medical settings before they work with real patients. Simulation-based techniques immerse medical students in real-life learning situations for various types of learning in terms of knowledge, tasks and skills, decision-making, and teamwork. It offers focused learning experiences that cannot be readily obtained using traditional techniques or in real patient care situations. Knowledge of facts, concepts, and the relationships between them such as the fundamental description of human biology and physiology, the applied description of the human body in health and disease, the conceptual and practical basis of therapy, evidence-based protocols that guide optimum therapy are more mastered through virtual simulation classroom techniques (Stanford School of Medicine). Unlike some other disciplines that utilize words, drawings, numbers, and spreadsheets, health care requires psychomotor skills of the clinician who lay hands on a patient and perform important procedures. Tasks and skills that encompass the practical and physical parts of medicine and health care could well be developed and honed through virtual simulation because these psychomotor skills can only be mastered hands-on training. Such skills include physical examination, blood drawing, invasive procedures (such as spinal tap or chest drainage) and complex surgical procedures (such as laparoscopic surgery or cardiac surgery) and catheter-based interventions (such as â€Å"cath-lab† procedures treating aortic aneurysm or carotid artery blockage). (Stanford School of Medicine)

Telenor Group Case Study

Telenor Group Case Study CASE STUDY TELENOR 1. General information about the Telenor Group The Telenor Group is the leading telecommunications company in Norway and one of the leading mobile operators in the world in terms of subscription. The company is also the biggest provider of television services in the Nordic region, while at the same time being present as the mobile operator in some of the fastest growing markets. Headquarters of the Telenor Group are located in Oslo, Norway. The company is listed on the Oslo Stock Exchange. With the end of the third quarter of 2009, the Telenor Group has achieved 172 million of mobile subscriptions worldwide and it currently employs approximately 40.000 people in thirty countries. As it is widely familiar, Norway, as well as other Scandinavian countries, is known as extremely developed technology market in the beginning of the 21st century, achieving some of the highest penetration rates for new technologies, such as mobile phones and high speed internet. This actually represents a kind of tradition of the country, having in mind the fact that in 1855 the first telegraph line has been built, followed by the first telephone network connecting the cities of Arendal and Tvederstrand in 1878. Furthermore, Norway was one of the first world countries to introduce mobile telephone system in 1967, which was analogue based and manually operated. In order to understand business operations of Telenor, it seems necessary to make a short historical overview of the companys origins. Beginnings of the Telenor Group date back in 1855 when it was established as a state operated monopoly, bearing the name Norwegian Telegraph Administration NTA (also known as Telegrafverket) and offering the provision of telegraph services. In the last decade of the 19th century, development of the Norways early telephone network was handled by private companies. Norwegian Telegraph Administration, which was in the ownership of the state, gradually took over the privately owned companies in the market and gained control over the sector. Since then, Telenor gained more than 150 years of telecom experience. In 1969, the NTA changed its name to Televerket, also known as Norwegian Telecommunications. With the purchase of Andebu, the last privately owned company in the sector of telecommunications in 1974, Televerket obtained control of the monopoly of t he services of telephone and telecommunications and retained that position till the beginning of the last decade of the 20th century. By the beginning of the 1990s, the company pioneered a new generation of mobile telephone services based on the GSM protocol, which was later accepted and implemented thought Europe. GSM service was launched in 1993 and was followed by the expansion of the company in the field of television broadcasting. This strategic decision provided the company with the opportunity to position itself as the dominant provider of satellite based broadcasting in the Scandinavian region. Since the Norwegian authorities had a tendency to deregulate the telecom sector in the country, the process of deregulation commenced in 1994 and lasted till 1998, with a partial deregulation sector by sector. Even before the government deregulation began, Televerket started with the company restructuring which lasted for four years and included the transformation of the company from a state owned to a public company, as well as the change of the company name to Telenor in 1995. Additionally, the company was a subject of partial privatization in 2000, which gave it a substantial boost of 15.6 billion NOK[1] of new capital and listed it on the Oslo Stock Exchange and NASDAQ. At the beginning of the privatization process, the Government remained the owner of 77.7% of the company, while this percentage was reduced to 53% by 2006. The company was rankedtop performer bythe Dow Jones Sustainability Indexes in 2007 and 2008. The main services which Telenor provides to its consumers and companies worldwide include the following segments: voice, data, content and other services. * In the segment of Voice, Telenor provides people to talk to each other by using fast and reliable networks. This segment focuses on the conversation on the phone, including fixed line, mobile or IP telephony. Fixed voice communication services are provided for users in three countries of the Nordic region and mobile voice in twelve different countries in Europe and Asia. * The segment of Data encompasses of the Internet and broadband services. The company offers fixed line data services like ADSL and fiber-optic communications in the countries of the Nordic region, and mobile data services such as mobile broadband, GPRS, UMTS in 12 countries. From the beginning of 2008, the company has started 3G based mobile broadband services inseven of its markets. * In the field of Content, TV services and mobile content, Telenor offers TV services via cable, digital terrestrial and satellite networks in four Nordic markets. Furthermore, the company also provides mobile content services in several markets, such as mobile TV, sports, ring tones, music and movies. * As far as otherservices are concerned, Telenor has a diversified offer that consists of services, which are telecom related, and the service portfolio is different from one country to another. Depending on the market, the company provides services in the filed of maritime communications, IT consulting, and aircraft communications services. In several markets the company provides Net-centric services, which refer to the IT security for individual consumers and enterprises and machine to machine (M2M) services for enterprises. The major part of the Telenor`s activities is organized in three regions and includes thirteen countries: Asia: Bangladesh, Malaysia, Pakistan, Thailand and India. Nordic countries: Denmark, Norway, Sweden and Finland. Centraland Eastern Europe: Hungary, Montenegro, Russia, Serbia and Ukraine. From the beginning of the 1990s, Telenor begun with its international expansion in the field of mobile communications, penetrating the markets of the following countries: Russia in 1994, Bangladesh, Greece, Ireland, Germany and Austria in 1997, Ukraine in 1998, Malaysia in 1999, Denmark and Thailand in 2000, Hungary in 2002, Montenegro and Pakistan in 2004, Slovakia, Czech Republic and Serbia in 2006. Operations in Greece, Ireland and Germany were sold and the money obtained from this sale has been re invested in the emerging markets. Additionally, in 2005 Vodafone[2] in Sweden was acquired by Telenor. 1.1. Mission and Strategy Telenors primary objective is to create greater value for its shareholders, customers, employees and partners, and for the society in general. The company is dedicated to being at the forefront in creating, simplifying and introducing communication and content solutions to the marketplace. In order to comply with the given goal, Telenor bases its strategy on its customer oriented vision, Here to Help, as well as its core values, Make it easy, Keep promises, Be inspiring and Be respectful. Telenors main strategy is to upgrade the performance of the local mobile operations by combining Groups industrialization with local drive and responsiveness, in the regions where it conducts its business operations: Nordic region, Eastern and Central Europe and Asia. Furthermore, the company plans to maintain its leading position in the Nordic region with a diversified portfolio of communication services. This strategy could be defragmented to the following focus areas: Strengthening of the position of the company as an international mobile operator. Telenor plans to continue the process of strengthening its industrialization of the mobile operations by gaining control over chosen mobile companies. Control is crucial in order to benefit from synergies obtained by cross border activities, such as scale in procurement, development of new services and implementation of best practices, improvement of operational efficiency and the increase of the overall profitability. Telenor plans to manage the non-strategic investments as financial investments and to exit from international mobile operations where the company cannot obtain control over time. Strengthening of the companys position in the Nordic region. Telenor will continue to upgrade its services in the field of mobile and fixed telephony in the Nordic region by using the benefits obtained from economies of scale and cross-border synergies. The company strongly feels that its Nordic presence will improve support to the customers by improving upon its expertise both mobile and fixed services. To find itself at the forefront of communications services providers in Norway. Since the company is the leader in a broad range of services in both the residential and business markets in Norway, Telenor will try to obtain better results in the sense of its profit in the mobile and fixed fields of activity, through the introduction of new services and through various cost-cutting measures. Maintaining of the position of the leader in field of distribution of TV services to consumers in the Nordic region. Telenor additionally insists on finding new possibilities and solutions which will contribute to the strengthening of its strategic position as the leading distributor of subscription based television in the Nordic region. The company will dedicate its activities to contact and attract new users and increase revenue per user through its attractive content and new interactive services. Non strategic companies. Telenor will enhance the value of those companies, which are not strategic for its main business areas and dispose of all or part of its interest in such companies. 1.2. Regional presence Even though Telenor is present in the three dominant regions of the world, the Nordic region is the one where Telenor group has been present since 1855, and the company has held a strong position in the Scandinavian region ever since. The Nordic region is the one from which the majority of Telenor`s income comes from. As it is shown in diagrams 1 and 2, in the first quarter of 2009, 41% of total company revenues came from this region, as well as 37% of EBITDA[3] distribution. The three markets out of which the Nordic region is composed of, in fact represent specific markets with unique differences. For example, although Sweden still has a high use of fixed line telephony, it finds itself at the forefront of the mobile broadband services. Denmark is the market whose customers are the keenest users of SMS and are most interested in content services. Finally, Norwegian customers show growing interest in digital music services and Telenor Group has a high share on this market. The Nordic region is also significant since Telenor combines present and future technologies in the telecom field. As a supplement to existing offers, Telenor provides new broadband technologies, such as Fibre to the Home (FTH) and Long Term Evolution (LTE), the 4th generation mobile broadband standard. The strong distinction between fixed and mobile telephony is slowly vanishing in these markets. According to the data obtained from†¦..there is an evident transition from fixed to mobile networks. The data implicate that the mobile share of voice traffic has increased from 20% in 2003 to 60% in 2008. This is one of the reasons why Telenor acquired Vodafone in Sweden in 2006. Furthermore, the company now has 4G licenses in Norway and Sweden. In order to build networks and share spectrum of mobile communication, Telenor has joined Tele2[4] in a joint venture. The plan is to launch the LTE based broadband services by the end of 2010. This action will position Telenor as the leader of the 4G development worldwide. The same project is planned for Norway, with the difference that it will start in 2011. The Telenor Group has penetrated the Asian region in 1996, through the investment in Grameenphone[5] in Bangladesh. From the very beginning of its operations in Asia, the market has been the cornerstone of the development of the Telenor Group, enabling opportunities for growth in one of the most populated and fastest growing markets in the world. Additionally, mobile operations in Asia have a significant contribution to the total revenues and EBITDA of the Group. Data obtained in the first quarter of 2009 show that the region generated 30% of the revenues, 28% of the Groups EBITDA, and a total of 67 million mobile subscribers of the region. The company has received many awards for innovation and services in the past ten years and has been the driving force in the network development of Asia. Additionally, it has significantly increased the capacity of the regional network and provided coverage, connecting millions of people in new areas, who were previously unconnected. Over the past few years the Asian mobile market has been growing significantly. The growth is additionally stimulated by continuous innovations and new services provided by the company. The Group is active in the markets of Pakistan, Malaysia, Thailand and Bangladesh, and the company holds 3G license in Malaysia. Another important step of Telenor was the acquisition of Unitech Wireless[6] in India, through which the company penetrated one of the worlds largest and fastest growing markets. Since the beginning of the 1990s, the mobile markets of Central and Eastern Europe and Russia became a part of Telenor`s business operations. The main characteristic of these markets is the growth opportunity, making it significant part of the Telenor`s strategy in the years to come. Even though the markets of Central and Eastern Europe are challenging economic environment due to the process of transition, which these countries have undergone or are still undergoing, mobile operations of the Group deliver solid financial performances. The first quarter of 2009 shows that Telenor generated 17% of Groups total revenues and 32% of EBITDA. The region also generated 93 million of mobile subscribers. Also, the region of Central and Eastern Europe and Russia has achieved rapid growth in mobile subscription both in consumer, as well as business markets. The company is currently involved in investments in the 3G network in Hungary, Russia, Serbia and Montenegro. The priority is given to the n ew technological and eco friendly solutions, like the wind and solar powered base stations in Hungary, and testing of the new generation wireless broadband in Montenegro. 2. Telenor in Serbia Telenor`s presence in the Balkan region started at the beginning of 1990s when the company launched its operations in Hungary in 2002 by operating Pannon[7], followed by activities in Montenegro through Promonte[8] and finally, Serbia in 2006. Telenor penetrated the Serbian market through the purchase of the Serbian company Mobi 63, Serbias second largest mobile operator and this actually represents the largest privatization transaction in the central and eastern Europe in 2006, as reported by the audit company PriceWaterHouseCoopers. Telenor Group outbid two other short listed competitors at the auction (Mobilkom from Austria and Orascom Telecom from Egypt), offering a bid of 1.513 billion euros. Telenor took over the company on 31st of July 2006, upon the completion of all legal requirements and the signing of the Sales Agreement. The entire auction was broadcasted live on the Serbian national television and was attended by the highest state representatives. Mobi 63, formerly known as Mobtel, was formed by the Government of Serbia in the month of April of 2006, upon the revocation of the operators mobile license, which occurred due to the illegal dealings of the companys previous owners, who were suspected to have sold t he operators license in Kosovo to Mobikos, without requesting permission from the official authorities of Serbia. The Government then proclaimed that the sale was a threat to the national security. The acquisition of Mobi 63 made by Telenor includes a ten year license for GSM 900/1800 and 3G operation for the company, which is renewable for a successive period of ten years upon application. Additionally, the company also obtained Mobi 63`s existing assets, which included the base of approximately 2.5 million customers (in the end of 2005). In just three months upon its arrival to the Serbian market, Telenor invested approximately 15.3 million euros in the equipment of the highest technology, necessary to meet the requirements of the planned network expansion on the territory of Serbia. For this purpose, Telenor signed cooperation agreement with Erickson. Additionally, another contract with the Erickson Company worth 40 million euros for the purpose of network improvement was signed by the end of 2006. The main objective of these investments was to upgrade the quality and the capacity of the existing network, which consequently brings additional quality and services to its users. The actual benefit for the users of the Telenor network is its expanded coverage and good quality. Starting form March 1st 2007, the company enabled the use of commercial services in Serbia, provided by the 3G mobile broadband technology, which consequently provides its users with the possibility to get easier and faster access to the contents on the internet, such as movies, music videos or TV program. 2.1. Relationship towards the employees When Telenor acquired Mobi 63 in August 2006, the company had 926 employees. The newly appointed top management reached a strategic decision to take over the entire infrastructure of the company, as well as its personnel, meaning that there will not be any reduction in the number of employees. In fact, quite the opposite thing occurred in the next three years: the number of employees gradually started growing. In the end of 2007 there had been approximately 1000 employees. By the end of 2008, this number grew to 1100, and finally on December 31st 2009, Telenor had a total of 1207 employees. Having in mind that the field of telecommunications is exposed to everyday changes, Telenor`s employees are expected to adapt to them, set their own objectives in their segment of work, as well as to take on new responsibilities and discover their new talents. In 2007, 2008 and 2009, the company organized a number of trainings, seminars and workshops for its personnel. Through these actions, Telenor tends to provide continuous professional growth and expertise opportunities. Some of the most important ones are: Trainings for future leaders Welcome trainings Codes of conduct Human resource management Communication skills trainings Telenor`s Code of Conduct is one of the key principles upon which the activities of the company are based. This document includes a set of employee policies that cover ethical and legal practices for nearly every aspect of the business. It focuses on the personal responsibility and each employee has to conduct business legally and ethically. Also, it defines ethical rules of behavior for the companys business partners, as well as users. Corporate ethics is very important in the company. The principles of corporate ethics are applicable to all members of the company, including the members of the managing board and top management and all other employees, who represent Telenor on any occasions. Furthermore, the company launched the so called HIT Project, which was encouraged by the television reportage made on one of Telenor`s subcontractors in Bangladesh, who was an obvious example of a company which contributes to bad work conditions, pollution of the environment and child labor. The project focuses on four elements: health, safety, security and environment, and its main objective is for Telenor to emphasize to its business partners the importance of respecting labor and human rights laws. Therefore, Telenor follows the activities of its suppliers in the field and remains in constant touch with them. Furthermore, human resource management conducts the employee satisfaction survey on a yearly basis in order to get a feed back from the employees about the level of their satisfaction, as well as the issues that could be improved and changed within the company. In 2009, the survey was conducted for the third consecutive year and a total percentage of employees which participated was 96.3%. The survey is conducted among all employees in the end of every working year, and concentrates on several important areas of employee satisfaction: satisfaction with job position and work conditions, communication and interpersonal relations within the company, leadership, bonus systems and career opportunities. Results obtained from the survey serve as the foundation for strategy planning for the upcoming years. This point is of particular importance in order to include the opinion of the staff in the process of future strategy defining and decision making, so that everyone can feel that they are a part of it. 2.2. Relationship with clients Top management of the company tends to combine its international experience and the local potential of the country where it operates. In the first year of its activities in the Serbian market, Telenor introduced a large number of significant innovations and new services important for the subscribers. Some of the most innovative products and services offered to the Serbian users are: New prepaid telephone numbers and new channel of sale Telenor Express. Mobile e mail service. The first internet parks in Serbia. Cheaper roaming prices for Telenor users in Hungary and Montenegro Telenor express is the channel of direct sales to customers, which has long and successful tradition in other markets where the company conducts its activities. The new prepaid numbers were introduced in all newspaper stands in Serbia, but could also be purchased through the Telenor Express channel of sale. Approximately twenty five express sales teams are traveling throughout Serbia with specially designed sales stands. In this way the company tries to have direct contact with the customers, to be closer and more available to them, as well as to offer new and innovative sales possibilities and good quality services. Additionally, new prepaid numbers are offered at a much lower rate than previously applied, and each package has higher value than the nominal value of the package. Persons, who decide to purchase a more expensive package, get substantially more free conversation minutes, as well as free text messages, than the ones who purchase a cheaper package. Mobile e-mail is a service dedicated firstly to those who are business users, with the main purpose to facilitate their activities when they find themselves outside the office and need immediate access to their computers. Furthermore, this service enables its users to access and handle their e-mails, calendar and phonebook. The service is compatible to the programs used on their original computers, and can be used by downloading a special software from the Telenor website. From December 1st 2006, Telenor users have the possibility to pay lower prices for roaming services in Hungary and Montenegro, thanks to Telenor network. At the same time, these prices are the lowest prices in comparison to other mobile operators in Serbia. On average, with this service, Telenor users in the Montenegro` s network Promonte are charged 15% less for their voice calls. Additionally, incoming calls from any destination are free of charge for postpaid users in this network. As far as the Hungarian Pannon mobile operator is concerned, prices of outgoing calls are approximately 60% lower, calls made to local mobile and fixed telephone numbers are 25% cheaper, including incoming calls. Calls made to other destinations are 40% cheaper. Additionally, Telenor subscribers have the opportunity to exchange MMS messages with people in ten different countries. The first countries and operators which established this kind of service with Telenor in Serbia are: 02 in Germany, Pannon in Hungary, Telenor in Pakistan, Telefonica 02 in Checz Republic, Sonofon in Denmark, Sunrise in Switzerland, ONE in Austria, Globul in Bulgaria, Telenor in Norway and DIGI in Malaysia. In June 2008, Telenor opened the first internet park in Belgrade, which at the same time represents the first park of this kind in Serbia. People can have free access to the internet and connecting of their portable computers to the internet network is possible either through the wireless connection, or via USB modems, which are located in different places in the park. In the first three months, citizens of Belgrade, as well as other visitors, had the opportunity to test all possibilities of the Internet network free of charge, while enjoying the open air at the same time. Instructions for the connection to the network are displayed on visible places in the park and offer simple explanations through several easy steps. In just several months upon the opening of the first internet park in Belgrade, similar concept was implemented in other Serbian cities: Nis, Novi Sad, Kragujevac and Kraljevo. In this way, citizens of these cities have the possibility to check their e-mails or search the internet sites for various contents. 2.3. Corporate responsibility, young and socially jeopardized categories. Mobile communications contribute to the social integration, having in mind the fact that people can be in touch no matter where they find themselves. However, for a significant number of people worldwide, communication services still represent a luxury and are not available to them. Access to this type of services, in a way, represents the means to fight poverty, ignorance and bad health conditions, as well as to enable people to improve their living situation. One of the main objectives of Telenor is to strive towards creation of value in modern society by offering the possibility of communication services to as many people as possible. In 2007, the auditing company Deloit did a thorough analysis of Telenor`s markets in Thailand, Bangladesh, Malaysia, Pakistan, Ukraine and Serbia which pointed to a very close connection between mobile telephony penetration and the increase of the GDP exists. The analysis pointed out to the fact that the increase of 10% in mobile communications could lead to the GDP rise of approximately 1.2%. Furthermore, the study showed that business operations of Telenor have positive contribution to the upgrading of the productivity level, economic welfare, improvements in health and education systems, improvement of conditions in rural areas and social groups with low incomes. Besides the focus on its business operations, Telenor also directs its activities towards the responsibility towards the local community in which it operates. An evidence to support this claim is the fact that Telenor Group is listed in the first position among twenty four leading mobile operators in the world on the Dow Jones Sustainability Index list, which ranks companies according to the criteria of their overall financial, social and ecological impact on the environment. Upon its arrival to the Serbian market, the top management of the company immediately started to develop different strategies concerning the beginning of the work in the field of corporate responsibility. For that purpose, Telenor established its own Foundation in March 2007, and in this way the company continued to invest in the development of Serbias social potentials. â€Å"The main objective of the Foundation is to initiate and support different types of projects and to develop useful and sustainable solutions which are easy to implement on the territory of the entire country. This is the core concept upon which the corporate responsibility of the company is based and which is being implemented world wide. Members of the Foundations Managing Board were chosen upon the criteria of their expertise in different fields and this enabled for the activities of the Foundation to be guided not only by the companys business plans, but also to adequately respond to the necessities of the Serbian society, its growth and development. Additionally, members of the top and middle management are directly involved in the projects of the Foundation and follow their course. Employees are also invited to participate and to set an example by their involvement, volunteer work and individual efforts.† Majority of the activities and projects which the Foundation conducts are directed towards the young population, their education and professional expertise, socially jeopardized categories, as well as the development of cultural production and art. Telenor`s Foundation accomplishes set objectives through various forms of initiatives: Cooperation with non governmental sector, public and private institutions in different types of projects. Programs of exchange of experts in the field of science and art, as well as providing opportunities for professional internships and scholarships. Exchange of information. Establishing the practice of round tables, seminars, conferences and other events which are in any way linked to the activities of Telenor. Organizing of tenders through which different types of trainings and research are offered. Particular emphasis is put on the young generation and talented people and socially jeopardized categories. 2.3.1. Activities of Telenor directed towards young population Foundation launches special programs, seminars lectures, classes and offers scholarships to those who are perceived as young experts in the fields which are relevant for Telenor`s activities. In 2007, Telenor introduced the award â€Å"Professor Ilija StojanoviĆ¡Ã¢â‚¬  in memory of professor Ilija Stojanovic, who was closely connected to the company and participated in its activities from the very beginning of its operations in Serbia. Every year the award of 1500 euros is given to young students, scientists and researchers for their achievements in the field of telecommunications, in three categories: Best paper / project in the field of telecommunications chosen from the Conference for electronics, telecommunications, informatics, automatics and nuclear technique, held on a yearly basis. Best paper / project chosen from the Telflor (yearly conference), held on a yearly basis. Best student of the Graduate School of Electro-technique (course telecommunications). The Foundation was among the first initiators for the cleaning of neglected areas of Belgrade. Participants of the campaign â€Å"Recycling of landscapes: Be creative and revive the city† were pupils of Belgrade high schools and various artists and the entire project was conducted on ten city locations: open cinemas in Vracar[9] and Zvezdara[10] municipality, summer stage and Pioneer city in Kosutnjak, yard filed of abandoned factory, Zvezdani gaj and other locations. The campaign was lasted throughout 2009 and in this period the locations have been cleaned, painted and decorated with art works. There had been approximately 1000 participants in the campaign and they had the opportunity to get acquainted with the creative art process. Development of the environment awareness was one of the key priorities of the project, which was realized in cooperation with the Belgrade City Assembly and Secretariat for sport and youth. The project became the part of the leading environmental project in Serbia â€Å"Let`s wake Serbia up†, under the patronage of the Ministry for the Environment Protection. , In cooperation with the National Television of Serbia, Telenor joined the campaign â€Å"Skola je Skul (School is Cool)†, which promotes school spirit, representing the most active schools that use creative methods Telenor Group Case Study Telenor Group Case Study CASE STUDY TELENOR 1. General information about the Telenor Group The Telenor Group is the leading telecommunications company in Norway and one of the leading mobile operators in the world in terms of subscription. The company is also the biggest provider of television services in the Nordic region, while at the same time being present as the mobile operator in some of the fastest growing markets. Headquarters of the Telenor Group are located in Oslo, Norway. The company is listed on the Oslo Stock Exchange. With the end of the third quarter of 2009, the Telenor Group has achieved 172 million of mobile subscriptions worldwide and it currently employs approximately 40.000 people in thirty countries. As it is widely familiar, Norway, as well as other Scandinavian countries, is known as extremely developed technology market in the beginning of the 21st century, achieving some of the highest penetration rates for new technologies, such as mobile phones and high speed internet. This actually represents a kind of tradition of the country, having in mind the fact that in 1855 the first telegraph line has been built, followed by the first telephone network connecting the cities of Arendal and Tvederstrand in 1878. Furthermore, Norway was one of the first world countries to introduce mobile telephone system in 1967, which was analogue based and manually operated. In order to understand business operations of Telenor, it seems necessary to make a short historical overview of the companys origins. Beginnings of the Telenor Group date back in 1855 when it was established as a state operated monopoly, bearing the name Norwegian Telegraph Administration NTA (also known as Telegrafverket) and offering the provision of telegraph services. In the last decade of the 19th century, development of the Norways early telephone network was handled by private companies. Norwegian Telegraph Administration, which was in the ownership of the state, gradually took over the privately owned companies in the market and gained control over the sector. Since then, Telenor gained more than 150 years of telecom experience. In 1969, the NTA changed its name to Televerket, also known as Norwegian Telecommunications. With the purchase of Andebu, the last privately owned company in the sector of telecommunications in 1974, Televerket obtained control of the monopoly of t he services of telephone and telecommunications and retained that position till the beginning of the last decade of the 20th century. By the beginning of the 1990s, the company pioneered a new generation of mobile telephone services based on the GSM protocol, which was later accepted and implemented thought Europe. GSM service was launched in 1993 and was followed by the expansion of the company in the field of television broadcasting. This strategic decision provided the company with the opportunity to position itself as the dominant provider of satellite based broadcasting in the Scandinavian region. Since the Norwegian authorities had a tendency to deregulate the telecom sector in the country, the process of deregulation commenced in 1994 and lasted till 1998, with a partial deregulation sector by sector. Even before the government deregulation began, Televerket started with the company restructuring which lasted for four years and included the transformation of the company from a state owned to a public company, as well as the change of the company name to Telenor in 1995. Additionally, the company was a subject of partial privatization in 2000, which gave it a substantial boost of 15.6 billion NOK[1] of new capital and listed it on the Oslo Stock Exchange and NASDAQ. At the beginning of the privatization process, the Government remained the owner of 77.7% of the company, while this percentage was reduced to 53% by 2006. The company was rankedtop performer bythe Dow Jones Sustainability Indexes in 2007 and 2008. The main services which Telenor provides to its consumers and companies worldwide include the following segments: voice, data, content and other services. * In the segment of Voice, Telenor provides people to talk to each other by using fast and reliable networks. This segment focuses on the conversation on the phone, including fixed line, mobile or IP telephony. Fixed voice communication services are provided for users in three countries of the Nordic region and mobile voice in twelve different countries in Europe and Asia. * The segment of Data encompasses of the Internet and broadband services. The company offers fixed line data services like ADSL and fiber-optic communications in the countries of the Nordic region, and mobile data services such as mobile broadband, GPRS, UMTS in 12 countries. From the beginning of 2008, the company has started 3G based mobile broadband services inseven of its markets. * In the field of Content, TV services and mobile content, Telenor offers TV services via cable, digital terrestrial and satellite networks in four Nordic markets. Furthermore, the company also provides mobile content services in several markets, such as mobile TV, sports, ring tones, music and movies. * As far as otherservices are concerned, Telenor has a diversified offer that consists of services, which are telecom related, and the service portfolio is different from one country to another. Depending on the market, the company provides services in the filed of maritime communications, IT consulting, and aircraft communications services. In several markets the company provides Net-centric services, which refer to the IT security for individual consumers and enterprises and machine to machine (M2M) services for enterprises. The major part of the Telenor`s activities is organized in three regions and includes thirteen countries: Asia: Bangladesh, Malaysia, Pakistan, Thailand and India. Nordic countries: Denmark, Norway, Sweden and Finland. Centraland Eastern Europe: Hungary, Montenegro, Russia, Serbia and Ukraine. From the beginning of the 1990s, Telenor begun with its international expansion in the field of mobile communications, penetrating the markets of the following countries: Russia in 1994, Bangladesh, Greece, Ireland, Germany and Austria in 1997, Ukraine in 1998, Malaysia in 1999, Denmark and Thailand in 2000, Hungary in 2002, Montenegro and Pakistan in 2004, Slovakia, Czech Republic and Serbia in 2006. Operations in Greece, Ireland and Germany were sold and the money obtained from this sale has been re invested in the emerging markets. Additionally, in 2005 Vodafone[2] in Sweden was acquired by Telenor. 1.1. Mission and Strategy Telenors primary objective is to create greater value for its shareholders, customers, employees and partners, and for the society in general. The company is dedicated to being at the forefront in creating, simplifying and introducing communication and content solutions to the marketplace. In order to comply with the given goal, Telenor bases its strategy on its customer oriented vision, Here to Help, as well as its core values, Make it easy, Keep promises, Be inspiring and Be respectful. Telenors main strategy is to upgrade the performance of the local mobile operations by combining Groups industrialization with local drive and responsiveness, in the regions where it conducts its business operations: Nordic region, Eastern and Central Europe and Asia. Furthermore, the company plans to maintain its leading position in the Nordic region with a diversified portfolio of communication services. This strategy could be defragmented to the following focus areas: Strengthening of the position of the company as an international mobile operator. Telenor plans to continue the process of strengthening its industrialization of the mobile operations by gaining control over chosen mobile companies. Control is crucial in order to benefit from synergies obtained by cross border activities, such as scale in procurement, development of new services and implementation of best practices, improvement of operational efficiency and the increase of the overall profitability. Telenor plans to manage the non-strategic investments as financial investments and to exit from international mobile operations where the company cannot obtain control over time. Strengthening of the companys position in the Nordic region. Telenor will continue to upgrade its services in the field of mobile and fixed telephony in the Nordic region by using the benefits obtained from economies of scale and cross-border synergies. The company strongly feels that its Nordic presence will improve support to the customers by improving upon its expertise both mobile and fixed services. To find itself at the forefront of communications services providers in Norway. Since the company is the leader in a broad range of services in both the residential and business markets in Norway, Telenor will try to obtain better results in the sense of its profit in the mobile and fixed fields of activity, through the introduction of new services and through various cost-cutting measures. Maintaining of the position of the leader in field of distribution of TV services to consumers in the Nordic region. Telenor additionally insists on finding new possibilities and solutions which will contribute to the strengthening of its strategic position as the leading distributor of subscription based television in the Nordic region. The company will dedicate its activities to contact and attract new users and increase revenue per user through its attractive content and new interactive services. Non strategic companies. Telenor will enhance the value of those companies, which are not strategic for its main business areas and dispose of all or part of its interest in such companies. 1.2. Regional presence Even though Telenor is present in the three dominant regions of the world, the Nordic region is the one where Telenor group has been present since 1855, and the company has held a strong position in the Scandinavian region ever since. The Nordic region is the one from which the majority of Telenor`s income comes from. As it is shown in diagrams 1 and 2, in the first quarter of 2009, 41% of total company revenues came from this region, as well as 37% of EBITDA[3] distribution. The three markets out of which the Nordic region is composed of, in fact represent specific markets with unique differences. For example, although Sweden still has a high use of fixed line telephony, it finds itself at the forefront of the mobile broadband services. Denmark is the market whose customers are the keenest users of SMS and are most interested in content services. Finally, Norwegian customers show growing interest in digital music services and Telenor Group has a high share on this market. The Nordic region is also significant since Telenor combines present and future technologies in the telecom field. As a supplement to existing offers, Telenor provides new broadband technologies, such as Fibre to the Home (FTH) and Long Term Evolution (LTE), the 4th generation mobile broadband standard. The strong distinction between fixed and mobile telephony is slowly vanishing in these markets. According to the data obtained from†¦..there is an evident transition from fixed to mobile networks. The data implicate that the mobile share of voice traffic has increased from 20% in 2003 to 60% in 2008. This is one of the reasons why Telenor acquired Vodafone in Sweden in 2006. Furthermore, the company now has 4G licenses in Norway and Sweden. In order to build networks and share spectrum of mobile communication, Telenor has joined Tele2[4] in a joint venture. The plan is to launch the LTE based broadband services by the end of 2010. This action will position Telenor as the leader of the 4G development worldwide. The same project is planned for Norway, with the difference that it will start in 2011. The Telenor Group has penetrated the Asian region in 1996, through the investment in Grameenphone[5] in Bangladesh. From the very beginning of its operations in Asia, the market has been the cornerstone of the development of the Telenor Group, enabling opportunities for growth in one of the most populated and fastest growing markets in the world. Additionally, mobile operations in Asia have a significant contribution to the total revenues and EBITDA of the Group. Data obtained in the first quarter of 2009 show that the region generated 30% of the revenues, 28% of the Groups EBITDA, and a total of 67 million mobile subscribers of the region. The company has received many awards for innovation and services in the past ten years and has been the driving force in the network development of Asia. Additionally, it has significantly increased the capacity of the regional network and provided coverage, connecting millions of people in new areas, who were previously unconnected. Over the past few years the Asian mobile market has been growing significantly. The growth is additionally stimulated by continuous innovations and new services provided by the company. The Group is active in the markets of Pakistan, Malaysia, Thailand and Bangladesh, and the company holds 3G license in Malaysia. Another important step of Telenor was the acquisition of Unitech Wireless[6] in India, through which the company penetrated one of the worlds largest and fastest growing markets. Since the beginning of the 1990s, the mobile markets of Central and Eastern Europe and Russia became a part of Telenor`s business operations. The main characteristic of these markets is the growth opportunity, making it significant part of the Telenor`s strategy in the years to come. Even though the markets of Central and Eastern Europe are challenging economic environment due to the process of transition, which these countries have undergone or are still undergoing, mobile operations of the Group deliver solid financial performances. The first quarter of 2009 shows that Telenor generated 17% of Groups total revenues and 32% of EBITDA. The region also generated 93 million of mobile subscribers. Also, the region of Central and Eastern Europe and Russia has achieved rapid growth in mobile subscription both in consumer, as well as business markets. The company is currently involved in investments in the 3G network in Hungary, Russia, Serbia and Montenegro. The priority is given to the n ew technological and eco friendly solutions, like the wind and solar powered base stations in Hungary, and testing of the new generation wireless broadband in Montenegro. 2. Telenor in Serbia Telenor`s presence in the Balkan region started at the beginning of 1990s when the company launched its operations in Hungary in 2002 by operating Pannon[7], followed by activities in Montenegro through Promonte[8] and finally, Serbia in 2006. Telenor penetrated the Serbian market through the purchase of the Serbian company Mobi 63, Serbias second largest mobile operator and this actually represents the largest privatization transaction in the central and eastern Europe in 2006, as reported by the audit company PriceWaterHouseCoopers. Telenor Group outbid two other short listed competitors at the auction (Mobilkom from Austria and Orascom Telecom from Egypt), offering a bid of 1.513 billion euros. Telenor took over the company on 31st of July 2006, upon the completion of all legal requirements and the signing of the Sales Agreement. The entire auction was broadcasted live on the Serbian national television and was attended by the highest state representatives. Mobi 63, formerly known as Mobtel, was formed by the Government of Serbia in the month of April of 2006, upon the revocation of the operators mobile license, which occurred due to the illegal dealings of the companys previous owners, who were suspected to have sold t he operators license in Kosovo to Mobikos, without requesting permission from the official authorities of Serbia. The Government then proclaimed that the sale was a threat to the national security. The acquisition of Mobi 63 made by Telenor includes a ten year license for GSM 900/1800 and 3G operation for the company, which is renewable for a successive period of ten years upon application. Additionally, the company also obtained Mobi 63`s existing assets, which included the base of approximately 2.5 million customers (in the end of 2005). In just three months upon its arrival to the Serbian market, Telenor invested approximately 15.3 million euros in the equipment of the highest technology, necessary to meet the requirements of the planned network expansion on the territory of Serbia. For this purpose, Telenor signed cooperation agreement with Erickson. Additionally, another contract with the Erickson Company worth 40 million euros for the purpose of network improvement was signed by the end of 2006. The main objective of these investments was to upgrade the quality and the capacity of the existing network, which consequently brings additional quality and services to its users. The actual benefit for the users of the Telenor network is its expanded coverage and good quality. Starting form March 1st 2007, the company enabled the use of commercial services in Serbia, provided by the 3G mobile broadband technology, which consequently provides its users with the possibility to get easier and faster access to the contents on the internet, such as movies, music videos or TV program. 2.1. Relationship towards the employees When Telenor acquired Mobi 63 in August 2006, the company had 926 employees. The newly appointed top management reached a strategic decision to take over the entire infrastructure of the company, as well as its personnel, meaning that there will not be any reduction in the number of employees. In fact, quite the opposite thing occurred in the next three years: the number of employees gradually started growing. In the end of 2007 there had been approximately 1000 employees. By the end of 2008, this number grew to 1100, and finally on December 31st 2009, Telenor had a total of 1207 employees. Having in mind that the field of telecommunications is exposed to everyday changes, Telenor`s employees are expected to adapt to them, set their own objectives in their segment of work, as well as to take on new responsibilities and discover their new talents. In 2007, 2008 and 2009, the company organized a number of trainings, seminars and workshops for its personnel. Through these actions, Telenor tends to provide continuous professional growth and expertise opportunities. Some of the most important ones are: Trainings for future leaders Welcome trainings Codes of conduct Human resource management Communication skills trainings Telenor`s Code of Conduct is one of the key principles upon which the activities of the company are based. This document includes a set of employee policies that cover ethical and legal practices for nearly every aspect of the business. It focuses on the personal responsibility and each employee has to conduct business legally and ethically. Also, it defines ethical rules of behavior for the companys business partners, as well as users. Corporate ethics is very important in the company. The principles of corporate ethics are applicable to all members of the company, including the members of the managing board and top management and all other employees, who represent Telenor on any occasions. Furthermore, the company launched the so called HIT Project, which was encouraged by the television reportage made on one of Telenor`s subcontractors in Bangladesh, who was an obvious example of a company which contributes to bad work conditions, pollution of the environment and child labor. The project focuses on four elements: health, safety, security and environment, and its main objective is for Telenor to emphasize to its business partners the importance of respecting labor and human rights laws. Therefore, Telenor follows the activities of its suppliers in the field and remains in constant touch with them. Furthermore, human resource management conducts the employee satisfaction survey on a yearly basis in order to get a feed back from the employees about the level of their satisfaction, as well as the issues that could be improved and changed within the company. In 2009, the survey was conducted for the third consecutive year and a total percentage of employees which participated was 96.3%. The survey is conducted among all employees in the end of every working year, and concentrates on several important areas of employee satisfaction: satisfaction with job position and work conditions, communication and interpersonal relations within the company, leadership, bonus systems and career opportunities. Results obtained from the survey serve as the foundation for strategy planning for the upcoming years. This point is of particular importance in order to include the opinion of the staff in the process of future strategy defining and decision making, so that everyone can feel that they are a part of it. 2.2. Relationship with clients Top management of the company tends to combine its international experience and the local potential of the country where it operates. In the first year of its activities in the Serbian market, Telenor introduced a large number of significant innovations and new services important for the subscribers. Some of the most innovative products and services offered to the Serbian users are: New prepaid telephone numbers and new channel of sale Telenor Express. Mobile e mail service. The first internet parks in Serbia. Cheaper roaming prices for Telenor users in Hungary and Montenegro Telenor express is the channel of direct sales to customers, which has long and successful tradition in other markets where the company conducts its activities. The new prepaid numbers were introduced in all newspaper stands in Serbia, but could also be purchased through the Telenor Express channel of sale. Approximately twenty five express sales teams are traveling throughout Serbia with specially designed sales stands. In this way the company tries to have direct contact with the customers, to be closer and more available to them, as well as to offer new and innovative sales possibilities and good quality services. Additionally, new prepaid numbers are offered at a much lower rate than previously applied, and each package has higher value than the nominal value of the package. Persons, who decide to purchase a more expensive package, get substantially more free conversation minutes, as well as free text messages, than the ones who purchase a cheaper package. Mobile e-mail is a service dedicated firstly to those who are business users, with the main purpose to facilitate their activities when they find themselves outside the office and need immediate access to their computers. Furthermore, this service enables its users to access and handle their e-mails, calendar and phonebook. The service is compatible to the programs used on their original computers, and can be used by downloading a special software from the Telenor website. From December 1st 2006, Telenor users have the possibility to pay lower prices for roaming services in Hungary and Montenegro, thanks to Telenor network. At the same time, these prices are the lowest prices in comparison to other mobile operators in Serbia. On average, with this service, Telenor users in the Montenegro` s network Promonte are charged 15% less for their voice calls. Additionally, incoming calls from any destination are free of charge for postpaid users in this network. As far as the Hungarian Pannon mobile operator is concerned, prices of outgoing calls are approximately 60% lower, calls made to local mobile and fixed telephone numbers are 25% cheaper, including incoming calls. Calls made to other destinations are 40% cheaper. Additionally, Telenor subscribers have the opportunity to exchange MMS messages with people in ten different countries. The first countries and operators which established this kind of service with Telenor in Serbia are: 02 in Germany, Pannon in Hungary, Telenor in Pakistan, Telefonica 02 in Checz Republic, Sonofon in Denmark, Sunrise in Switzerland, ONE in Austria, Globul in Bulgaria, Telenor in Norway and DIGI in Malaysia. In June 2008, Telenor opened the first internet park in Belgrade, which at the same time represents the first park of this kind in Serbia. People can have free access to the internet and connecting of their portable computers to the internet network is possible either through the wireless connection, or via USB modems, which are located in different places in the park. In the first three months, citizens of Belgrade, as well as other visitors, had the opportunity to test all possibilities of the Internet network free of charge, while enjoying the open air at the same time. Instructions for the connection to the network are displayed on visible places in the park and offer simple explanations through several easy steps. In just several months upon the opening of the first internet park in Belgrade, similar concept was implemented in other Serbian cities: Nis, Novi Sad, Kragujevac and Kraljevo. In this way, citizens of these cities have the possibility to check their e-mails or search the internet sites for various contents. 2.3. Corporate responsibility, young and socially jeopardized categories. Mobile communications contribute to the social integration, having in mind the fact that people can be in touch no matter where they find themselves. However, for a significant number of people worldwide, communication services still represent a luxury and are not available to them. Access to this type of services, in a way, represents the means to fight poverty, ignorance and bad health conditions, as well as to enable people to improve their living situation. One of the main objectives of Telenor is to strive towards creation of value in modern society by offering the possibility of communication services to as many people as possible. In 2007, the auditing company Deloit did a thorough analysis of Telenor`s markets in Thailand, Bangladesh, Malaysia, Pakistan, Ukraine and Serbia which pointed to a very close connection between mobile telephony penetration and the increase of the GDP exists. The analysis pointed out to the fact that the increase of 10% in mobile communications could lead to the GDP rise of approximately 1.2%. Furthermore, the study showed that business operations of Telenor have positive contribution to the upgrading of the productivity level, economic welfare, improvements in health and education systems, improvement of conditions in rural areas and social groups with low incomes. Besides the focus on its business operations, Telenor also directs its activities towards the responsibility towards the local community in which it operates. An evidence to support this claim is the fact that Telenor Group is listed in the first position among twenty four leading mobile operators in the world on the Dow Jones Sustainability Index list, which ranks companies according to the criteria of their overall financial, social and ecological impact on the environment. Upon its arrival to the Serbian market, the top management of the company immediately started to develop different strategies concerning the beginning of the work in the field of corporate responsibility. For that purpose, Telenor established its own Foundation in March 2007, and in this way the company continued to invest in the development of Serbias social potentials. â€Å"The main objective of the Foundation is to initiate and support different types of projects and to develop useful and sustainable solutions which are easy to implement on the territory of the entire country. This is the core concept upon which the corporate responsibility of the company is based and which is being implemented world wide. Members of the Foundations Managing Board were chosen upon the criteria of their expertise in different fields and this enabled for the activities of the Foundation to be guided not only by the companys business plans, but also to adequately respond to the necessities of the Serbian society, its growth and development. Additionally, members of the top and middle management are directly involved in the projects of the Foundation and follow their course. Employees are also invited to participate and to set an example by their involvement, volunteer work and individual efforts.† Majority of the activities and projects which the Foundation conducts are directed towards the young population, their education and professional expertise, socially jeopardized categories, as well as the development of cultural production and art. Telenor`s Foundation accomplishes set objectives through various forms of initiatives: Cooperation with non governmental sector, public and private institutions in different types of projects. Programs of exchange of experts in the field of science and art, as well as providing opportunities for professional internships and scholarships. Exchange of information. Establishing the practice of round tables, seminars, conferences and other events which are in any way linked to the activities of Telenor. Organizing of tenders through which different types of trainings and research are offered. Particular emphasis is put on the young generation and talented people and socially jeopardized categories. 2.3.1. Activities of Telenor directed towards young population Foundation launches special programs, seminars lectures, classes and offers scholarships to those who are perceived as young experts in the fields which are relevant for Telenor`s activities. In 2007, Telenor introduced the award â€Å"Professor Ilija StojanoviĆ¡Ã¢â‚¬  in memory of professor Ilija Stojanovic, who was closely connected to the company and participated in its activities from the very beginning of its operations in Serbia. Every year the award of 1500 euros is given to young students, scientists and researchers for their achievements in the field of telecommunications, in three categories: Best paper / project in the field of telecommunications chosen from the Conference for electronics, telecommunications, informatics, automatics and nuclear technique, held on a yearly basis. Best paper / project chosen from the Telflor (yearly conference), held on a yearly basis. Best student of the Graduate School of Electro-technique (course telecommunications). The Foundation was among the first initiators for the cleaning of neglected areas of Belgrade. Participants of the campaign â€Å"Recycling of landscapes: Be creative and revive the city† were pupils of Belgrade high schools and various artists and the entire project was conducted on ten city locations: open cinemas in Vracar[9] and Zvezdara[10] municipality, summer stage and Pioneer city in Kosutnjak, yard filed of abandoned factory, Zvezdani gaj and other locations. The campaign was lasted throughout 2009 and in this period the locations have been cleaned, painted and decorated with art works. There had been approximately 1000 participants in the campaign and they had the opportunity to get acquainted with the creative art process. Development of the environment awareness was one of the key priorities of the project, which was realized in cooperation with the Belgrade City Assembly and Secretariat for sport and youth. The project became the part of the leading environmental project in Serbia â€Å"Let`s wake Serbia up†, under the patronage of the Ministry for the Environment Protection. , In cooperation with the National Television of Serbia, Telenor joined the campaign â€Å"Skola je Skul (School is Cool)†, which promotes school spirit, representing the most active schools that use creative methods

College Admissions Essay: The Importance of Disabilities Awareness :: College Admissions Essays

The Importance of Disabilities Awareness    Disabilities Awareness has played an important role in my life. My present interest in it grew out of my early involvement as a child. In elementary school I was given the chance to serve as a student judge for disabilities awareness art contests sponsored by the NYS Commission on Quality of Care. Children from schools all across New York State were asked to send in drawings to express their personal message of equality and acceptance of people with disabilities. It was frightening to see how many drawings inadvertently depicted a negative message instead of the positive one called for by the contest guidelines. Later I experienced the same feeling when I judged a disabilities awareness writing contest and read many of the entries submitted by middle school students.    After seeing so many negative representations of people with disabilities, I decided I wanted to do something to help change the common misconceptions the general public had. I started to take notice of the challenges that people with disabilities faced every day. Some of them were concrete problems like the inaccessibility of buildings and the lack of accessible public transportation. I began to notice where people with disabilities couldn't go. I began to see that some of the worst challenges they faced, however, were attitude problems like the endless teasing or using the names of different disabilities as insults. I began to notice how people communicated (or failed to communicate) with disabled people. I observed that people thought someone with a disability was only a disability, therefore less human, and inferior to us. Expectations were low for them and they were more often sitting alone in a school cafeteria or not included in social events after school.    I hoped that my involvement in a New York State publication like the Disabilities Awareness Newsletter would help correct some of the misconceptions and lack of information I observed in my own world. I began to write articles that centered around positive accomplishments achieved by active members of our community who happen to have a disability.

A Diagnosis for Mr. Fix-it Essay -- Medical Research

Mr. Fix-it is a 59 year old man with a history of alcohol abuse and diabetic hypertension. Mr. Fix-it has been currently experiencing symptoms such as: rambling speech, poor short-term memory, weakness on the left side of his body, neglects both visual and auditory stimuli to his left side, difficulty with rapid visual scanning, difficulty with complex visual, perceptual and constructional tasks, unable to recall nonverbal materials, and mild articulatory problems. The diagnosis for Mr. Fix-it’s problem is most likely a right-hemisphere stroke. A right-hemisphere stroke is occurs when a blood clot blocks a vessel in the brain, or when there is a torn vessel bleeding into the brain. â€Å"A right-hemisphere stroke is common in adults who have diabetes and who are over the age of 55†, similar to Mr. Fix-it (Kluwer, 2012). In addition, Mr. Fix-it has a history of alcohol abuse in which it could have also increased his chances of experiencing a right-hemisphere stroke. The symptoms of a right-hemisphere stroke are very much similar like the symptoms Mr. Fix-it is experiencing. For example, both suggest that functions on the left side of the body are completely neglected; therefore, the left visual section of the body does not respond effectively to stimuli due to the neglect. Damage to the right occipital lobe is very likely. The patient may have experienced some damage to areas 18 and 19 of the occipital lobe. â€Å"Damage to these association areas resulted in the patient’s failure to recognize items even when they have been seen before†, such as Mr. Fix-it’s deficiency to recognize geometric shapes (Carlson, 2010). Moreover, the patient could have also experience damage in the frontal lobe, specifically on area 8, in which it could have r... ...lood pressure medication in order to keep his blood pressure in the normal state of 120/80. Other than taking medications, there is another alternative such as surgery, such as â€Å"ventriculosmy, craniotomy, and carotid endarterectomy† (Kluwer, 2012). The patient also has the option of going to a rehabilitation center where the patient may be able to receive speech therapy, occupational therapy, and physical therapy. In addition, the rehabilitation center may also include â€Å"functional electrical stimulation† (Kluwer, 2012). Works Cited Carlson, N. R. (2010). Physiology of behavior. (10 ed., pp. 69-101). Boston, MA: Pearson. Hemiparesis. (2011). Retrieved February 9, 2012, from http://www.stroke.org/site/PageServer?pagename=hemiparesis Kluwer, W. (2012).Right hemispheric stroke. Retrieved February 6, 2012, from http://www.drugs.com/cg/right-hemispheric-stroke.html

Presentation About Procter and Gamble Essay

Procter & Gamble (P&G) is an American multinational consumer goods company headquartered in downtown Cincinnati, Ohio, USA. Its products include foods, beverages, cleaning agents and personal care products.[2] In 2011, P&G recorded $82.6 billion dollars in sales. Fortune magazine ranked P&G at fifth place of the â€Å"World’s Most Admired Companies† list, which was up from sixth place in 2010.[3] Procter & Gamble is the only Fortune 500 company to  issue C Share common stock.[citation needed] Contents [hide] * 1 History * 2 Operations * 2.1 Management and staff * 2.2 Brands * 2.3 Productions * 3 Controversies * 3.1 Price fixing * 3.2 Toxic shock syndrome and tampons * 3.3 Animal testing * 3.4 Other products * 3.5 Logo controversy * 4 Notes * 5 External links| ————————————————- [edit]History William Procter, a candlemaker, and James Gamble, a soapmaker, emigrated from England and Ireland respectively. They settled in Cincinnati initially and met when they married sisters, Olivia and Elizabeth Norris.[4] Alexander Norris, their father-in-law, called a meeting in which he persuaded his new sons-in-law to become business partners. On October 31, 1837, as a result of the suggestion, Procter & Gamble was created. In 1858–1859, sales reached $1 million. By this point, approximately 80 employees worked for Procter & Gamble. During the American Civil War, the company won contracts to supply the Union Army with soap and candles. In addition to the increased profits experienced during the war, the military contracts introduced soldiers from all over the country to Procter & Gamble’s products. In the 1880s, Procter & Gamble began to market a new product, an inexpensive soap that floats in water. The company called the soap Ivory. William Arnett Procter, William Procter’s grandson, began a profit-sharing program for the company’s workforce in 1887. By giving the workers a stake in the company, he correctly assumed that they would be less likely to go on strike. The company began to build factories in other locations in the United States because the demand for products had outgrown the capacity of the Cincinnati facilities. The company’s leaders began to diversify its products as well and, in 1911, began producing Crisco, a shortening made of vegetable oils rather than animal fats. As radio became more popular in the 1920s and 1930s, the company sponsored a number of radio programs. A s a result, these shows often became commonly known as â€Å"soap operas.† Procter & Gamble headquarters in DowntownCincinnati, Ohio The company moved into other countries, both in terms of manufacturing and product sales, becoming an international corporation with its 1930  acquisition of the Thomas Hedley Co., based in Newcastle upon Tyne, England. Procter & Gamble maintained a strong link to the North East of England after this acquisition. Numerous new products and brand names were introduced over time, and Procter & Gamble began branching out into new areas. The company introduced Tidelaundry detergent in 1946 and Prell shampoo in 1947. In 1955, Procter & Gamble began selling the first toothpaste to contain fluoride, known as Crest. Branching out once again in 1957, the company purchased Charmin Paper Mills and began manufacturing toilet paper and other paper products. Once again focusing on laundry, Procter & Gamble began making Downy fabric softener in 1960 and Bounce fabric softener sheets in 1972. One of the most revolutionary products to come out on the market was the company’s Pampers, first te st-marketed in 1961. Prior to this point disposable diapers were not popular, althoughJohnson & Johnson had developed a product called Chux. Babies always wore cloth diapers, which were leaky and labor intensive to wash. Pampers provided a convenient alternative, albeit at the environmental cost of more waste requiring landfilling. Procter & Gamble acquired a number of other companies that diversified its product line and significantly increased profits. These acquisitions included Folgers Coffee, Norwich Eaton Pharmaceuticals (the makers of Pepto-Bismol), Richardson-Vicks, Noxell (Noxzema), Shulton’s Old Spice, Max Factor, and the IamsCompany, among others. In 1994, the company made headlines for big losses resulting from leveraged positions in interest rate derivatives, and subsequently sued Bankers Trust for fraud; this placed their management in the unusual position of testifying in court that they had entered into transactions that they were not capable of understanding. In 1996, Procter & Gamble again made headlines when the Food and Drug Administration approved a new product developed by the company, Olestra. Also known by its brand name ‘Olean’, Olestra is a lower-calorie substitute for fat in cooking potato chips and other snacks. Procter & Gamble has dramatically expanded throughout its history, but its headquarters still remains in Cincinnati. In January 2005 P&G announced an acquisition of Gillette, forming the largest consumer goods company and placing Unilever into second place. This added brands such as Gillette razors,Duracell, Braun, and Oral-B to their stable. The acquisition was approved by the European Union and the Federal Trade Commission, with  conditions to a spinoff of certain overlapping brands. P&G agreed to sell its SpinBrush battery-operated electric toothbrush business to Church & Dwight. It also divested Gillette’s oral-care toothpaste line, Rembrandt. The deodorant brands Right Guard, Soft & Dri, and Dry Idea were sold to Dial Corporation.[5] The companies officially merged on October 1, 2005. Liquid Paper, and Gillette’s stationery division, Paper Mate were sold toNewell Rubbermaid. In 2008, P&G branched into the record business with its sponsorship of Tag Records, as an endorsement for TAG Body Spray.[6] P&G’s dominance in many categories of consumer products makes its brand management decisions worthy of study.[7] For example, P&G’s corporate strategists must account for the likelihood of one of their products cannibalizing the sales of another.[8] On August 24, 2009, the Ireland-based pharmaceutical company Warner Chilcott announced they had bought P&G’s prescription-drug business for $3.1 billion.[9] P&G exited the food business in 2012 when it sold its Pringles snack food business to Kellogg’s. The company had previously sold Jif peanut butter and Folgers coffee in separate transactions toSmucker’s. Procter and Gamble is a tier one sponsor of the London’s Olympic Games 2012 and sponsors 150 Athletes. ——————————————†”—- [edit]Operations As of July 1, 2011, the company structure is categorized into two â€Å"Global Business Units† with each one further divided into â€Å"Business Segments† according to the company’s 2011 Annual Report. Dimitri Panayotopoulos is Vice Chairman of Global Business Units[10] * Beauty segment * Grooming segment * Health Care segment * Snacks & Pet Care segment * Fabric Care & Home Care segment * Baby Care & Family Home Care segment [edit]Management and staff The board of directors of Procter & Gamble currently has eleven members: Robert A. McDonald, Angela Braly, Meg Whitman, Johnathan A. Rodgers, Ernesto Zedillo, Scott Cake, Patricia A. Woertz, Susan D. Desmond-Hellmann, Maggie Wilderotter, W. James McNerney, Jr. and Kenneth Chenault.[11] In March 2011 Rajat Gupta resigned from the board after a SEC accusation ofGalleon Group insider trading.[12] In October 2008, P&G was named one of â€Å"Canada’s Top 100 Employers† by Mediacorp Canada Inc., and was featured in Maclean’s newsmagazine. Later that month, P&G was also named one ofGreater Toronto’s Top Employers, which was announced by the Toronto Star newspaper.[13] In May 2011 Fortune editor-at-large Patricia Sellers praised P&G’s board diversity, as five of the company’s eleven current directors are female and have all been on Fortune’s annual Most Powerful Women list.[14] Procter & Gamble is a member of the U.S. Global Leadership Coalition, a Washington, D.C.-based coalition of over 400 major companies and NGOs that advocates for a larger International Affairs Budget, which funds American diplomatic and development efforts abroad.[15 ] [edit]Brands Main article: List of Procter & Gamble brands 26 of P&G’s brands have more than a billion dollars in net annual sales, according to the 2011 Annual Report and P&G Corporate Newsroom. Leadership Brands * Ace is a brand of laundry detergent/liquid available in numerous forms and scents. * Always is a brand of feminine care products. * Ariel is a brand of laundry detergent/liquid available in numerous forms and scents. * Bold is a brand of laundry detergent/liquid. * Bounce is a brand of laundry products sold in the United States and Canada. * Bounty is a brand of paper towel sold in the United States and Canada. * Braun is a small-appliances manufacturer specializing in electric shavers, epilators, hair care appliances and blenders. * Cascade is a brand of dishwashing products. * Charmin is a brand of toilet paper sold in the United States, Canada, and Mexico. * CoverGirl is a brand of women’s cosmetics. * Crest/Oral B is a brand of toothpaste and teeth-whitening products. * Dash is a brand of laundry detergent/liquid. * Dawn/Fairy is a brand of dishwashing detergent.[16] * Dolce & Gabbana is an Italian fashion house. * Downy/Lenor is a brand of fabric softener. * Duracell is a brand of batteries and flashlights. * Eukanuba is a brand of pet food. * Febreze/Ambi Pur is a brand of air fresheners. * Fixodent is a brand of air denture adhesives. * Fusion is a brand of men’s wet shave razors. * Gain is a brand of laundry detergent, fabric softeners and liquid dish soap. * Gillette is a brand of safety razor and male grooming products. * Head & Shoulders is a brand of anti-dandruff shampoo and conditioners. * Herbal Essences is a brand of shampoo and conditioners. * Hugo Boss is a brand of fine fragrances. * Iams is a brand of pet food. * Luvs is a brand of baby diapers. * Mach3 is a brand of safety razor and male grooming products. * Max Factor is a brand of women’s cosmetics. * Mister Clean is a brand of multi-purpose cleaner sold in the United States, Canada and Great Britain. * Olay is a brand of women’s skin care products. * Old Spice is a brand of men’s grooming products. * Oral-B is a brand of toothbrush, and oral care products. * Pampers is a brand of disposable diaper and other baby care products. * Pantene is a brand of hair care products (conditioners/styling aids). * Prestobarba/Blue is a brand of safety razor and male grooming products. * Prilosec is an over-the-counter drug. * Puffs is a brand of facial tissue. * Rejoice/Pert is a brand of hair care products (conditioners/styling aids). * Safeguard is a brand of soaps. * Secret is a female anti-perspirant brand. * SK-II is a brand of women’s and men’s skin care products. * Swiffer is a brand of house-cleaning products. * Tampax is a brand of feminine care products. * Tide is a brand of laundry detergent. * Venus is a brand female hair-removal products. * Vicks is an over the counter medication. * Wella is a brand name of hair care products (shampoo, conditioner, styling, hair color). Most of these brands—including Bounty, Crest and Tide—are global products available on several continents. Procter & Gamble products are available in North America, Latin America, Europe, the Middle East, Africa, Asia, Australia and New Zealand. Manufacturing operations are based in the following regions: * United States * Canada * Philippines * Mexico * Latin America | * Europe * China (31 wholly owned factories) and other parts of Asia * Africa * Australia| [edit]Productions The P&G production early 1985 to 2007logo used from Procter & Gamble produced and sponsored the first radio soap operas in the 1930s (Procter & Gamble’s being known for detergents—soaps—was the genesis of the term â€Å"soap opera†)[citation needed]. When the medium switched to television in the 1950s and 1960s, most of the new serials were sponsored and produced by the company. The serial The Young and the Restless is currently broadcast on CBS and is still partially sponsored by Procter & Gamble. When As the World Turns left the air on September 17, 2010, The Young and the Restless, became the only soap left that is partially sponsored by Procter & Gamble. These past serials were produced by Procter & Gamble: * Another World * As the World Turns * The Brighter Day * The Catlins * The Edge of Night * The First Hundred Years * From These Roots| * Guiding Light * Lovers and Friends / For Richer, for Poorer * Our Private World * Search for Tomorrow * Somerset * Texas * Young Doctor Malone| Procter & Gamble also was the first company to produce and sponsor a prime-time show, a 1965 spinoff of the daytime soap opera As the World Turns called Our Private World. In 1979, PGP produced Shirley, a prime-time NBC series starring Shirley Jones which lasted thirteen episodes. They also produced TBS’ first original comedy series, Down to Earth, which ran from 1984 to 1987 (110 episodes were produced). They also distributed the syndicated comedy series Throb. Procter & Gamble Productions originally co-produced Dawson’s Creek with Sony Pictures Television but withdrew before the series premiere due to early  press reviews. It also produced the 1991 TV movie A Triumph of the Heart: The Ricky Bell Story, which was co-produced by The Landsburg Company. It also produces the People’s Choice Awards. In addition to self-produced items, Procter & Gamble also supports many Spanish-language novellas through advertising on networks such as Univision, Telemundo, Telefutura, and Azteca America. Procter & Gamble was one of the first mainstream advertisers on Spanish-language TV during the mid-1980s.[citation needed] In 2000, the company’s self care BeingGirl website was launched.[17] In 2008, P&G expanded into music sponsorship when it joined Island Def Jam to create Tag Records, named after a body spray that P&G acquired from Gillette. In April 2010, after the cancellation of As the World Turns, PGP announced they were officially phasing out of the soap industry, and expanding into more family appropriate programming.[18][19] Procter & Gamble also gave a $100,000 contract to the winners of Cycle 1 through 3 of Canada’s Next Top Model, wherein Andrea Muizelaar, Rebecca Hardy and Meaghan Waller won the prize. ————————————————- [edit]Controversies [edit]Price fixing In April 2011, P&G was fined 211.2m euros by the European Commission for establishing a price-fixing cartel in Europe along with Unilever, who was fined 104m euros, and Henkel (not fined). Though the fine was set higher at first, it was discounted by 10% after P&G and Unilever admitted running the cartel. As the provider of the tip-off leading to investigations, Henkel was not fined.[20] [edit]Toxic shock syndrome and tampons Toxic shock syndrome (TSS) is a disease caused by strains of the bacteria Staphylococcus aureus. Most people have these bacteria living in their bodies as harmless commensals in places such as the nose, skin, and vagina. The disease can strike anyone, not only women, but the disease is often associated with tampons. In 1980, 814 menstrual-related TSS cases were reported; 38 deaths resulted from the disease. The majority of women in these cases were documented as using super-absorbent synthetic tampons, particularly the Rely tampon created by Procter & Gamble.[21] The Rely tampon was so super-absorbent that one by itself could in fact hold one  woman’s entire menstrual period flow. Unlike other tampons made of cotton and rayon, Rely used carboxymethylcellulose and compressed beads of polyester for absorption. In the summer of 1980 the Centers for Disease Control released a report explaining how these bacterial mechanisms were leading to TSS. They also stated that the Rely tampon was associated with TSS more than any other brand of tampon. In September 1980, Procter & Gamble voluntarily recalled its Rely brand of tampons from the market and agreed to provide for a program to notify consumers. Since the 1980s, reported cases of TSS have dramatically decreased.[22] [edit]Animal testing On June 30, 1999, Procter & Gamble announced that it would limit its animal testing practices to its food and drug products which represents roughly 80% of its product portfolio.[23] The company invested more than $275 million in the development of alternative testing methods.[24] Procter & Gamble has received criticism from animal advocacy group PETA for the practice of testing on animals.[25] [edit]Other products In December 2005, the Pharmaceutical division of P&G was involved in a dispute over research involving its osteoporosis drug Actonel. The case was discussed in the media.[26] In October 2007, a class action lawsuit was filed in the State of Georgia alleging that many users of Crest Pro-Health mouthwash, with the active ingredient Cetylpyridinium chloride, suffered stained teeth and loss of their sense of taste as a result.[27] Procter & Gamble contends that these side effects occur in only three percent of users.[27] The suit seeks to include disclosure warning users of these side effects on product packaging. [edit]Logo controversy Former P&G logo P&G’s former logo originated in 1851 as a crude cross that barge workers on the Ohio River painted on cases of P&G star candles to identify them. P&G later changed this symbol into a trademark that showed a man in the moon overlooking 13 stars, said to commemorate the original 13 colonies.[28] The company received unwanted media publicity in the 1980s when rumors spread that the moon-and-stars logo was a satanic symbol. The accusation was based on a particular passage in the Bible, specifically Revelation 12:1, which  states: â€Å"And there appeared a great wonder in heaven; a womanclothed with the sun, and the moon under her feet, and upon her head a crown of 12 stars.† P&G’s logo consisted of a man’s face on the moon surrounded by 13 stars, and some claimed that the logo was a mockery of the heavenly symbol alluded to in the aforementioned verse, thus construing the logo to be satanic. Where the flowing beard meets the surrounding circle, three curls were said to be a mirror image of the number 666, or the reflected number of the beast. At the top and bottom, the hair curls in on itself, and was said to be the two horns like those of a ram. These interpretations have been denied by company officials, and no evidence linking the company to the Church of Satan or any other occult organization has ever been presented. The company unsuccessfully sued Amway from 1995 to 2003 over rumors forwarded through a company voicemail system in 1995. In 2011 the company successfully sued individual Amway distributors for reviving and propagating the false rumors.[29] The moon-and-stars logo was discontinued in 1985 as a result of the controversy.[30] ————————————————- [edit]Notes 1. ^ a b c d e f â€Å"2011 Earnings Report, The Procter & Gamble Company†. The Procter & Gamble Company. Retrieved May 6, 2012. 2. ^ â€Å"Procter & Gamble board meets amid CEO reports†.Boston Herald. Associated Press. June 9, 2009. Retrieved May 5, 2012. 3. ^ â€Å"P&G Ranks 5th Overall, 1st in Our Industry and a â€Å"Green Star† Among Fortune Magazine’s World’s Most Admired Companies† (Press release). Procter & Gamble. March 3, 2011. Retrieved May 5, 2012. 4. ^ Dyer, Davis; Dalzell, Frederick; Olegario, Rowena (2004).Rising Tide: Lessons from 165 Years of Brand Building at Procter & Gamble. Harvard Business School Press. ISBN 1-59139-147-4. 5. ^ Wherrity, Constance (February 21, 2006). â€Å"Dial Agrees to Buy P&G Deodorant Brands†. Pierce Mattie Public Relations New York blog. Retrieved May 5, 2012. 6. ^ â€Å"P&G Must Proceed With Caution†. Marketing Doctor Blog. July 10, 2008. Retrieved May 5, 2012. 7. ^ â€Å"How To Lea rn From GE and P&G When The World Is About To Change†. Marketing Doctor Blog. June 6, 2008. Retrieved May 5, 2012. 8. ^ Horstman, Barry M (October 11, 2005). â€Å"John G. Hankus: He rebuilt P&G – and city, too†. The Cincinnati  Post. Archived from the original on April 5, 2005. 9. ^ Cordieiro, Anjali; Loftus, Peter (August 25, 2009). â€Å"Warner Chilcott to pay $3.1 for P&G’s drug business†. The Wall Street Journal. Retrieved May 5, 2012. 10. ^ â€Å"Dimitri Panayotopoulos: Vice chairman†. Pg.com. Retrieved February 15, 2012. 11. ^ â€Å"Board Composition: business leaders, law, American Express†. Pg.com. Retrieved February 15, 2012. 12. ^ â€Å"P&G Views | P&G News | Events, Multimedia, Public Relations† (Press release). Pg.com. December 31, 2011. Retrieved February 15, 2012. 13. ^ â€Å"Reasons for Selection, 2009 Canada’s Top 100 Employers Competition†. 14. ^ Sellers, Patricia (May 5, 2011). â€Å"P&G rates an â€Å"A† for board diversity†. CNN Money. Retrieved May 5, 2012. 15. ^ â€Å"U.S. Global Leadership Coalition, Global Trust members†. Usglc.org. Retrieved May 5, 2012. 16. ^ â€Å"Dawn†. Dawn-dish.com. R etrieved May 5, 2012. 17. ^ â€Å"Dancing tampons†. Wired. July 26, 2000. Retrieved May 5, 2012. 18. ^ Levine, Robert (July 7, 2008). â€Å"It’s American Brandstand: Marketers Underwrite Performers†. New York Times. Retrieved May 5, 2012. 19. ^ â€Å"P&G Must Proceed With Caution†. Marketing Doctor Blog. July 10, 2008. Retrieved May 5, 2012. 20. ^ â€Å"Unilever and Procter & Gamble in price fixing fine†. BBC News. April 13, 2011. 21. ^ Mikkelson, Barbara; Mikkelson, David (December 31, 2005 December 31). â€Å"Tampax Pearl†. Snopes.com. Retrieved May 5, 2012. 22. ^ Mcpherson, Marianne (March 2005). â€Å"Sexual Anatomy, Reproduction, and the Menstrual Cycle†. Boston Women’s Health Book Collective. Retrieved May 5, 2012. 23. ^ Canedy, Dana (July 1, 1999). â€Å"P.& G. to End Animal Tests For Most Consumer Goods†. The New York Times. Retrieved May 5, 2012. 24. ^ â€Å"Animal Welfare and Alternatives†. Procter & Gamble. Retrieved May 5, 2012. 25. ^ Liddick, Don (2006). Eco-terrorism: radical environmental and animal liberation movements. Praeger Publishers.ISBN 978-0-275-98535-6. Retrieved May 5, 2012. 26. ^ â€Å"Collated Media Reports†. Thejabberwock.org. July 7, 2011. Retrieved May 5, 2012. 27. ^ a b â€Å"In The Superior Court Of Richmond County† (PDF). Retrieved February 15, 2012. 28. ^ â€Å"Procter and Gamble v. Amway 242 F.3d 539†. U.S. Court of Appeals, 5th Circuit. February 14, 2001. Retrieved May 5, 2012. 29. ^ â€Å"Procter & Gamble Wins Satanic Civil Suit†. CBS Money Watch. February 11, 2009. Retrieved May 5, 2012. 30. ^ Witt, Howard (April 25, 1985). â€Å"Corporate news: Procter symbol succumbs to devilish rumor†. Chicago Tribune. ————————————————- [edit]External links | Cincinnati portal| | Ohio portal| | Companies portal| | Wikimedia Commons has media related to: Procter & Gamble| * Official website [show] * v * t * eProcter & Gamble Co.| | [show] * v * t * eComponents of the Dow Jones Industrial Average| | [show] * v * t * ePharmaceutical companies of the United States| | [show] * v * t * eSelected Royal Warrant holders of the British Royal Family| | View page ratings Rate this page What’s this? 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