Candles Essays - Catholic Liturgy, Candle, Cinnamon,

Candles My science Report My science question is: Do the different types of candle scents affect the amount of time the candle turns into liquid? I am going to take four different scents of candles, strawberry, cinnamon, pear, and honeydew, all the same size, and do my experiment. My dad, mom, brother and I will all light the candles at the same time and wait to see how long they take to burn. I will record all of the information. I think that all of the candles will burn in the same length of time regardless of the scent. The scent is only there for the smell. I think that the candles will burn in a period of one hour and 45 minutes. The candles will all be burning under the same conditions. Why I chose this experiment is because I love candles. It interests me how there are so many different types of waxes such as beeswax, paraffin, cerumen, and tallow. Also all the different sizes, they go from the height of 2cm. to the height of maybe a foot or two. It is also weird how some candles burn in minutes and others is seems like hours. I love all of the different scents like, strawberry, cherry, plum, orange, pear, lemon, apple, honeydew, cranberry, grape, and cinnamon etc. And this is why I want to know if the different scents of the candles change the amount of time they take to burn. I took four candles, all the same size, but in four different scents. I measured the candles and the height is 5 cm., the width is 3.5 cm. and the wick is 1/2cm. Then I asked my family to help me light the candles. When we lit the candles, my dad lit the honeydew candle, my mom lit the cinnamon candle, my brother lit pear candle and I lit the strawberry candle. When we first lit the candles, my dad thought his was going to win because it dropped the first dot of wax. But I wasnt so sure because it appeared like it was slowing down. After my first test was completed the results were as follows: Cinnamon came in first at a time of 1 hr. 48 min., Strawberry came in second at a time of 2 hrs. 40 min., Honeydew came in third at a time of 2 hrs. 48 min. and Pear came in fourth with a time of 5 hr 31 min. I was amazed at the big time difference. I never would have thought it was possible. My family helped me to start my second try at this experiment again. We all lit a candle, and I started the timer once again. The results were as follows: Honeydew came in first at a time of 2 hrs. 48 min., Strawberry came in second at a time of 3 hrs. 02 min., Cinnamon came in third at a time of 3 hrs 24 min. and Pear came in fourth with a time of 4 hrs 30 min. Again there was a big difference in the time it took each candle to burn. My dad and I looked up information on the Internet about candles. We found out that candles have different flash points. A flash point is the temperature in which a candle can ignite with a type of open flame. The flash point should be at least 170 degrees. My dad and I think that if it is higher then 170 degrees it should burn faster and if it is under 170 degrees then it should burn slower. Although it didnt make sense that honeydew, cinnamon, and pear are at 200 degrees and strawberry is at 150 degrease. Pear should have the lowest degrease according to the flash point. The first time pear took 5 hours and 31 minutes and the second time it took 4 hours and 30 minutes. Cinnamon, strawberry, and honeydew took in between 1 hour and 48 minutes and 3 hours and 24 minutes. This experiment has shown me that there is a lot more to learn about candles than I expected. It is very interesting, and I think I am going to do a little more experimenting! Tests Scent Time Test one

Washington Naval Disarmament Treaty

Washington Naval Disarmament Treaty The Washington Naval Conference Following the end of World War I, the United States, Great Britain, and Japan all commenced large-scale programs of capital ship construction. In the United States, this took the form of five new battleships and four battlecruisers, while across the Atlantic the Royal Navy was preparing to build its series of G3 Battlecruisers and N3 Battleships. For the Japanese, the postwar naval construction began with a program calling for eight new battleships and eight new battlecruisers. This building spree led to concern that a new naval arms race, similar to the pre-war Anglo-German competition, was about to begin. Seeking to prevent this, President Warren G. Harding called the Washington Naval Conference in late 1921, with the goal of establishing limits on warship construction and tonnage. Convening on November 12, 1921, under the auspices of the League of Nations, the delegates met at Memorial Continental Hall in Washington DC. Attended by nine countries with concerns in the Pacific, the principal players included the United States, Great Britain, Japan, France, and Italy. Leading the American delegation was Secretary of State Charles Evan Hughes who sought to limit Japanese expansionism in the Pacific. For the British, the conference offered an opportunity to avoid an arms race with the US as well as an opportunity to achieve stability in the Pacific which would provide protection to Hong Kong, Singapore, Australia, and New Zealand. Arriving in Washington, the Japanese possessed a clear agenda that included a naval treaty and recognition of their interests in Manchuria and Mongolia. Both nations were concerned about the power of American shipyards to out-produce them if an arms race were to occur. As the negotiations commenced, Hughes was aided by intelligence provided by Herbert Yardleys Black Chamber. Operated cooperatively by the State Department and US Army, Yardleys office was tasked with intercepting and decrypting communications between the delegations and their home governments. Particular progress was made breaking Japanese codes and reading their traffic. The intelligence received from this source permitted Hughes to negotiate the most favorable deal possible with the Japanese. After several weeks of meetings, the worlds first disarmament treaty was signed on February 6, 1922. The Washington Naval Treaty The Washington Naval Treaty set specific tonnage limits on the signees as well as restricted armament size and expansion of naval facilities. The core of the treaty established a tonnage ratio that permitted the following: United States: Capital Ships - 525,000 tons, Aircraft Carriers - 135,000 tonsGreat Britain: Capital Ships - 525,000 tons, Aircraft Carriers - 135,000 tonsJapan: Capital Ships - 315,000 tons, Aircraft Carriers - 81,000 tonsFrance: Capital Ships - 175,000 tons, Aircraft Carriers - 60,000 tonsItaly: Capital Ships - 175,000 tons, Aircraft Carriers - 60,000 tons As part of these restrictions, no single ship was to exceed 35,000 tons or mount larger than 16-inch guns. Aircraft carrier size was capped at 27,000 tons, though two per nation could be as large as 33,000 tons. In regard to onshore facilities, it was agreed that the status quo at the time of the treatys signing would be maintained. This prohibited the further expansion or fortification of naval bases in small island territories and possessions. Expansion on the mainland or large islands (such as Hawaii) was permitted. Since some commissioned warships  exceeded the treaty terms, some exceptions were made for existing tonnage. Under the treaty, older warships could be replaced, however, the new vessels were required to meet the restrictions and all signatories were to be informed of their construction. The 5:5:3:1:1 ratio imposed by the treaty led to friction during negotiations. France, with coasts on the Atlantic and Mediterranean, felt that it should be permitted a larger fleet than Italy. They were finally convinced to agree to the ratio by promises of British support in the Atlantic. Among the main naval powers, the 5:5:3 ratio was badly received by the Japanese who felt they were being slighted by the Western Powers. As the Imperial Japanese Navy was essentially a one-ocean navy, the ratio still gave them a superiority over the US and Royal Navy which had multi-ocean responsibilities. With the treatys implementation, the British were forced to cancel the G3 and N3 programs and the US Navy was required to scrap some of its existing tonnages to meet the tonnage restriction. Two battlecruisers then under construction were converted into the aircraft carriers USS Lexington and USS Saratoga. The treaty effectively stopped battleship construction for several years as the signatories attempted to design ships that were powerful, but yet still met the agreements terms. Also, efforts were made to build large light cruisers that were effectively heavy cruisers or that could be up-converted with bigger guns in wartime. In 1930, the treaty was altered by the London Naval Treaty. This, in turn, was followed by the Second London Naval Treaty in 1936. This last treaty was not signed by Japanese as they had decided to withdraw from the agreement in 1934. The series of treaties begun with the Washington Naval Treaty effectively ceased on September 1, 1939, with the beginning of World War II. While in place, the treaty did somewhat limit capital ship construction, however, the per vessel tonnage limitations were frequently flouted with most signatories either using creative accounting in computing displacement or outright lying about a vessels size. Selected Sources Washington Naval Treaty: TextUS State Department: Washington Naval Conference

Early Childhood Education Essay Example | Topics and Well Written Essays - 750 words

Early Childhood Education - Essay Example This paper outlines that according to Pavlov, â€Å"an unconditioned stimulus elicits and unconditional response†. This means that the fact that the sticker tactic was a planned stimulus and was not unconditional, that is why it failed. Alternatively, we can also assume that the reason verbal reprimand by Regan’s teachers failed because the stimulus was not effective enough. Regan did not respond to the sticker strategy because the stimulus was not durable enough to prove beneficial in this context. Regan is one of those kids, who need to develop the sense of pride within them, and this could only be achieved by involving Pavlov’s behaviorism theory, which says that for conditioning a kid’s behavior, strong and unconditional stimuli is more effective. If the sticker strategy was used in another way, like the teachers should have made various stickers symbolizing properly done, not good behavior, or very bad attitude, Regan might have felt more inclined tow ards the right attitude that would garner her well-done sticker. By allowing her to choose the sticker according to her performance, instead of providing her the same sticker every day might have done the trick. To understand the psychological tendency of children is the keystone towards conditioning their behaviors at an early stage. According to Darla Miller, to replace misbehavior with the desired behavior, the focus should be on what the child should do rather than what the child should not do. By redirecting his or her attention to other activities and emphasizing on their effectiveness may prove beneficial in this regard. Just like in the case of Regan, the pinching habit was minimized only Regan realized that Emily was having a problem at painting, so it became an issue of integral importance for her to help Emily out, and her focus shifted from pinching to painting.  

Vodun and the related Voodoo religions of the African culture Essay

Vodun and the related Voodoo religions of the African culture - Essay Example None of the part of this great continent can claim absolute ownership regarding the origination of Voodoo. However the Voodoo in its present form had been originated in Haiti when the Europeans colonized the Hispaniola. The origination of Voodoo has strong connection and interlink with the transportation of African slaves to the other parts of the world. When Africa first came under the European domination; the Africans were readily started to be considered as cheap labor and worthy of transportation as slaves. The European colonists were confident that since these slaves belonged to different ethnic groups hence, they can never come together and build any resistance against their so called white rulers (Chesi, 6-7; Louis, 47). Interestingly Voodoo evolved as a phenomenon within unity in diversity. The continuous oppression of the European rulers and the misery of slavery created a common thread among those who were oppressed and in search of salvation they created a religion that wa s a mix of different faiths and practises; cumulatively referred as Voodoo (Christoph and Oberlander). The term Voodoo has evolved from the West African term Vodun and is a fusion of different beliefs that came from various African Ethnic groups namely â€Å"Fon, the Nago, the Ibos, Dahomeans, Congos , Senegalese, Haussars, Caplaous, Mondungues, Mandinge, Angolese, Libyans, Ethiopians, and the Malgaches.† (Voodoo)... Such rituals are a culmination of â€Å"prayers, drumming, dancing, singing and animal sacrifice† (Edwards, 296). Among many other animals; serpent holds the prime spot in Voodoo rituals. The importance of serpent in Voodoo rituals can be easily grasped through the fact that the word Voodoo means â€Å"the snake under whose auspices gathers all who share the faith† (Voodoo). The serpent expresses his immense power through the Papa or Maman who is the high priest. Among all other deities Bon Dieu is considered as most powerful and prime of them all. In Voodoo spirits are called Loa who on one hand controls Mother Nature and on the other determines human fate through influencing their health, financial prosperity and happiness. Some important deities in Voodoo are Damballah, Ezil, Ogu, Agwe and Legba (Michel, 63; Owusu, 43). In Voodoo ceremony the spirit or the Loa occupies the soul and body of the faithful participants and delivers his advice, warnings and desires throug h them. Voodoo is closely associated with nature and every possible natural phenomenon is considered to be the act of a Loa. In western culture there is a misconception regarding Voodoo dance that forms an important part of any Voodoo ceremony (Owusu). Such dance as described by the western experts is sexual expression. In reality they are just the opposite; these dances are spiritual expression and an attempt to get connected with the divine being. Unlike many other religions Voodoo is mainly based on practical experience and is deeply routed with the family and the community. An excellent example of that might be considering the dead ancestors as a part of the Loas (Rigaud, 50). Somewhere such belief is deeply routed with history

Research paper Example | Topics and Well Written Essays - 1500 words - 1

Research Paper Example The study objectives of this study include the analysis of the status of internet marketing in Hong Kong, to examine the effectiveness of internet marketing at Hong Kong, and to examine the behavior and the viewpoints of consumers, towards internet marketing (Anderson, Claes, & Lehmann 53). Introduction There is no doubt that the internet continues to shape consumer trends not only in Hong Kong, but also in the rest of the world. The internet has grown into a crucial source of information for the entire population. In response to this trend, and the growing influence of the internet, advertisers and marketers found it a useful tool to reach target consumers. Due to the integrated nature of the role of the internet in marketing, the effectiveness of online advertising has remained an issue of debate among consumers, scholars and advertisers (Charlesworth 33-334). This paper will be an analysis of the status of internet marketing in Hong Kong and its effectiveness in shaping purchasing behaviors of Hong Kong consumers. Basically, the paper will analyze the role played by internet advertizing in influencing Hong Kong’s consumer behavior. ... ance publication of 2008 noted that the amounts spent on internet advertising in Hong Kong are in the range of HK$ 172 million, for the opening quarter of 2008. Of the total expenditure, electrical and computer appliances grouping contributed the most, giving a total of HK$ 30 million. During this quarter of 2008, more than 1000 advertisers advertised their wares over the internet: 5.5 billion internet-advertising impressions and 2800 campaigns. Previous studies show that advertising – directly or indirectly influences the purchasing behavior of consumers. According to Charlesworth, customers with a fair outlook towards advertising are more likely to be influenced by advertising – into making purchases (67-69). Undoubtedly, there are many types of advertisements, which people can use to advertise their products and services. Currently, internet advertising has proved to be the most effective method of marketing products. The emergence of the internet as a tool for marke ting has so far proved to be one of the most effective methods of boosting consumer behavior. It is imperative to note that internet use began in 1980s and has since grown tremendously throughout the world. The emergence of new technologies such as fiber optics has even led to the increase of business opportunities, but its use as well. All over the world, over 150 million people use internet for various purposes, and the numbers keep on increasing each day. Today, through internet, the world has become a global village where consumers use the smallest gadgets—mobile phones—to buy products and services (Faber, Lee, and Xiaoli 447). From internet banking to money transfer to online purchasing, the internet has become a powerful device in the consumer industry. Various governments are busy putting

Stupefying Symbolism In The Yellow Wallpaper English Literature Essay

Stupefying Symbolism In The Yellow Wallpaper English Literature Essay In Charlotte Perkins Gilmans short story, The Yellow Wallpaper, the narrator, whose name is not given, has been placed in the top of an old house in a room with yellow wallpaper. The woman had just undergone child birth and is going through a nervous condition (Gilman 721). As the woman stays in the room, she becomes obsessed with the yellow wallpaper plastered to the walls of her room. Within the literal factors of the story, are symbols that show the underlying message of the story; symbols such as the room, writing in her notebook, and the yellow wallpaper. The story, when simply read, shows a woman slowly going insane, but when read critically, the reader is able to see a deeper significance captured in the symbols that lie in the story. The room that the narrator is staying in is an isolated one at the top of the house, containing nothing but a bed that is nailed to the floor and the yellow wallpaper that she tremendously dislikes (724). The isolated room is her place to write when alone, though she believes that her husbands sister thinks it is the writing which made me sick (724). The writer might infer from the latter statement that the isolated room is a symbol of a safe-haven for the narrator. As the story drew to its closing, the narrator locks herself in the room from both her husband, John, and his sister, Jennie, calling to them that the key is down by the front door under a plantain leaf (731). She was attempting to finish peeling the wallpaper back to stand behind it and the room was her only thing keeping her family out (731). Though the narrator was insane by this time, the reader can infer that by locking herself in the room and her family out, she felt safe there. The narrator writes in her notebook throughout the story, keeping it hidden from her family, and taking it out only when they leave the room (724). The notebook symbolizes a hint of stableness in, what seems to be, a deeply oppressed life of the narrator. An example of said oppression is when the narrator writes, There comes John, and I must put this away,he hates to have me write a word. The narrator believes that the writing is not making her sick and proves so when she writes about Jennie, I verily believe she thinks it is the writing which made me sick! But I can write when she is out, and see her a long way off from these windows (724). As the story draws to a close and the narrator has begun to end her writing sessions, she goes insane. The reader might draw the conclusion that her writing was the only thing that was keeping the narrator sane. The yellow wallpaper, which the narrator refers to as paper, symbolizes the repression of the narrator by her husband, and eventually, freedom from said repression (721). Throughout the story, the narrator tells her audience of her dislike for the yellow wallpaper, describing the color as repellent, almost revolting: a smouldering unclean yellow, strangely faded by the slow-turning sunlight. It is a dull yet lurid orange in some places, a sickly sulphur tint in others (722). The narrator states that, when she asked him to repaper the room, John [à ¢Ã¢â€š ¬Ã‚ ¦] meant to repaper the room, but afterward he said that I was letting it get the better of me, and that nothing was worse for a nervous patient that to give way to such fancies. He said that after the wallpaper was changed it would be the heavy bedstead; and then the barred windows, and then that gate at the head of the stairs, and so on (723). The reader can pull from the latter statement that John was only making up excuses. He knew that his wife was upset by the paper and still would not change it. The narrators statements, Ive got out at last and in spite of you and Jane. And Ive pulled off most of the paper, so you cant put me back shows that the narrator has realized that the wallpaper was a way her husband oppressed her from life, and by tearing it off the wall, was able to become free (731). Some might argue that the narrators room is not a symbol of a safe-haven, but the symbol of imprisonment. As for writing in her notebook, some might dispute that symbolizes rebellion, instead of stability. Others may consider that the yellow wallpaper symbolizes the narrators sanity, and not repression. Though the points stated are logical to an extent, there are grounds to take a different approach to the symbolism of said symbols. Those who believe that the narrators room is a symbol of imprisonment may see the room in this way because of the blandness of it, the fact that the bed is bolted to the floor, and the reality of the narrator not being permitted to leave the room. What said people need to see is that the room is not imprisoning the narrator, her husband is. The room symbolizes security for the narrator because, as stated previously, the room is the only thing giving the woman the occasion to write. Some believe that the narrator writing in her notebook symbolizes rebellio n because she states, I did write for a while in spite of them, but what those people fail to see is that she did not does (721). The narrator felt only love towards her family and knew that it bothered them to see her write, so, she only did so when they were out of the room. The notebook symbolizes stability because it is only while writing in the notebook that the reader sees that the narrator is sane. It is not until the reader begins to tell a story, rather than write down events, that she turns insane. As for the yellow wallpaper representing the narrators sanity, some may see that as the wallpaper gets removed from the wall, the narrators sanity gets ripped away with it. What said people do not comprehend is that the narrator is slowly removing years of oppression that her husband laid on her. She states, in spite of you and Jane. And Ive pulled off most of the paper, so you cant put me back (731). The latter quote shows that the narrator realizes how oppressed she was by her husband and refuses to go back to being repressed by him. When read simply, The Yellow Wallpaper, portrays a woman who is slowly going insane, and by the end has a mental breakdown. After looking at the short story critically, one must notice the use of symbolism in the story. The secluded room that the narrator stays in symbolizes a sanctuary, giving the narrator time to write when her family is away. The narrator writing in her notebook symbolizes the stability in the narrators life that slowly deteriorates as the story draws to an end. Last, but not least, the horrid yellow wallpaper symbolized the oppression that the narrator undergoes from her husband, and when finally removed, the freedom. The symbols displayed in The Yellow Wallpaper give the story a stronger underlying meaning, and to the narrator, by her audience, a sense that she was not completely insane, but a woman who found independence in something as ugly as yellow wallpaper. Work Cited Gilman, Charlotte Perkins. The Yellow Wallpaper. Exploring Literature: Writing and Arguing About Fiction, Poetry, Drama, and the Essay. Frank Madden. 4th ed. New York: Pearson Longman, 2009. 496-501. Print.

Axolotl Biology Research Essay

A sexually mature adult axolotl, at age 18–24 months, ranges in length from 15–45 cm (6–18 in), although a size close to 23 cm (9 in) is most common and greater than 30 cm (12 in) is rare. Axolotls possess features typical of salamander larvae, including external gills and a caudal fin extending from behind the head to the vent. Their heads are wide, and their eyes are lidless. Their limbs are underdeveloped and possess long, thin digits. Males are identified by their swollen cloacae lined with papillae, while females are noticeable for their wider bodies full of eggs. Three pairs of external gill stalks (rami) originate behind their heads and are used to move oxygenated water. The external gill rami are lined with filaments (fimbriae) to increase surface area for gas exchange. Four gill slits lined with gill rakers are hidden underneath the external gills. Axolotls have barely visible vestigial teeth, which would have developed during metamorphosis. The primary method of feeding is by suction, during which their rakers interlock to close the gill slits. External gills are used for respiration, although buccal pumping (gulping air from the surface) may also be used in order to provide oxygen to their lungs. Axolotls have four different colours, two naturally occurring colors and two mutants. The two naturally occurring colors are â€Å"wildtype† (varying shades of brown usually with spots) and melanoid (black). The two mutant colors are leucistic (pale pink with black eyes) and albino (golden, tan or pale pink with pink eyes). mexican axolotl are able to shed their skin just like snakes. Australians and New Zealanders frequently refer to the Axolotl as the Mexican Walking Fish, though the Axolotl is not a fish but an amphibian, a salamander, part of the order Caudata/Urodela. Because it’s a salamander, it’s part of one of the three branches of class Amphibia, which also includes the frogs and toads[->0] (the Anurans[->1]), and the mainly eel-like order, Gymnophiona, which are also known as the Caecilians. The name â€Å"Axolotl† comes from the Aztec language, â€Å"Nahuatl†. One of the most popular translations of the name connects the Axolotl to the god of deformations and death, Xolotl, while the most commonly accepted translation is â€Å"water-dog† (from â€Å"atl† for water, and â€Å"xolotl†, which can also mean dog). The mexican axolotl has the ability of regenerating its body parts, so if it loses a body part it can just grow it back. it is a carnovore The Axolotl is the largest member of the family Ambystomatidae The Axolotl was originally native to Xochimilco and Chalco, two freshwater lakes south of Mexico City. Sadly, Chalco is now gone, and Xochimilco survives only as a network of canals and lagoons. These bodies of water are muddy bottomed and rich in plant and animal life.

Johnson & Johnson Green Business

Final Individual Research Paper *â€Å"Johnson & Johnson Company*† Table of Contents COMPANY DETAILS: 1. 1 Introduction: Johnson & Johnson (NYSE: JNJ) is a global American pharmaceutical, medical devices and consumer packaged goods manufacturer founded in 1886. Johnson & Johnson is one among the Fortune 500. The corporation’s headquarters is located in New Brunswick, New Jersey, United States. The corporation includes 250 decentralized companies with operations in over 57 countries. Its products are sold in over 175 markets. Johnson & Johnson's brands include numerous household names of medications and first aid supplies. Among its well-known consumer products are the Band-Aid Brand line of bandages, Tylenol medications, Johnson's baby products, Neutrogena skin and beauty products, Clean & Clear facial wash and Acuvue contact lenses {text:bibliography-mark} . The company believes that it is responsible to the communities in which its employees live and work and to the world community as well. As a large, multinational organization, Johnson & Johnson's environmental footprint is complex and far-reaching. The company strives to take action in all its facilities to minimize this footprint. Johnson & Johnson has long been committed to energy conservation and improving the health of the planet {text:bibliography-mark} . J has not always been vocal about its socially and environmentally responsible efforts, even it has gotten attention for its sustainability strategies, including being #3 on Newsweek magazine’s Green Rankings List of green companies {text:bibliography-mark} . On a scale of 1 to 100, AstraZeneca and Johnson & Johnson lead the first-ever review of the pharmaceutical sectors to rate above 70 in a recent survey of sustainability practices by Climate Counts. Climate count evaluates firms’ commitments in four areas: Whether they have measured their carbon footprint If they reduced their impact on global warming If they have supported or blocked climate legislation or policy To what level they have publicly disclosed their climate actions Johnson & Johnson scored highly in all sectors except for measuring its own carbon footprint, an area in which it scored 12 out of 22 {text:bibliography-mark} . Some interesting facts about J: It’s the second largest producer of solar panels in the U. S. it’s the largest corporate user of hybrid vehicles, and it gets 30% of its energy from renewable sources. It’s also done a lot to reduce its water footprint, reduce PVC content in products, sell waste as raw materials, and use recycled paper in product packaging (Gonzalez, 2009). 1. 2 Mission Johnson & Johnson does not have any mission statement. For more than 60 years, document known as â€Å"Our Credo† has guided in fu lfilling responsibilities to customers, employees, communities and the stockholders {text:bibliography-mark} . Johnson & Johnson’s â€Å"Our Credo† is attached in Appendix- B. The company continues to stand by that credo for 118,700 employees at its facilities in the United States and in 54 countries around the world. It states, â€Å"We are responsible to our employees, the men and women who work with us throughout the world. Everyone must be considered as an individual. We must respect their dignity and recognize their merit. They must have a sense of security in their jobs. Compensation must be fair and adequate, and working conditions clean, orderly and safe. Employees must feel free to make suggestions and complaints {text:bibliography-mark} . The philosophy at Johnson & Johnson is that â€Å"All accidents and injuries are preventable. An accident is the end result of a unique chain of events and conditions. The role of all Johnson & Johnson employees is to fore see these acts and intercept them before they occur {text:bibliography-mark} . At Johnson & Johnson, continuous improvement is the basis for ongoing operations. As per Joseph Van Houten, worldwide director of Planning, Process Design and Delivery, â€Å"Johnson & Johnson is never satisfied with maintaining the status quo. Each employee has a responsibility to identify, and has possibility to eliminate hazards. In areas where they cannot be eliminated, employees are expected to be aware of hazards and safeguard themselves and others around them†. As at many companies with stellar safety programs, Johnson & Johnson management believes safety is everyone's responsibility. Employees are expected to be concerned about their own safety and that of fellow employees, families, customers, contractors, visitors and the communities in which Johnson & Johnson operates. Johnson & Johnson’s vision is: bringing science to the art of healthy living. † The safety tenets embodied in the credo have been translated into a safety vision for the corporation that commits Johnson & Johnson to being the world leader in health and safety by creating an injury-free workplace {text:bibliography-mark} . 1. 3 Employee-related activities Johnson & Johnson has a wealth of programs and activities to support a diver se, inclusive culture which acts as an essential key to business success. Affinity groups are voluntary, employee-driven groups that typically focus on a shared interest. These groups provide support and networking opportunities such as mentoring, community outreach, career development and cultural awareness activities. Johnson & Johnson companies offer formal or informal mentoring programs to expand opportunities and support development of a diverse workforce. A number of affinity groups offer programs that match up new members of the work community with experienced leaders who serve as mentors. Johnson & Johnson Diversity University is a dynamic online resource designed to help employees understand and value differences and the benefits of working collaboratively to meet business goals. The Office of Diversity & Inclusion was established to foster recognition of unique backgrounds, talents and abilities as an important competitive advantage within Johnson & Johnson companies. This helps develop strategies to achieve the global diversity vision, helps operating companies share and leverage their best diversity practices, and reports to the Board of Directors and the Executive Committee on diversity within the companies {text:bibliography-mark} . 1. 4 Products: Johnson & Johnson offer products and information targeting baby care, skin and hair care, oral care, nutritionals, women’s health, pain relief, wound care &topical, vision care and Over-the-Counter Medicines. Baby products include Baby Powder, Baby Oil, Baby Cream, Baby Lotion, Baby Shampoo, Baby Hair Oil, and Baby Soap {text:bibliography-mark} . Skin Care products include Clean and Clear Face wash, Johnson Buds, Neutrogena, Aveeno and Ambi Skincare. Oral Health Care products include Listerine, Listerine Whitening, Reach, Efferdent, and Rembrandt. Nutritionals include Splenda, Viactiv, Benecol, Lactacid and Sun Crystals. Women’s Health products include Stayfree, Carefree, K-Y, Monistat, e. p. t and O. B. Wound Care *& Tropical *products include Band Aid, Savlon, Johnson Plast, Bengay, Caladryl, Neosporin, Cortaid, Tucks Hemorrhoidal Ointment, Daktarin, and Purell. Vision Care products are Visine and Acuvue Brand Contact Lenses. Over-the-Counter Medicines include Tylenol, Sudafed, Mylanta, Zyrtec and Zyrtec-D12-Hour, Motrin, Imodium, Pepcid, Nicorette, Benadryl, Rolaids, and Dolormin {text:bibliography-mark} . The figure 1 in Appendix-A shows some of the different products of Johnson & Johnson. J&J’s Strategies in Reducing Environmental *Footprint: Johnson & Johnson has high standards for operating divisions in the area of environmental responsibility- striving to reduce its environmental impact. The figure 1 gives an idea on the investments made in lowering its Carbon Energy Efficiency. Highlights of Johnson & Johnson green features include: Using renewable, efficient, and clean sources of energy. Reducing Green house gases from manufacturing units Reducing water use on a daily basis. Implementing a forward-looking building design and using natural materials. Purchasing green products/packaging, from cleaning supplies to computers. Reducing Carbon footprint – Implementing a robust recycling program. – Making tools available to help employees implement green practices at work and at home {text:bibliography-mark} . 2. 1 Green Power: Johnson & Johnson (J&J), a long-time green energy purchaser, has surpassed the 400 million kWh per year mark for its annual renewable energy credit (REC) purchase. The total purchase size of about 435 million kWh per year makes the healthcare products provide the nation’s eighth largest purchaser, according to the EPA’s Green Power Partnership program. The purchase of various RECs from wind and biomass facilities represents about 38% of the company’s U. S. electricity use {text:bibliography-mark} . Johnson & Johnson has won numerous environmental awards over the past 15 years, including the Green Power Partner of the Year in 2003, 2005, 2006, 2007and 2009. Among its environmental initiatives is its goal to reduce greenhouse gas emissions to 7% below 1990 levels by 2010. The company’s renewable energy portfolio also includes direct purchases of bundled green energy from low-impact hydro and wind power. In addition, the company has now installed 4. 1 megawatts (MW) of solar photovoltaic installations at its U. S. facilities. Lastly, the company’s unique 3 MW onsite landfill gas project In Mountain View, California became fully operational in 2007. Under a 15-year gas purchase agreement with the City of Mountain View, ALZA Pharmaceuticals, a J&J subsidiary, uses the landfill methane gas to power three research and development buildings in the area adjacent to the landfill site {text:bibliography-mark} . 2. 2 Heat and Power from Landfill Gas: To address volatile, escalating energy prices and concerns about climate change, many large energy consumers including Johnson & Johnson are looking for stable, nonpolluting sources of energy. Besides solar and wind power, landfill gas (LFG) is also an economically viable renewable resource but is often overlooked. 2. 2. 1 Johnson & Johnson’s LFG Project: Johnson & Johnson committed to reducing its GHG emissions by 7 percent below its 1990 levels by 2010. Each of the company’s business units has an emissions target whose progress is tracked annually {text:bibliography-mark} . ALZA pharmaceuticals, a division of J&J, needed to reduce its GHG emissions by 21. 5 million pounds per year or risk failing meet their target. ALZA’s research and development facilities in California are adjacent to the Shoreline Landfill. The figure 2 in Appendix A shows the layout of ALZA. The LFG produced in the Shoreline Landfill by decaying waste was captures and flares in accordance with EPA regulations for large landfills. ALZA and the city of Mountain View signed a 15-year contract for the sale of the gas, which ALZA uses to power three 970-kilowatt generators at each of its research and development buildings in the area. Electricity from the generators powers the buildings, and the heat captured from the exhaust is used to provide hot water {text:bibliography-mark} . 2. 2. 2 The System: ALZA takes possession of the gas before the existing flare and processes it on-site at the landfill using a standard moisture elimination system. Three 60-horsepower blowers maintain the gas at a pressure of 6 pounds-per-square-inch (psi) as it passes through a chiller. The temperature of the gas at the inlet is 70 °F, and when it is exposed to the colder temperatures in the chiller, the moisture in the gas condenses and falls out of the gas as droplets. The system removes 90 percent of the moisture in the gas and is capable of processing 1,300 standard cubic feet of gas per minute. Although the landfill generates gas continuously throughout the year, ALZA’s electricity needs vary, and sometimes during the winter months the system generates more electricity than the buildings need. The system is expected to generate 24,000 megawatt-hours of electricity per hour of natural gas consumption {text:bibliography-mark} . 2. 3 Solar Energy: A Solar photovoltaic (PV) system provides the clean, reliable, renewable energy. Johnson & Johnson has installed more than 4. MW of solar photovoltaic generation at ten locations in US. According to WRI as of May 2008, J&J is the second largest user of on-site solar energy in the United States {text:bibliography-mark} . 2. 3. 1Energy and Atmosphere in J&J PRD, San Diego, California Johnson & Johnson Pharmaceutical Research and Development (J&J PRD) facility in San Diego, California achieved Leaders hip in Energy and Environmental Design (LEED) and won several awards for their energy and environmental performance. The solar photovoltaic (PV) system provides the clean, renewable energy at J&J PRD as shown in Appendix- Figure 3. J&J PRD achieved a 2. 2 megawatt from co-generation system so far. J&J PRD roof mounted DC solar PV system which generated a 243 Kilowatt (KW) offsetting 10 percent of the annual electricity consumption in addition to its 90 percent offset from the co-generation system. This shows that J&J PRD has completely offset the building’s net annual energy consumption and making the facility carbon neutral. This Solar PV system is expected to generate annual energy savings of approximately $500,000 depending on the electric rates. J&J PRD solar energy generates power equivalent to power consumed by 80 homes {text:bibliography-mark} . 2. 4 Green House Gas Reductions: In Johnson & Johnson since 1990, various company projects have focused on energy efficiency improvements for lighting, facility building envelopes, HVAC, compressed air, office equipment, fuel sources, and heat recovery. From 1990 to 2000, $12. 5M has been saved through these projects and 107,000 metric tons of CO2 have been prevented. Johnson & Johnson's GHG reduction efforts began with an internal goal adopted in 2000. Each operating company is responsible for meeting GHG reduction goals of 4 percent by 2005 and 7 percent by 2010. Many reductions were identified through Johnson & Johnson's Enhanced Best Practices (EBP), which include 245 energy-saving opportunities for affiliates to consider {text:bibliography-mark} . Johnson & Johnson also partners with organizations aiming to set the standard for GHG management such as EPA's ENERGY STAR ®, Green Power Partnership, and Performance Track; World Resources Institute (WRI); World Wildlife Fund; and the Carbon Disclosure Project. The company has received numerous energy and environmental awards including EPA's Green Power Partner of the Year, The California Governor's Award for Sustainable Practices, New Jersey Clean Energy Business Leader of the Year, and The Climate Group Low Carbon Leader {text:bibliography-mark} . 2. 4. 1 J&J’s way of approach to GHG Management: Johnson & Johnson's Inventory Management Plan (IMP) has been integrated into its internal GHG Protocol. Using the IMP has given the company's internal protocol much more structure and clarity, making it easier to explain to those employees new to GHG management. Johnson & Johnson has various processes in place to track the progress of its goal. The company's Energy Tracking System (ETS) is solely dedicated to tracking energy and emissions goals. Through this system, affiliates report energy usage, cost, and projects with any applicable savings. The ETS utilizes the latest emissions factors from WRI and EPA, and the system adjusts when new factors are published {text:bibliography-mark} . The largest single component responsible for the emissions reduction is the purchase of renewable energy certificates (RECs) for wind power. The emission reductions due to the RECs purchases in 2004 accounted for 170,000 metric tons of CO2 equivalent, offsetting 29 percent of the company's emissions from electricity use and 19 percent of the total corporate emissions in that year. The continued implementation of Johnson & Johnson's energy efficiency best practices and new facility design criteria have also been important contributing factors to its emission reductions {text:bibliography-mark} . 2. 4. 2 Energy and Atmosphere in Janssen *H*eadquarters Janssen is a division of Ortho-McNeil-Janssen Pharmaceuticals Inc. which is a wholly owned subsidiary of Johnson & Johnson. Janssen is driven by dedication to product innovation, customer focus, and organizational excellence. The Janssen Headquarters in Titusville site has been able to reduce energy use by 11% and reduce its carbon footprint by 5,019 metric tons annually; (over 75% reduction) through rigorous building commissioning and maintenance, installation of a 500 kilowa tt rooftop solar photovoltaic system as shown in figure 4 in Appendix-A, and the purchase of green power and renewable energy credits (REC). This is the equivalent of planting approximately 1,500 acres of trees or removing almost 1,000 cars from the roadways {text:bibliography-mark} . Johnson & Johnson generates 24 percent of its corporate electricity demand from renewal energy sources. Janssen has offset its CO2 emissions by installing the solar system on its Titusville facility {text:bibliography-mark} . 2. 5 Energy Efficiency: Electricity Johnson & Johnson World Headquarters building was originally built with an all electric heating and cooling system and limited operating flexibility. The ENERGY STAR project which began in 2002 after an intensive energy audit and facility condition audit yielded an initial energy performance score of 52. The facility management team put in place a long-term strategic capital improvement plan to upgrade the building's infrastructure with the most technically advanced and energy-efficient equipment available. In addition to installing energy-efficient equipment, the new design enabled facility operators the ability to optimize the indoor environment to match the needs of the occupants {text:bibliography-mark} . A number of projects were completed, including direct digital control (DDC) upgrades to both air handling equipment and variable air volume (VAV) boxes. Central utility upgrades included converting electric boilers to high efficiency natural gas. The chiller plant was upgraded from a constant flow system to a primary/secondary system with high efficiency centrifugal chillers controlled by variable speed drives (VSD). The cooling tower was upgraded; and a condenser water reset program was installed and controlled by variable frequency drives (VFDs). A 232 KW photovoltaic elevated tracking system was installed on the upper level of the parking deck. Additionally, high efficiency motors and VFDs were installed on all major air handling equipment and the hot water reheat and chilled water pumps. Solar window film, high efficiency electrical transformers, and general office lighting occupancy sensors were also installed. All of the 24/7 air conditioning loads supplied by the central chiller plant were evaluated and replaced with smaller dedicated HVAC systems enabling the chiller plant runtime to be reduced by 5,000 hours per year. The operations and maintenance team replaced 300, 175 watt metal halide lamps in the parking deck operating 24 hours a day with 85 watt Phillips QL induction lamps. The cumulative results of these projects enabled the reduction of the building's overall energy consumption by 25 percent, yielding an improved energy performance score of 85 and qualifying for the ENERGY STAR for superior energy performance {text:bibliography-mark} . Johnson & Johnson’s new lab in La Jolla beats California’s energy efficiency standards by 18%. Efficient technologies installed include window glazing and shades, variable speed drives and lights that are all under 60 watts. A 2. 2-megawatt cogeneration system supplies 95% of electricity as well as heating and cooling. The figure 5 in Appendix-A shows the Cogeneration placement in La Jolla. The new lab met Leadership in Energy and Environmental Design (LEED) Silver standards. Johnson & Johnson was the recipient of a 2005 Flex Your Power Energy Efficiency Award {text:bibliography-mark} . This building itself achieves annual savings of $536,000 on its energy bill, compared to the amount a standard laboratory would expect to pay. According to a model used to estimate energy performance of new buildings employed by the local utility, San Diego Gas and Electric (SDG&E), a standard building would have used $1,432,000 per year, which is 37 percent more than the J&J building. Based upon its exemplary energy performance, the building owners are awarded $143,000 for their inventiveness from SDG&E {text:bibliography-mark} . This building resulted in an impressive list of energy efficiency and water conservation features resulted in an annual savings of more than a half million dollars. This translates into: Enough electricity to power 680 homes Enough natural gas to heat 950 homes Reduced power plant emissions of 4. 8 tons of nitrogen oxides per year, 2. 1 tons of sulfur oxides per year, and 4,318 tons of carbon dioxide per year. 2. 5. 1 Building Envelope: The Lab building in La Jolla, California is constructed of steel framing and curtain wall. A white reflective cap sheet was installed on the roof, which both reduces the overall cooling load for facility and extends roof life because of the reduced roof temperature {text:bibliography-mark} . 2. 6 Water Efficiency: Diminishing water supplies and decreasing water quality are pressing an environmental challenge, which is looked as a more acute problem at Johnson & Johnson. J&J have been reducing water use for many years. It achieved a 16 percent absolute reduction in water use from 2000- 2005, at a time when sales increased by 56 percent. To continue to identify and maximize water conservation, J&J set a Healthy Planet 2010 goal for a further 10 percent absolute reduction in water use from 2005- 2010 {text:bibliography-mark} . PRI provides multi-function support services for government and private facilities. Services include base operations, maintenance, building management, operations and maintenance of equipment, and maintenance of building management systems {text:bibliography-mark} . The figure 7 of Appendix-A shows the dropped level of water usage in J&J. Johnson & Johnson implemented a number of water conservation technologies at PRI. These include: Recovering condensate from cooling coils is used as make-up water for the cooling towers. Even though this measure had a 15-year payback, J&J felt that implementing this measure was consistent with their goal of environmental stewardship. Using reclaimed water for landscape irrigation and other uses: Using reclaimed water (which is available through a separate municipal water distribution system in the vicinity of PRI) for landscape irrigation and for providing makeup water to the cooling towers gives J&J a twofold benefit. First, the reclaimed water costs about 10 percent less than regular water. Second, making a commitment to use it may give J&J some beneficial considerations if drought conditions ever necessitate serious curtailment f water use in the future {text:bibliography-mark} Based in Titusville, New Jersey, Johnson & Johnson employs cooling condensate recycling that saves approximately 40,000 gallons of water per year. This eliminates the need for storm water discharge of the condensate and reduces chemical treatment needs for the cooling towers. In 2006, the site converted to 100% waterless urinals, which yielded a 12% reduction in water use (700,000 gallons per year) {text:bibliography-mark} . Johnson & J ohnson’s La Jolla Lab facility is also water efficient, reducing water use by 11 million gallons annually {text:bibliography-mark} . 2. 7 Waste Reduction: * Johnson & Johnson believes that eliminating or reducing waste will not only help the environment but also reduce the associated costs and risks/liabilities from transportation, treatment and disposal. Johnson & Johnson has set a goal to reduce its hazardous and non-hazardous waste by 10 percent against its 2005 baseline levels. So far, J&J’s operating companies have achieved a 10 percent reduction in non-hazardous waste, largely through increased recycling and reuse of their waste and some innovative composting projects. Similarly, increased recycling and reuse of waste have allowed them to achieve a four percent reduction in hazardous waste since 2005 {text:bibliography-mark} . 2. 7. 1 At Johnson & Johnson’s Division in Titusville, New Jersey: Initiatives to improve recycling compliance, combined with the elimination 70 percent of cafeteria disposables, have lead to a 29 percent reduction of non-hazardous solid waste which is 106,745kg per year. An innovative program to recycle all used carpet began in 2003 and 34,000 kg of carpet has been recycled till today {text:bibliography-mark} . . 8 Pharmaceuticals in the Environment: Although the vast majority of pharmaceutical and other compounds found in water systems arise from normal patient and consumer use, Johnson & Johnson operating companies are taking steps to evaluate and minimize or eliminate these compounds from their wastewater. Periodic wastewater monitoring has been used to determine potential toxicity to aquatic organisms, to conduct risk assessments, and to develop safe levels for Active pharmaceutical Ingredients (APIs) {text:bibliography-mark} . Another way pharmaceutical compounds can reach the environment is through consumer disposal of unused or expired medicines. Johnson & Johnson supports the U. S. White House Office of National Drug Control Policy for the Proper Disposal of Prescription Pharmaceuticals. This policy suggests a combination of take-back programs when they are available, trash disposal for most medicines, and flushing for some specific pharmaceuticals, such as narcotics {text:bibliography-mark} . For Example: Johnson & Johnson is also participating in an educational effort, called SMARTxT Disposal, being led by phRMA, the U. S. Fish & Wildlife Service and the American Pharmacists Association to inform consumers about proper disposal of unused or expired medicines. 2. 9 Indoor Environmental Quality: Like most Johnson & Johnson’s buildings that reach an exemplary level of energy efficiency, the PRI facility features a high efficient interior lighting system in its lab division in La Jolla, California. This building’s efficiency lies on two reasons. Lighting energy use is huge. Lighting is the single largest energy end use in most commercial buildings, accounting for anywhere in between 25 and 50 percent of overall energy use. Through a combination of good design and efficient technology like using T5 lamps and electronic ballasts will result in load reduction of 0. 30 to 0. 50 watts per square foot. Lighting efficiency leads to downstream savings. The ample load reductions that result from efficient lighting lead to reduced cooling loads as well. As a result of reduced cooling and airflow requirements, a series of â€Å"downstream† savings are generated, including smaller ductwork, piping, air-handling units, and chillers. All of these down-stream efficiency gains translate into reduced operating cost, as well as construction cost savings for the smaller systems. The interior lighting system at the PRI facility is designed around high-quality fluorescent sources that are applied to balance efficiency with visual comfort. Other features of the lighting system include occupancy sensors throughout the building and the use of radioactive exit signs that glow without a wired power source {text:bibliography-mark} . Looking at Johnson & Johnson’s division in Titusville, New Jersey, an innovative program to reduce air contamination inside the building was implemented that utilizes ultraviolet lights in all air handlers. This system ensures the cleanest air supply possible, while eliminating the need for chemicals to purify air handler condensate. The site has also implemented low environmental impact housekeeping procedures since 2003, including compliance with Green seal cleaning product standards {text:bibliography-mark} . *2. 10 Carbon Footprint:* Johnson & Johnson has established a CO2 Reduction Capital Funding Process at the Group Finance level in 2004. The company targeted at $40 million per year for its energy and GHG reduction projects. Each J&J affiliated divisions apply for funding relief for these projects. The company completed 31 projects by the end of 2007. As of year-end 2008, 51 projects were completed and the company saved 90,044 tons of CO2 annually. J&J budgeted $99 million for the projects and expects an average 16. 3 percent rate of return {text:bibliography-mark} . Johnson & Johnson’s headquarters located in New Jersey is located near the train station with intent to reduce the carbon footprint. The major source for Johnson & Johnson’s carbon emissions is their fleets of roughly 36,000 vehicles worldwide. With the goal to improve fuel efficiency per mile by over 30% they have adapted their vehicle buying habits. It now boasts 2,100 hybrid vehicles in their fleet by March, 2008. Despite these measures, the company has not yet seen an overall improvement in distance per distance driven {text:bibliography-mark} . The figure 6 of Appendix-A shows the investments made in lower carbon energy efficiency. *2. 11 Packaging*: Johnson & Johnson primarily in the health care products. Since virtually all its products require some type of packaging for protection and preservation, Johnson & Johnson has found significant benefits by reducing packaging materials {text:bibliography-mark} . It began developing its waste reduction program in 1988. Since then, the company has reduced its packaging by 2,750 tons per year, including a reduction in its use of paper by 1,600 tons, plastic by 1,000 tons, metal by 100 tons, and other materials by over 50 tons. Over the first 2 ? years of the program, these reductions saved Johnson & Johnson an estimated $2. 8 million in material costs alone {text:bibliography-mark} . So far J&J achieved 93 percent of packaging and 83 percent of office paper to contain more than 30 percent PCR or fiber from certified forests {text:bibliography-mark} . The company began its program by comprehensively reviewing its product packaging, looking for ways to cut back on the amount of materials it purchased, as well as the amount of waste associated with the manufacture and use of these products. One measure Johnson & Johnson adopted was to reduce the weight of paper used to package one of its gauze products. Millions of these particular products are sold every year and the company realized that even a small change would make a big difference. The company reduced from 30-pound paper to 28-pound paper, Johnson & Johnson faced dramatic results: a reduction in waste of 115 tons of paper, saving $450,000 annually {text:bibliography-mark} . 2. 11. 1 Polyvinyl Chloride (PVC) Packaging: Polyvinyl chloride (PVC) has long been used in packaging for drugs, medical devices and personal care products because of its desirable physical characteristics for protecting product quality, including impermeability to moisture, gas and flavor. But Johnson & Johnson operating companies also understand concerns about the ability to dispose of PVC in an environmentally sound manner and the difficulties with recycling PVC. Its consumer franchise had a goal for 100 percent removal of PVC in primary packaging as well as secondary and tertiary packaging throughout the company. So far J&J has eliminated 84 percent of secondary and tertiary packaging across the company {text:bibliography-mark} . 2. 11. 2 J&J Initiatives: Johnson & Johnson also has initiated more complex waste prevention initiatives. As one example, the company eliminated an aluminum pouch that surrounded a plastic layer used to contain Prolene medical sutures. This new procedure was implemented without causing any loss of sterility {text:bibliography-mark} . Band Aid brand adhesives bandages were originally packages in the metal â€Å"tin box. By converting 50 percent of the total packaging to recycled paperboard, i. e. , 35-percent post-consumer, the company significantly reduced the quantity of packaging material required {text:bibliography-mark} . Acuvue contact lenses were previously packaged in polypropylene blisters and polypropylene storage boxes. To reduce polypropylene usage and waste, J&J completely redesigned the blister holding the lenses and their fluid to permit opposing blist ers to nest. This change reduced the amount of polypropylene generated as waste during the manufacturing process and the size of the packaging required for the lenses {text:bibliography-mark} Stayfree feminine hygiene product was previously packaged in a low-density polyethylene (LDPE) bag topped with a cotton drawstring and a â€Å"cuff† to carry the drawstring. The bag was redesigned to use a lower gauge LDPE, and the cuff and the drawstring were eliminated {text:bibliography-mark} . 2. 11. 3 Waste Reduced: Prolene: 16,000 pounds of very high grade aluminum foil reduced annually, a 52 percent reduction {text:bibliography-mark} Band Aid brand adhesives bandages: 1. 6 million pounds of metal packaging are saved annually {text:bibliography-mark} Acuvue: Blisters – 264,000 pounds of polypropylene reduced annually, a 33 percent reduction {text:bibliography-mark} Stayfree: 440,000 pounds of LDPE and cotton string reduced annually, a 24 percent reduction {text:bibliography-mark} 2. 11. 4 Annual Savings: Packaging redesigns for Prolene, Band Aid, Acuvue and Stayfree save Johnson & Johnson over $3. million annually {text:bibliography-mark} . The annual cost savings associated with reduced packaging for each product are indicated below: 2. 12 Usage of Chemicals*, *Ingredients/ Materials: Johnson & Johnson maintains a list of regulated chemicals. In addition, the company works to anticipate chemicals that are not currently regulated but may be regulated in the future. The corporation has cr eated an â€Å"emerging issues process†, headed by an environmental toxicologist who is part of the worldwide corporate Environmental Health and Safety group and has the responsibility to evaluate new reports on chemicals. From this review process, the company has created a â€Å"Watch List† of chemicals that have been identified as being of concern by non-government organizations (NGOs) {text:bibliography-mark} . *2. 12. 1 Design tools for evaluating chemicals of concern and designing greener products:* chemicals file Johnson & Johnson has developed several tools to assist product designers in eliminating chemicals and materials of concern. The first tool is a â€Å"Design for Environment† software tool. Designers can input a chemical and see whether it is heavily or lightly regulated. There is a color-coded scheme which indicates the regulatory level. Red indicates the chemical is banned by a government agency somewhere in the world; black means highly regulated or on the â€Å"Watch List†; grey indicates the chemical is less regulated; yellow indicates minimal regulation; and, green indicates the chemical is not regulated. The goal is to evaluate the product lifecycle and to identify and reduce impacts from raw material selection, use and disposal {text:bibliography-mark} . The consumer segment of Johnson & Johnson convened an Ingredients Issue Task Force that has developed a rating system for greener materials. This group has reviewed every ingredient in Johnson & Johnson’s consumer products and has used resources such as the US EPA’s PBT profiler and other tools to identify chemical hazards {text:bibliography-mark} . 2. 13 Recycling: Johnson & Johnson has a goal to have 90 percent of office paper and 75 percent of paper-based packaging containing more than 30 percent post-consumer recycled (PCR) content or containing fiber from certified forests by the end of 2010 {text:bibliography-mark} . Johnson & Johnson believes that all its employees have an impact on the sustainable results. It has undertaken measures to best utilize the every product in their daily business activities. J&J has increased recycling by 25 percent. J&J has achieved it with the following steps: Encourages employees to recycle material using two side copying feature Using a reusable cups for beverages Encouraging staff members who purge old files to re-use folders again Recycling paper clips, binder clips, envelopes, cardboards, newspaper, magazines and other similar items. These items are collected from the recycle bins right next to the employee desks and re-used. Recycles computers, carpets, furniture etc {text:bibliography-mark} 2. 14 Maintenance of Scoreboard: In 2009, the corporation has rolled out a scorecard for green products. This scorecard was developed to give designers and marketers a â€Å"cleaner line of sight† in creating new products and goes beyond tools that assess chemical hazards. A product receives points along five dimensions. Seven points are needed to be identified as a â€Å"greener† product. The dimensions include: materials/ingredients, energy, waste, water, and packaging. This process includes a high level life cycle assessment to identify the areas of greatest environmental impact {text:bibliography-mark} . *2. 15 Climate Savers: Elements *of Fulfillment Strategies Johnson & Johnson identifies and extreme weather event that disrupts business as the greatest climate related risk the firm faces. Each major operation has a business continuity strategy in place and each business segment manufacture its products in more than one location {text:bibliography-mark} . Johnson & Johnson is tracking and publicizing its CO2 reduction goal worldwide to every level of management. The goal is also being included in the company's annual environmental report {text:bibliography-mark} . Johnson & Johnson has joined the following external initiatives: The Climate Group (UK); The Climate Registry; US EPA Green Power Partnership; WWF’s Climate Savers; WRI’s Green Power market Development Group; CDP’s Supply Chain Leadership Collaboration; and US climate Action Partnership {text:bibliography-mark} The company covering buildings, equipment, management practices, maintenance practices, and operational practices developed a comprehensive set of energy efficiency best practices. Sixty-seven percent of the best practices have been completed worldwide. J&J is participating in the LEED (Leadership in Energy and Environmental Design) certification program for existing buildings with its world headquarters building serving as a pilot project. A task force has also been developed to create guidelines that will allow the company to obtain LEED certification for all new facilities. On-site renewable generation: Installation of four solar systems for a total of 1193 kW at California, New Jersey and Pennsylvania facilities. International on-site generation includes a solar hot water system at J&J Brazil providing 20,240 kWh/yr. of hot water and a solar hot water system at Janssen-Cilag, Portugal providing 8400 kWh/yr. of hot water. Purchasing of Renewable Energy: All Texas operations: 15 percent wind power, 10. 6 Million kWh/year. Cordis, Netherlands: 10 percent wind power, 1. 1 Million kWh/year. Centocor, Netherlands: 100 percent wind power, 12 Million kWh/year. An annual energy week is conducted worldwide to improve employee awareness. The theme last year was â€Å"You Have the Power to Save Energy for a Brighter Future. Activities to increase awareness include conferences in different regions and an active energy Web site, which includes a renewable site and graphics depicting CO2 reduction levels {text:bibliography-mark} . Johnson & Johnson conduct environmental campaigns every year and every facility created a five-year education plan to educate employees about climate change, sustainable forestry etc {text:bibliography-mark} . 2. 16 Johnson & Johnson’s Green Chemistry Initiatives Johnson & Johnson’s pharmaceutical segment participates in the Pharmaceutical Green Chemistry Roundtable and is investing in green chemistry approaches. Because of the high costs of drug development, an investment in a green chemistry approach generally does not occur until a new drug has been approved. Johnson & Johnson entered the US EPA’s Presidential Green Chemistry Challenge Award Program in 2008 for its work to scale up a pharmaceutical ingredient called Darunavir, a new protease inhibitor. The goal of the project was to reduce health, safety and environmental impacts in manufacturing and to reduce sots. This approach resulted in reduced solvent usage, hydrogen gas formation was eliminated, and methylene chloride was replaced with a more benign solvent. This increased the yield of the drug by 40% and reduced manufacturing costs by 81%. The company eliminated 96 tons of methylene chloride, reduced hydrogen gas by 4800 cubic meters and reduced raw materials hazardous waste by 46 tons {text:bibliography-mark} . Green Suggestions and Recommendations: I believe Johnson & Johnson needs to step up instead of waiting for the clients to take the further lead on sustainability. The company should always make wise material choices and to make sure its best utilizing the environmentally friendly materials before it undertakes any new project by posing some questions like: Is the project designed to minimize waste? Can it be smaller, lighter, or made from fewer materials? Does it use renewable resources? Is reuse practical and encouraged? Are the products and packaging refillable, recyclable, or repairable? Is it made with post-consumer recycled or reclaimed materials? How much? Are the materials available in a less toxic form? Can it be made with less toxic materials? Are materials available from a socially and environmentally responsible company? Is it made locally? There are some small gestures which are worth doing to create a sustainable environment. The daily used printing ink must be environmentally friendly: It must reduce emissions, create less toxic waste, use a renewable resource, be easily de-inked, produce less hazardous sludge, and be more biodegradable than conventional ink. Design decisions like reducing the number of colors used to print a job is better on the environment as well as saves the company’s budget. Recycled content is just one of the ways defined to make a good paper. When choosing papers, company should look beyond recycled content and consider recyclability, raw materials, and how the paper is bleached and manufactured. Packing and shipping are also important to think about. Instead of simply accepting the suggested size for a printed piece, company should consider what size will result in the least waste on press. Instead of specking on an easy-to-find, standard material that happens to release VOCs (volatile organic compounds), progressive material choices must be made as part of the initial presentation. Johnson & Johnson should start conducting some recycling programs and should let its consumers know about it through advertisements. The recycle programs are designed in such a way that consumers are encouraged to buy more and more environmental friendly products like plastics that are easily recyclable, boxes or products that are packaged in paper materials certified by the Forest Stewardship Council (FSC) or made from post-consumer waste. This recycling program should make the consumers to return the empty packages and receive discounts or free products in return. Conclusion: All modern buildings are constructed under a number of particularly stringent environmental constraints. These buildings use much less energy and are easy to maintain. The building’s success depended on a combination of J design philosophy which is reflected in the company’s â€Å"New Facilities Design Criteria†, careful modeling of building systems to envision how each works on its own and what its impact is on the others, and a steadfast vision of the need to produce a robust structure that will function well for many decades. Hardheaded cost benefits methods were applied to every system in the buildings. Most often focused on the importance of reliability and smooth operation over the long term. For example: Both of the two large chillers in New Jersey and La Jolla, California had VSDs installed to facilitate maintenance and provide flexibility with controls, though cost/benefit analysis did not support this decision. A condensate recycling system was installed in spite of showing a 15-year payback because J wants to be a good corporate citizen. Using reclaimed water provided cost savings, improved environmental performance, and also reduces the chances of future water crisis. One hundred percent completion of best practices does not guarantee Johnson & Johnson with a cost effective and energy efficient design. Firstly, it is important to setup ambitious goals to provide a compass for an organization. Johnson & Johnson Healthy planet 2010 goal that all operating companies have a plan to improve their product and process environmental profiles and eliminate high priority chemicals is a useful way to encourage improvements and track progress in a highly decentralized organization. Secondly, green design tools are important in implementing these goals. Johnson & Johnson has developed a number of valuable tools to help in designing greener products including a design for environment tool and a rating system for greener ingredients. Thirdly, it is necessary to maintain a scoreboard to measure greener products in an additional means of clarifying and implementing these board goals. Johnson & Johnson has developed a scoreboard for greener products with 5 dimensions: materials/ingredients, energy, waste, water, and packaging. Fourthly, participation is a valuable opportunity for information exchange. The company’s active participation in Product Sustainability Roundtable, a cross sector initiative, has been a valuable way to share information on improving product sustainability. Bibliography Appendix -A Figure 1: {draw:frame} Figure 2: {draw:frame} Figure 3: {draw:frame} Figure 4: {draw:frame} Figure 5: {draw:frame} Figure 6: {draw:frame} Figure 7: {draw:frame} Appendix B: {draw:frame} {draw:frame}

How External Environmental Factors Impact Marketing Decisions essays

How External Environmental Factors Impact Marketing Decisions essays The field of marketing is a complex one. Those who work in it are charged with reaching the masses for the purpose of promotion, regardless of what may be going on in the world at the time. Marketing companies world wide have to remain ever mindful of external factors including legal, economical and technological aspects if they want to remain successful. Looking at these external environmental factors can provide foundational information for the planning of marketing strategy. This holds true whether the marketing is to target a global audience or remain in the domestic One of the most important things to incorporate into any marketing plan regardless of its size is the understanding of legal aspects. The legality of the world must be adhere to in any life plan but in marketing it can mean the difference between success and public humiliation. All one has to do is look through the news history and one will locate stories in which marketing went against the legal system and caused a company to close or a product to be pulled off the Market. Disregarding the legal aspects of marketing can be extremely expensive(Fitzpatrick, 2004). One example of this is a tactic called bait and switch. Advertising laws prevent the offering of one product or price to lure consumers in, and then claiming it was JUST sold and trying to steer them into purchasing a more expensive product. It is bait and switch if when the ad was placed there was knowledge that the advertised product It is illegal throughout America and ignoring the legal factor of marketing One such suit was against a bank in Rhode Island. The class action suit accused Fleet Bank of using age old familiar bait and switch tactics to lure new credit card customers to their offices. "During 1999 and 2000, Fleet conducted a nationwide advertising campaign, offering a non-introductory, fixed annual percentage rate of 8.5 percent or lower for...

Is Female Perception of the Body Image Affected by the Media

Is Female Perception of the Body Image Affected by the Media Here is an overview of the body-image issue. Read how magazines and fashion industry determine the standards of the female body. Mass Media Effect on How We Perceive Ourselves America certainly has many problems in its own society – institutionalized racism, poverty, ignorance, teen pregnancy and drug addiction. But another major problem lies within the work of the media, the main means of mass communication (broadcasting, publishing, and the Internet) regarded collectively. The media, whether we realize it or not, dictates what we let into our lives; this certainly affects how we perceive ourselves – because we compare ourselves, and are compared, to celebrities and other people we see in the media. ARGUMENTATIVE ESSAY EXAMPLE: DOES VIOLENCE IN THE MEDIA CAUSE VIOLENCE IN CHILDREN? Most times, these celebrities are quite perfect-looking individuals, and so everyday people can have a low self-esteem because of new low body image – and this definitely applies to many adults and most teens, male and female alike. However, in this case, an argument will be made that illustrates how media influence the female perception of the body image. Magazine Pics Install a Lack of Confidence Let’s look at how females are portrayed in publications and on the Internet. Go to a magazine stand – you’ll see attractive, strikingly beautiful women on just about every cover. It’s sickening. This definitely over-sexualizes and objectifies the female beauty. But it’s been that way a long time, though that doesn’t justify why it still exists. Also, on the Internet, in newspaper ads and on billboards in dodgy parts of town, are billions of erotic pictures and videos of women. For young girls and insecure women, this instills a lack of confidence in their own appearance, and a body-image problem emerges. This problem could last a lifetime; maybe it’s the reason they hit the gym, get elective surgery or buy an expensive Italian sports car. Thanks to the media, the American public – heck, the world, too – adores so many of the same people, actors, athletes, and billionaires, that the public feels lost in the midst of things – they feel overlooked, irrelevant and worthless. You are imperfect, permanently and inevitably flawed. And you are beautiful. ? Amy Bloom Secondly, non-skinny, non-model-type women do appear on magazine covers, though, but they are usually overweight, maybe handsome and funny or overweight, plain looking and rich – like Queen Latifah, Oprah, Amy Schumer and Melissa McCarthy. This is terrible for a woman’s body image because it illustrates how – if you are an average-looking woman, maybe a little chubby, without a fortune, and not an actor or media mogul – you aren’t important enough to be on the cover of a magazine. Not that this means anything in the grand scheme of things, but it does happen and will continue to happen as long as the media is running the show and influencing people. Here’s the thing: wealthy billionaires run the media companies, mostly financially supported by the advertiser who depends on the consumer’s purchasing power. A woman with a low body image buys the products advertised to them in commercials hosted by beautiful bombshells of women. They purc hase many things advertised to them in order to fill the void they have created for themselves, deeply instilled by the media. People Can’t Take Their Own Mediocrity Lastly, the two aforementioned points illustrate how media influence the female perception of the body image, and this causes the everyday woman – bombarded by advertisements, commercials, magazine covers, Web articles – to feel inferior to the women they see on TV and in the movies. This is a terrible thing, for it tends to warp the minds of insecure people, men, and women alike, who aren’t confident and comfortable in their own skin, with their own imperfect appearance and body. This is quite tragic. This is perhaps why we still see suicides and homicidal rampages, alcoholic and drug binges – they can’t take their own mediocrity, their lack of celebrity, their ordinariness. We are trained to think, in this culture, that we are nothing if we are not of some renown. TV HAS A NEGATIVE EFFECT ON TEENAGERS To conclude, let’s try hard to address this problem in the future. It’s easy to see how media influence the female’s perception of how they view their bodies, their looks. Women probably assess their value in comparison to the beauty or style or sexual features of a famous female. And because most everyday women in America do not look like Jennifer Aniston or Angelina Jolie, many women feel inadequate and inferior and undesirable. Until the media actively tries to include the everyday American woman in advertisements, magazine covers, billboards and TV shows, America will have this problem – and it could have many socio-economic implications that could point to a shift in confidence, along with many mental-health and low self-esteem problems.

The United State Automotive Industry Essay Example | Topics and Well Written Essays - 500 words

The United State Automotive Industry - Essay Example From the paper it is clear that  most of the Japanese, Korean and India companies have assemblies in the U.S. such as Chrysler-Toyota, Hyundai Mercedes among others.   Moreover, more companies are coming to set up manufacturing plants due to the high demanding market in the country.   The latest company to come to the U.S. is Volkswagen in 2011.As the study stresses the automotive industry has different sectors that define the success of the industry. The industry has and engine plant that solely manufacture engine for the companies. In addition, the companies have separately and jointly own research and development department that researches on the efficiently way of producing vehicles at cheap costs and for a better environment. In addition, the industry I characterised by design and testing autonomous departments.  The automotive industry contributes approximately 4% to the country GDP. In addition, the industry directly employs 786,000 as of the end of 2012. The automotiv e industry employs a high percentage of indirect employee through distribution, suppliers and other service sectors. In 2012, the industry supplied vehicles and other parts for $225 billion to other countries of the world.  The industry faces the problem of polluting the environment as most of the vehicles are made to use petroleum. The industry, therefore, faces a tough time researching for efficient vehicles that are made to use efficient energy.

Mission, aims and objectives of Tesco PLC Essay

Mission, aims and objectives of Tesco PLC - Essay Example This way, Tesco seeks to be valued not only by its customers, but also by the communities it serves, its employees and its shareholders. This vision is a qualitative long term target for Tesco as a business thus one could arguably state that it describes the Group’s aims. The company used the above stated mission and vision statements to develop seven corporate objectives. These seven corporate objectives are quantifiable medium to long-term targets that inform Tesco’s corporate strategy. The first objective for Tesco is to continue to grow its UK core market. The UK is the largest business in the Group and a key driver of sales and profit. In 2011, the UK contributed 68% of the Group’s trading profit (Tesco 2011a). The second objective is to be an outstanding international retailer both in stores and online. The company is currently in 14 markets outside the UK that contribute 25% of the Group’s profits. The third objective is to be as strong in everyth ing the company sells as they are in food. This involves broadening their products and services offering. The fourth objective is to grow their broadening retail services in all the markets where the Group operates. Tesco has largely focused their retailing services within the UK market. The three remaining objectives are: to put the Group’s responsibilities to the communities it serves at the heart of what the organisation does; to be a creator of highly valued brands; and to build their team so that the organisation creates more value. Tesco’s organizational diagram Tesco is a large, multinational organisation. This naturally leads to the organisation adopting a huge and complex organisational structure that has to delegate roles and responsibilities across the world. The diagram shown above only covers the executive level of the Group and does not include the board of directors, to whom the Group CEO, Philip Clarke reports. Evaluate how the choice of structure of an organisation can affect the way the organization is run Organisational structure refers to the patterns of relationships between roles in an organisation and its different parts. Some define it as the system of organizational rules, divided into rules regulating the behaviour of people and rules regulating the functioning of machines (Scheidegger 1997). It deals with issues such as responsibility, authority, communication, coordination, and control. A more modern definition is suggested by McMillan (2002) who defined organizational structure as the visible and invisible architecture that connects and weaves together all aspects of an organisation’s activities so that it functions as a complete dynamic entity. How an organisation is run depends on the competitive strategy that is has adopted. For example pursuing a differentiation strategy requires the business to be run differently than when the business is pursuing a low cost leadership strategy. For this reason, Chand ler (1962) argued that structure follows strategy in organizations. Strategy is the determination of long-term goals and objectives, courses of action and allocation of resources, and structure is the way the organization is put together to administer that strategy, with all the