Malthus's Prediction in the Epic Book An Essay on the Principle of

Malthus's Prediction in the Epic Book An on the Principle of Population - Essay Example The question that arises is that why the human civilization hasn’t been able to find a permanent solution to the problem. This problem-solution essay proposes a hypothesis that technology isn’t capable of solving a problem of Traffic jams. Its rapid advancement in the past few decades hasn’t proved to be effective for the problem of Traffic jams. This study also explores the psychology and motivations of motorists who spend their valuable time in meaningless queues of a Traffic jam. The countries around the world have made the slow transition from being rural and agrarian societies to becoming dependent on metropolitan cities. These metropolitan cities serve as an engine to the growth of the region’s economy. But with rising of mega-cities and gigantic sky-scrapers, the problem of Traffic jams has continued to tease the mankind. Whether it is Shanghai in the east or New York in the west, researchers show that millions of ‘human hours’ are wasted in Traffic jams. People miss their appointments, job interviews and arrive late at other important occasions. These Traffic jams create physical discomfort as the people are confined to one place for a long time. In hotter regions of Asia and South America, the heat and sweat make the condition inside the cars and trucks extremely unbearable. There is also danger to the health of people as they inhale poisonous gases emitted by vehicles; this problem being more common to developing countries than dev eloped countries. The movement of emergency vehicles such as Police vans and Ambulances also gets restricted. The solutions that have been tried range from strict traffic rules to increasing installation of CCTV cameras. The traffic reports are announced on the radio so that passengers can avoid the jams. Hefty fines are imposed on faltering motorists and usage of public transport is promoted by governments. But no policy seems to be effective in reducing the number of cars on the road.

Delima Case Aummary Essay Example for Free

Delima Case Aummary Essay Delima Enterprise was founded in 1981 by Encik Zayed. It conducted trading and supplying related products including manpower supplies to the oil and gas industries. In 2004, the enterprise was incorporated as Delima Enterprise Sdn. Bhd. Encik Zayed as the Managing Director and his wife Puan Hashimah as the Chief Operating Officer managed the company. The other personnel were Puan Balqis as the Operation Manager and Encik Salam as the Human Resource and Administration Manager. Both of them were family members of Encik Zayed and Puan Hashimah with only secondary school background and likewise Encik Zayed and Puan Hashimah. As the company was incorporated as Delima Enterprise Sdn. Bhd. the company expand their business operation into provision of engineering services. Their mission was to become a leading service contractor and provide quality and excellent services. In May 2006, the company had employed Cik Amy as Finance Executive. She was responsible for maintenance of the accounting and financial matters, including the preparation of accounts. Subsequently, in May 2006, the company had secured a contract worth RM 750,000 to be implemented a duration of six months. However, due to shortage of funds, the company had submitted applications to Maybank and CIMB Bank Berhad for banking facilities totaling RM 1 million. The banks required the company’s Audited Financial Statements for the last two years. This was when Encik Zayed realized that the company had never been audited. Therefore, his friend had introduced an audit firm and shortly after, Aziz Co. was engaged to perform audit and to be completed as earliest as possible to meet the bank’s requirement.

Relationships: Now and Then :: Marriage Puritans Essays

Relationships: Now and Then Do we still live in the seventeenth century? It’s very interesting to look back at the differences and similarities in men’s and women’s relationships since then. My husband, Sean, and I were brought up very differently; he was only raised by his mother who provided everything for him food, shelter, and love whereas I had the more traditional family in being raised by both parents. My father was the provider, a construction worker who worked long hours five to six days a week, and my mother, a homemaker, tended the home doing the cooking, cleaning, and also caring for us children. Now that I’m older and have my own husband and children, I find myself using the traditional traits that I’ve seen and learned from my parents. Tending to my husband’s and children’s every need not only seems to be a normal feeling, but it’s a natural instinct for me. According to Edward S. Morgan in The Puritan Family: Religion and Domesti c Relations in Seventeenth-Century New England, â€Å"In each relationship God had ordained that one party be superior, the other inferior†¦.Wives were instructed that woman was made ultimately for God but immediately for man†¦.† In living in the twenty first century, relationships seem to be better now than they were in the seventeenth century. Men and women today are marrying for love and happiness, and also building their lives together as a team whereas the Puritans married because it was a law of God where the husband was in charge of his wife and being happy didn’t exist. Marriage in seventeenth century New England meant that duties were forced upon both husband and wife. It was the husband’s duty to support his wife and family, and the wife’s duty to care for her husband and tend to his home. Morgan states, â€Å"When [a woman] became wife, she gave up everything to her husband and devoted herself exclusively to managing his household.†¦ her duty was to ‘keep at home, educating her children, keeping and improving what is got by the industry of the man.’† Personally, I couldn’t see myself passing anything to my husband and after we got married I didn’t. While the little I did own continues to be mine, whatever we own now became ours whereas being a Puritan wife meant owning nothing and being owned.

The C++ Programming Language :: Software Programmer Computer Essays

The C++ Programming Language Computer technology has evolved at an amazing rate during the last few decades. Today a laptop computer can compute faster and store more information than a whole computer system (called mainframe computers) of forty years ago. According to Harvey Deitel and Paul Deitel from Nova University, "A person operating a desk calculator might require decades to complete the same number of calculations a powerful computer can perform in one second" (5). Along with that revolution, computer languages have evolved, too. A language created in the early 1970s by Dennis Ritchie called C quickly became very helpful and popular because of its features. In 1983 Bjarne Stroustrup developed C++, which is much like C, but with a number of important extensions. C++ has been described as "one of the most important programming languages of the 1990s and promises to continue strongly into the 2000s" (Prata 1). As a computer programmer, I have had opportunities to work with this language to write system soft ware. I have found many interesting things about this language: it has certain characteristics over other languages. The most remarkable are: portability, brevity, C compatibility, object-oriented programming and speed. Most of us would agree that computers have become an integral part of society. We can touch them and see the results of their incredible capabilities. But a computer does nothing until directed to do so. Computers are able to perform many different tasks. These tasks are not made by the computer itself, but they are performed following a series of predefined instructions that conform what we call a program. The computer programs that run on a computer are referred to as software. A computer does not have enough creativity to make tasks for which it is not programmed, so it can only follow the instructions of the programs that it has been programmed for. The ones in charge to generate programs so that the computers may perform new tasks are programmers. For many years, the principle goal of computer programmers was to write short and efficient programs. When programmers choose a programming language to write, the first consideration is known as "level of the programming language." The level determines how near to the hardware (devices such as keyboard, screen, disks, memory and processing unit that comprise a computer) the programming language is. Machine language, the first generation was written at a basic level of computer operation called low-level language, which used symbols for instructions (e.

Polysar Limited Essay

Executive Summary This report seeks to explain the key differences between the NASA (North American South American) and EROW (Europe and rest of world) sales performance over the past nine months. There are several reasons causing the sales performance figures currently stemming from NASA to be incomparable with the EROW numbers, including the current practice of transferring large quantities of regular butyl rubber from the Sarnia to the Antwerp production facilities. As Polysar operates globally, it is also important to consider certain international aspects and specific risks. These include, foreign currency exchange fluctuations, potentially creating gains or losses, as well as international taxes and tariffs. The decisions made regarding allocation of profits between the two geographic centers will directly impact the taxes paid in either location. ADD ON WITH SPECIFICS Introduction A high-level overview of Polysar Limited provides an all-encompassing image of the nature of this case, necessary to later effectively focus in on specific financial details and problems. Polysar is Canada’s largest chemical company, with the North American production facility located in Sarnia Ontario. The company splits into 3 main groups including petrochemicals, diversified products, and rubber, of which the latter is the largest representing 46% of sales. This rubber division is the core of the report, as its success is vital to Polysar. The rubber division is split into two geographic centers, in Sarnia Ontario and Antwerp Belgium respectively. (See Appendix 1 for graphical representation). Both geographic centers produce both regular butyl and halobutyl rubbers. In 1985, Sarnia opened a second production facility that has not yet reached capacity. By comparison, Antwerp has only one facility operating at full capacity and still unable to meet demand for regular butyl rubber. To cope with this, the Sarnia transfers large quantities of its production to Antwerp at cost. The inability of the Sarnia facility to earn a profit from these transferred units represents one of the main causes of concern regarding sales performance figures. In order to correctly and efficiently asses the current situation, we will be reviewing a number of criteria, and from there introduce and analyze several alternatives presented by these assessments. Further Recommendations Transfer Pricing As you are aware, the NASA segment is currently charging EROW for the butyl rubber being transferred in order to meet the European demand. This charge is currently calculated on the basis of NASA’s cost. This is only one of three possible approaches that are used to set to transfer prices internally within Polysar Limited. The three options that may be considered are: 1. Set transfer prices at cost 2. Set transfer prices at a negotiated mutually agreed upon level 3. Set transfer prices at the market value  Currently, as the first option is implemented, this is causing the two major problems. The first is in regards to the product mix produced within the Sarnia production facilities. As no profit is recorded for the units that are transferred, the product mix may be decided on a sub-optimal basis. Our team recommends further investigation to determine the necessary information as to if the costs to produce the halobutyl and butyl rubbers within both NASA and EROW. This could lead to decisions of specialization in the Sarnia plants or Antwerp plant for one type of rubber produced if cost savings for that product line is higher than transportation costs of shipping to the other facility. Additionally, another problem being experienced through the current transfer pricing approach is that the NASA does not show any profit on the Polysar internal transfer of rubber. Consequently, the EROW segment may record this profit without the same having the additional fixed costs pertaining to the costly initial investment of the second Sarnia plant amounting $550 million and the associated depreciation. This leads to an unfair representation of profitability for the two cost centers. In terms of which to use for Polysar Limited’s Rubber Segment, setting prices at cost hereby benefits the EROW center, whereas using market price would benefit the NASA segment. This is because then NASA is recording revenue for the units transferred, whereas EROW will not, (provided that the prices in both markets are similar – international arbitrage). With Polysar’s company wide profitability in mind, as well as spirit of fairness in representation for both segments using a de-centralized approach, our recommendation is the use of negotiated transfer pricing. This occurs when the NASA and EROW segments collaborate to agree on a selling/purchasing price for the internationally transferred butyl supply. Implementing this will cause both segments to have better information of the costs and benefits associated with the transfer. To narrow down on what this transfer price should specifically be, a range of acceptable transfer prices will provide an estimate.  As this is an international transfer, there are even more considerations that become relevant. For example, the corporate tax rate applied in North American versus Europe should be considered. Furthermore, management should look specifically into duties, tariffs, foreign exchange rates and risks, as well as governmental relationships. By this token, charging Antwerp a lower transfer price will result in fewer Custom Duty payments as the rubber crosses borders. Flexible Versus Static Budgetary Systems Currently Polysar employs a static budget system for their budgeted level of rubber sales. However, if more butyl or halobutyl rubber is produced and then sold these will cause a variance as composed to budgeted figures. For  example, variable costs will go up, however this may simply be in direct correlation to the increased rubber produced. It is important to be able to analyze if variances are based on volume or cost differences. By tracing the cost variances more closely after implementing this flexible budget system, a better evaluation of management’s performance may be achieved. This can be directly used when considering compensation for managers. INSERT NUMBERS. Employee Compensation Plan Polysar uses the participative budgetary system, which is directly linked to employee compensation. Although this bottom-up approach to budgeting allows for accurate estimates due to managers with specific rubber cost knowledge being involved, it can cause a conflict of interest that may be costly. It is essential, and highly recommended that the NASA rubber division establish a budgetary committee to review the estimates made to ensure the lower level management has not added in budgetary slack intentionally in an effort to achieve their compensation figures based on meeting these targets. However, even the top management currently possesses a huge conflict of interest influencing them in the direction of allowing for budgetary slack as their compensation is up to 50% for both meeting divisional profits, as well as exceeding corporate profit targets. These targets can clearly be met, if costs have been artificially manipulated to be higher than expected. As it is improbable to find members of the budgetary committee who will be completed impartial and not subject to a bonus on the premise of meeting profit targets, responsible accounting should be implemented. This system holds each manager responsible for the estimate of the individual cost and revenue basis for which he or she was in charge of deciding. This means, he or she is essentially responsible to explain the differences between the actual and budgeted results. In order to negate the previously mentioned conflict of interest, it is recommended to include the amount of variance in a manager’s estimate in the calculate of compensation, hereby eliminated large bonuses if the original estimate was not within a certain range of the actual value (extra-ordinary occurrences excluded). Hedging of Risk The nature of the Polysar’s business contains a certain degree of  specialized risk. First and foremost, operating internationally in various currency zones contributes to foreign exchange risk. This can be hedged through capital markets, resulting in lowering risk for the corporation. Also, as there is a great degree of risk for the variable costs of production in relation to the oil, it is imperative to hedge this risk as well. It is very possible to hedge market commodity price risks through capital markets or advance purchase of these oil inputs. This can provide more stability for Polysar Limited as a whole, particularly the key rubber division. Capacity Analysis Appendices Appendix 1 Polysar Rubber

Why You Should Avoid Racist Halloween Costumes

Why You Should Avoid Racist Halloween Costumes Once upon a time, Halloween costumes were simple. Witches, princesses, and ghosts surfaced as the most popular get-ups. Not so anymore. In recent decades, the public has taken a fancy to costumes that make a statement. Unfortunately, these costumes sometimes make statements viewed as racist or anti-Semitic, such as when Englands Prince Harry donned a Nazi outfit to a party. Want to make a splash with your Halloween costume but not one that’s racially offensive? Then avoid the following get-ups. Ghetto Person/Black Person Rappers introduced the term â€Å"ghetto fabulous† into the American lexicon in the 1990s. The term refers to the flamboyant fashions that arise from the streets of inner cities. Who knew in the ’90s that college kids nationwide would throw parties in the new millennium with â€Å"ghetto fab† themes? Guests at such parties sport lots of â€Å"bling,† or ostentatious jewelry. Some might cover their teeth with fake gold or platinum caps and their heads with do-rags. Women might wear huge hoop earrings, fake fingernails and the scanty clothing that rap video vixens wear. Men might style their hair in cornrows or don Afro wigs. The problem with these ghetto fab costumes is that they invoke stereotypical images of African Americans as low-class, gauche, thuggish and sexually provocative, among others. These costumes tend to be classist and racist, impelling black college students who become aware of â€Å"ghetto fab† parties to have disciplinary action taken against party organizers for creating a racially hostile environment on campus. Redneck The flipside of the ghetto fab costume is the redneck or hillbilly Halloween costume, which is also both racist and classist. Those opting for such a costume might wear a mullet wig, cowboy boots, and a cowboy hat, along with jeans and a plaid shirt. Such costumes promote the stereotype that poor whites are ignorant and worthy of ridicule. They suggest that poor and working-class whites are inherently inferior to their more affluent counterparts. Geisha Girl Oddly enough, the geisha girl costume is popular among girls and women, alike. Considering that geishas are perceived to be high-end prostitutes in many circles, that’s cause for concern. Also troubling is that, along with the dragon lady, china doll, and lotus blossom, geisha girl is a racial and sexual stereotype thrust upon Asian women. The geisha stereotype is one that paints Asian women as submissive, doll-like and existing only to sexually gratify others. A contributor to Racialicous.com who goes by the name Atlasien poignantly spelled out why she objects to the appropriation of the geisha image. â€Å"Geisha are not very relevant in modern-day Japan. They’re a fossilized archetype, almost like a ninja,† she remarked. â€Å"But a lot of people, especially white people, are invested in defending geisha, in putting them on a pedestal. And when they do that, it does harm to Japanese-American women and to all Asian-American women.† Muslim The 2001 terrorist attacks on the World Trade Center and the Pentagon not only put Arab and Muslim Americans under additional scrutiny in the U.S., but they also resulted in a rise in costumes related to Islamic fundamentalism. Want to wear a burqa for Halloween? There’s a costume for it. How about a Muslim suicide bomber? That costume’s available as well. The question is why would you want to wear one of these costumes? They’re far more likely to offend people you encounter than to make them laugh. To boot, they raise the worst stereotypes about Muslim Americans, the overwhelming majority of whom are peaceful and law-abiding citizens. American Indians (With or Without Cowboys) Considering the backlash against Native American mascots in sports, it should be no surprise that donning an American Indian costume is likely to rub some the wrong way. Whether you’re a kid dressing up as an Indian during a Thanksgiving play or an adult rooting for your favorite sports team while wearing faux war paint and a headdress, you’re likely to get a reaction because these costumes typically paint Native Americans as cartoonish and savage. Throwing cowboys into the mix only adds insult to injury. When European â€Å"cowboys† settled the Americas, they not only set out to appropriate Native lands but to decimate or neutralize the indigenous population. â€Å"Cowboys and Indians† parties make light of the atrocities committed in the name of manifest destiny. A January 2009 editorial written by college student Tefari Abel Casas Fuchs reveals how emotionally damaging â€Å"Cowboys and Indians† parties can be to Native American students. In addition to these issues, the sexy Pocahontas costumes on the market for women are racially offensive as well. Not only do they sexualize Pocahontas, a young adolescent girl, but Native American women generally. All too often, the sexual relationships Native American women had with European settlers were exploitative or abusive, with Native women regarded as the derogatory term â€Å"squaw.† Gypsy Gypsy getups frequently make the rounds at Halloween functions. Like Native American costumes, however, these costumes typically paint Gypsies, more appropriately called Roma, in cartoonish terms. â€Å"The romanticized image of the ‘Gypsy’ is alive and well in song lyrics, novels, costume parties, musical groups, and other forms of cultural imagery: ‘They are exotic women in colorful skirts, dancing in sensual swirls....’ They dance by campfires, travel in caravans, tell fortunes with crystal balls or Tarot cards,† notes advocacy group Voice of Roma. In addition to this, the Roma are stereotyped as being beggars, pickpockets, and con-artists. A case in point is that one can use the expressions â€Å"I got conned† and â€Å"I got gypped† interchangeably. Rather than counteract such stereotypes, Gypsy costumes promote them, ignoring the fact that the Roma have long been persecuted and continue to face virulent discrimination throughout Europe. During the Holocaust, approximately 1.5 million Roma were exterminated. In the present, Roma are denied their rights to housing, employment, healthcare, and education, according to Amnesty International. The agency also reports that Roma are often victims of forced evictions, racist attacks, and police brutality. How stiff is bias against the Roma? When Madonna asked for Roma discrimination to stop during a concert in Bucharest in August 2009, the crowd reportedly jeered. Wrapping Up When choosing Halloween costumes with a racial bent, err on the side of caution. You’ll be less likely to offend if you dress up as a specific person rather than an anonymous member of a racial group. In other words, consider going as Barack Obama for Halloween rather than a black guy, any black guy. And be sure to avoid changing your features in a way that’s offensive. This means not wearing blackface to be President Obama or taping your eyes so that they slant if you’re dressing up as Bruce Lee. Plenty of Obama masks are available in Halloween stores, and a black wig, fake scratches on the face and a martial arts outfit might be all you need to be Bruce Lee.

A Reflection Essay

A Reflection Essay A Reflection Essay A Reflection Essay Paper: Writing Tips A reflective essay is a paper that basically describes your views and feeling about some particular subject. The goal of it is to convince the personal experiences and feelings that resulted. Unlike many other types of essays the purpose of this paper is not to discuss the subject, but to explore the ideas. To Write A Reflection Essay: Getting Started Before writing find the topic. There can be one major or several small topics. When you choose a topic fora reflection essay, think about the information that you have learned and interesting facts that brought you some new knowledge. It should be wide enough to raise the interest in reader. Consider at least three-page reflection essay writing. The main part of a reflection essay has to include: Keep to the basic rules of five paragraph essay: Write an introduction paragraph that gives the information about the author and the document Develop your idea by dividing it into several important points and, therefore, into several paragraphs Give solid background information Use topic sentences Provide some sense of the importance of your writing for your own faiths development Use good sentence structure, avoid sentence fragments and fuses sentences, choose language that expresses your meaning While writing a reflection essay you should provide your own experiences in an interesting manner, however carefully consider your target auditorium. It is very important to get the reader involved in the story. A reflection essay is like playground for good presentation of ideas and experiences of the writer, they allow him to grow. The successful reflection essay will involve the reader in the writers ideas, emotions, and experiences. Thus, you should use vivid writing style, different linguistic tools and analyze the audience carefully in order to engage your reader as much as possible. A Reflection Essay Writing Help If you need help in writing your work or you simply do not have time to make a research and to prepare it, you are welcome to become our client and receive a professional help in your task overnight. It is easy and very convenient. Read more: Essays on Patriotism Assignment Help Writing a Critical Essay Synthesis Writing Steps Custom Writing Service

Sten Gun in World War II

Sten Gun in World War II The Sten submachine gun was a weapon developed for use by British and Commonwealth forces during World War II. It takes its name from the last names of its designers, Major Reginald V. Shepherd and Harold J. Turpin, and Enfield. Intended to be simple to build, the Sten was employed across all theaters of the conflict and was retained by many militaries for several decades after the war. The Sten also saw extensive use by resistance groups in Europe during the conflict and its easy to construct design permitted some to produce their own variations. Development During the early days of World War II, the British Army purchased large numbers of Thompson submachine guns from the United States under Lend-Lease. As American factories were operating at peacetime levels, they were unable to meet the British demand for the weapon. Following their defeat on the Continent and the Dunkirk Evacuation, the British Army found itself short on weapons with which to defend Britain. As sufficient numbers of Thompsons were unavailable, efforts moved forward to design a new submachine gun that could be built simply and cheaply. This new project was led by Major Reginald V. Shepherd, OBE of The Royal Arsenal, Woolwich, and Harold John Turpin of the Design Department of the Royal Small Arms Factory, Enfield. Drawing inspiration from the Royal Navys Lanchester submachine gun and the German MP40, the two men created the STEN. The weapons name was formed by using Shepherd and Turpins initials and combining them with EN for Enfield. The action for their new submachine gun was a blowback open bolt in which the movement of the bolt loaded and fired the round as well as re-cocked the weapon. Design Problems Due to the need to quickly manufacture the Sten, construction consisted of a variety of simple stamped parts and minimal welding. Some variants of the Sten could be produced in as few as five hours and contained only 47 parts. An austere weapon, the Sten consisted of a metal barrel with a metal loop or tube for a stock. Ammunition was contained in a 32-round magazine which extended horizontally from the gun. In an effort facilitate use of captured 9 mm German ammunition, the Stens magazine was a direct copy of one used by the MP40. This proved problematic as the German design utilized a double column, single feed system that led to frequent jamming. Further contributing to this issue was the long slot along the side of the Sten for the cocking knob which also allowed debris to enter the firing mechanism. Due to the speed of the weapons design and construction it contained only basic safety features. The lack of these led to the Sten having a high rate of accidental discharge when hit or dropped. Efforts were made in later variants to correct this problem and install additional safeties. Sten Gun Cartridge: 9 x 19mm ParabellumCapacity: 32-round detachable box magazineMuzzle Velocity: 1,198 ft./sec.Weight: approx. 7.1 lbs.Length: 29.9 in.Barrel Length: 7.7 in.Rate of Fire: 500-600 rounds per minuteSights: Fixed peep rear, post frontAction: Blowback-operated, open bolt Variants The Sten Mk I entered service in 1941 and possessed a flash hider, refined finish, and wooden foregrip and stock. Approximately 100,000 were produced before factories switched to the simpler Mk II. This type saw the elimination of the flash hider and hand grip, while possessing a removable barrel and shorter barrel sleeve. A rough weapon, over 2 million Sten Mk IIs were built making it the most numerous type. As the threat of invasion eased and production pressure relaxed, the Sten was upgraded and built to a higher quality. While the Mk III saw mechanical upgrades, the Mk V proved to be the definitive wartime model. Woman worker poses with finished Sten submachinegun, 1942. Library and Archives Canada Essentially a Mk II built to a higher quality, the Mk V included a wooden pistol grip, foregrip (some models), and stock as well as a bayonet mount. The weapons sights were also upgraded and its overall manufacture proved more reliable. A variant with an integral suppressor, dubbed the Mk VIS, was also built at the request of the Special Operation Executive. On par with the German MP40 and U.S. M3, the Sten suffered the same problem as its peers in that its use of 9 mm pistol ammunition severely restricted accuracy and limited its effective range to approximately 100 yards. An Effective Weapon Despite its issues, the Sten proved an effective weapon in the field as it dramatically increased the short-range firepower of any infantry unit. Its simplistic design also allowed it to fire without lubrication which reduced maintenance as well as made it ideal for campaigns in desert regions where oil could attract sand. Used extensively by British Commonwealth forces in Northern Africa and Northwest Europe, the Sten became one of the iconic British infantry weapons of the conflict. Both loved and hated by troops in the field, it earned the nicknames Stench Gun and Plumbers Nightmare. American officer and French partisan with a Sten crouch behind an auto during a street fight in a French city, 1944. National Archives and Records Administration The Stens basic construction and ease of repair made it ideal for use with Resistance forces in Europe. Thousands of Stens were dropped to Resistance units across occupied Europe. In some nations, such as Norway, Denmark, and Poland, domestic production of Stens began in clandestine workshops. In the final days of World War II, Germany adapted a modified version of the Sten, the MP 3008, for use with its Volkssturm militias. Following the war, the Sten was retained by the British Army until the 1960s when it was fully replaced by the Sterling SMG. Other Users Produced in large numbers, the Sten saw use around the world after World War II. The type was fielded by both sides of the 1948 Arab-Israeli War. Due to its simple construction, it was one of the few weapons that could be produced domestically by Israel at that time. The Sten was also fielded by both the Nationalists and Communists during the Chinese Civil War. One of the last large-scale combat uses of the Sten occurred during the 1971 Indo-Pakistani War. On a more notorious note, a Sten was used in the assassination of Indian Prime Minister Indira Gandhi in 1984.

Job Description Essay Example | Topics and Well Written Essays - 500 words

Job Description - Essay Example Other responsibilities included input of system parameters, inventory analysis, Purchase Requisition, shortage status and follow-up of Pending Purchase Orders, required to make independent decisions on system and schedule requirements based on job knowledge. He/she should also be in-charge of managing program planning and material requirements, material Status planning and material support budgets, maintain current and accurate status of material procurements. Providing interface and coordination between all End Users, and recommend and implement stock reduction proposal and through forecast and estimates is also under his/her scope. Also, must be able to recommend logistics requirements to Procurement Department, program material budgeting, forecast, allocation, execution and reporting, execute planning and material availability and calculates Work Center Loads and Capacity Requirements. 6. Constantly reviews and analyses materials inventory policies and makes recommendations for changes. Identifies opportunities for inventory cost reductions. Maintains overall inventory support for the Company's operations at all times. 7. Co-ordinates periodic reviews of SAP based inventory system to reconcile stock records with actual stock. Investigates discrepancies, prepares reports with recommendations for corrective action where necessary. 8.

Modernization Of Infrastructure, Architecture, And Education In The Essay

Modernization Of Infrastructure, Architecture, And Education In The UAE - Essay Example Studying at the Masjid is really an honor but sometimes my teachers are not very understanding. They are strict when it comes to learning math. I have been trying to keep up with the other students but the numbers just will not stick in my head. I remember being good at math when I was young, but now that I am 14, I am having trouble with algebra. I do not understand how it is possible to mix together all of the different numbers and letters. This is confusing to me. I feel as though I know the lesson and then when I try to do my work at home, I cannot remember what I have learned. At least I have my Holy Quran classes to look forward to. I am much better with words than with numbers. I know I should not complain. I could be working on the farm like all of my siblings. Since I am the oldest son, I know I have the responsibility to get a good education and for this I am grateful. This entry shows that education was very different for my grandfather. He was the only child that was able to attend school. This was before oil was discovered and developed, so people were much poorer than they are now. There were only two classes as well in those days. Education focused on math and the Holy Quran. Today, all children can go to school and they have access to computers, televisions and all sorts of technology. They learn about science, reading, history, and math. Education has really changed in the UAE since my grandfather’s time. This is one of the most exciting days of my life. My education is now complete and I am a fully certified architect. I am excited and sad because I will be leaving my small farm by the oasis. I will miss my father and mother, but there is no work for an architect in our little village.

Application White Paper Assignment Example | Topics and Well Written Essays - 3000 words

Application White Paper - Assignment Example The paper will also give recommendation on how the hotel can improve its service delivery. Online reviews help to improve generally performance of an organization since it helps managers in decision making and resources allocation. It also helps the organization analyze its strengths, weakness, opportunities and threats to improve its goods and services. The benefits of organizational analysis is to help improve organizational performance in relation to is competitors through its mission, vision, resources allocation, product and services, governance, organizational culture and ethics, competitive advantages, employee and customer satisfaction (Bekefi, 2008). Hospitality industry plays an important economic role in United States of America (Zacks, 2012). Hotel industry across the globe is affected by fluctuations in demand of their goods and services depending with the prevailing season. A specific hotel needs to develop a products and services that will ensure constant income throughout the year despite the existing competitors. Their services should be unique and competitive compared to the products and services of their real competitors. Customer satisfaction is a key factor to the success of any hospitality organization. Hospitality industry offers home like services to unique customers away from home. Therefore the customer expectations for quality goods and services are higher in hospitality industry than in any other industry (Taylor, 2012). To improve services delivery and maintain customer royalty, an organization must seek to obtain the customers feed back in regard to their services. In the current information age most customers seek their products and services online. Customers also give negative and positive feedback online in Social Medias as well as the company’s website. Renivate software is an online platform specifically

Project Deliverable 6B PowerPoint Presentation Example | Topics and Well Written Essays - 750 words

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Project Deliverable 6B PowerPoint Presentation Example | Topics and Well Written Essays - 750 words

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Tragedies of Postpartum Psychosis Essay Example for Free

Tragedies of Postpartum Psychosis Essay Tragedies of Postpartum Psychosis: Ethical Decisions and Sentencing Postpartum depression affects approximately ten to twenty-two percent of women and as many as about eighty percent of women suffer from some sort of â€Å"baby blues†. Even so, the much more serious problem of postpartum psychosis only occurs in as few as one in every five hundred births (Williams, 2002). Postpartum psychosis can have catastrophic outcomes, like in the case of Andrea Yates. What should happen to women like Andrea? Prison, the death penalty or a mental institution? Ethical issues, such as postpartum psychosis crimes, are debated using various theories of ethics. Postpartum psychosis tends to have a rapid onset within the first four weeks after giving birth, whereas postpartum depression has a slower onset occurring around weeks six through twelve after childbirth (Williams, 2002). In postpartum psychosis, the symptoms include mood changes, delusional thoughts, paranoia and hallucinations. Symptoms can intensify or lessen. Women suffering are often afraid to ask for help due to the paranoia and guilt felt surround the disorder. Left to manage symptoms themselves, tragedies often occur as affected women committing suicide or infanticide. When such crimes occur, people debate how to deal with the women accused. Being committed to a mental institution is one course of action for such women. The argument for this is that these women are in need of psychiatric treatment, that they are unable to distinguish between right or wrong at the time of act due to their altered view on reality. Andrea Yates, for example, believed that she had Satan inside her and that she was unable to raise the children properly because of it; that they couldn’t be saved and were going to burn in hell (Roche, 2002). Andrea believed that her being evil was causing her children to not be righteous and that she needed to be executed. The only way for that to happen was for Andrea to kill her children. Women accused of such crimes can get the help they need in an institution, where they are unable to harm themselves or their children. These women always carry with them the horror and guilt for what they have done, once they are no longer sick. Postpartum psychosis is a mental disability and should be treated as such. It would be a huge injustice to the affected women to be placed in prison, or worse yet sentenced to death. The crimes that they commit, infanticide and the like, are unspeakable; however it would not serve them or society well to have them locked up in prison and continue to suffer from this illness. If placed in a mental institution they may be rehabilitated into productive members of society once again. However there are opposing views on this subject. One of the opposing thoughts is that the crimes are so heinous that these women must pay retribution for what they have done (Anonymous, 2008). Many believe that convicted women should be paying their debt to society from behind prison bars, that these women are a risk to society like any other murderer and should serve time accordingly. Complicating the situation are the callous women who commit such crimes and then use postpartum psychosis as a defense when they are not suffering from this illness. One example of uch would be Susan Smith, who lied about the disappearance of her two young sons and then later claimed that she suffered from postpartum depression causing her to kill her children. Investigators on her case found that she was dating a man who â€Å"wasn’t ready for a ready-made family (Gibbs, Booth, Gregory, Monroe, Towle, 1994). † Therefore, doubt is cast in the minds of society and they see all infanticides as horrific crimes where justice must be sought for the innocent victims. Committing capital offices such as the murder of children and infants are offenses that are eligible for the death penalty. Due to the appalling nature of the crimes committed many want to see the offender to be put to death instead of wasting tax-payer dollars to keep them in prison for life. This is just another way society seeks retribution for these horrid crimes. People believing that the women accused of these crimes are not really mentally ill may have a couple of different viewpoints for deciding their fates through sentencing. Viewpoints on sentencing convicted women to prison or the death penalty may depend on Kantian and cultural relativism theories of ethics. Kantian views on ethics rely on reason to apply categorical ethical principles (Waller,2008, pg. 21). In applying reason to the murdering of innocent children, ethically the convicted women belongs either in prison or sentenced to death. Kantian views believe in the â€Å"golden rule† – do to others what you would have them do to you. Keeping that in mind then the killing of another person would bring upon punishment to the accused. Kantian also believes that we are responsible for our actions, good or bad, and is a product of free will (Caswell, 2006). In keeping with this view then, these women are morally responsible and choose, due to free will, to end their children’s life; therefore they should be held accountable. Another theory that would support imprisonment or death penalty sentence, for non-believers of the women being truly mentally ill, would be cultural relativism. Cultural relativism is defined as ethical judgments made relative to a given culture. Cultural relativism is basically the relativity of its society’s values, and murder is wrong no matter who is the victim. specially when it involves innocent victims such as infants and children. Therefore, if the murdering of children is wrong then there should be someone held accountable for the crime. It is hard for society to imagine that a child could die at the hands of their own mother. Unfortunately, with the blood on the mother’s hands she is placed in front of the firing squad, so to speak, so that justice can be served for the children. Under cultural relativism then, anyone convicted of such a crime should be punished to the fullest extent of the law. But is this the right solution to the problem? Possibly taking on a more sympathetic view, such as care ethics and intuitionists, can help us in choosing the right sentencing for these women. People who believe in care ethics are more about caring for the person than for justice for the crime (Tong and Williams, 2009). Women committing these crimes need medical help more than they need to be placed behind bars and people looking at this from the care ethics viewpoint can see it this way. They are not blinded by the need for justice and have sympathy for not only the innocent victims, but also the accused. The accused are victims in many ways also. These women have been let done by the medical community and some by their families who have seen the signs and have not gotten them help before it had escalated into tragedy. Care ethicists can see that there truly is a problem and by placing the woman behind bars or worse yet, sentencing them to death, there is a bigger tragedy occurring: the continued victimization of a mentally ill woman. Intuitionist feel they know what is the right thing to do, as in the Waller (2008) he told of Huck Finn debating over whether or not to turn in his friend Jim, a slave owned by someone who had always been kind to him. Huck decided not to turn Jim in and let him go, knowing that ultimately slavery is wrong. This won over the fact that he was â€Å"stealing† Miz Watson’s property by helping Jim escape. The same can be applied to the women that have committed crimes while suffering from postpartum psychosis. Intuitionists know that the act was wrong and should require retribution for their crimes. However, the bigger issue is identifying postpartum psychosis as a medical condition and treating the accused accordingly. In conclusion, I believe that people choosing not to recognize postpartum psychosis as a medical condition seek out more severe punishments for the crimes. In doing so, Kantian views and cultural relativism are two ways that they justify their beliefs on severe sentencing. Kantian views are very strict and absolute – breaks a rule, you need to be punished accordingly. Cultural relativism is based on the societal ethics, break a societal rule punishment ensues. I believe this side of the debate just wants to see justice done for the innocent victims. Whereas care ethicists and intuitionists want justice, but they also want what is intrinsically right done. Sending the accused to prison or to death row, does not provide justice for the innocent victims, it would only add to the family’s suffering and create more victims. Care ethicists look at taking care of the accused as opposed to being out for revenge or justice. Intuitionists look at what they feel is the right decision, and sending someone away for a crime that they committed when they were not in control of themselves does not feel morally correct to them. References http://www.time.com/time/nation/article/0,8599,218445,00.html http://plato.stanford.edu/archives/fall2009/entries/feminism-ethics/

The Inhibitory Effects of Low Power Radiofrequency

The Inhibitory Effects of Low Power Radiofrequency Inhibitory effects of low thermal radiofrequency radiation on physiological parameters of Zea mays seedlings grown Mihaela Răcuciu1, Cora Iftode2 and Simona MiclăuÃ…Å ¸3 Abstract. The inhibitory effects of low power radiofrequency field on physiological parameters of Zea mays plantlets developed from exposed seeds were obtained in present experiment. Identical biological samples of 30 Zea mays seeds with a uniform genophond were exposed to a continuous wave at a frequency of 1GHz, inside a transverse electromagnetic (TEM) cell, for different exposure times between 0 and 8 hours, and then let to germinate. By numerical dosimetry computations, an average specific absorption rate (SAR) of energy deposition per sample of 0.47W/kg was obtained and SAR distribution over the sample was determined. The assimilatory pigments (chlorophyll a, chlorophyll b and total carotenoid pigments) and average nucleic acids (DNA and RNA) contents in the green tissues of all experimental samples as well as in the control plants were assayed by spectrophotometric methods, after 12 days of plant growth. Decreased levels of all assimilatory pigments and nucleic acids were obtained for a ll exposure durations, as compared to the control sample. Also, it was found that the enhanced exposure time had an inhibitory effect on the growth of the 12 day old plantlets. Introduction The scientific interest about the effects of high frequency electromagnetic fields on biological materials, especially plants, dates since the 19th century [1]. Not a few of the earlier experiments on plant material have been focused on the effect of radio frequency electromagnetic fields on seeds. In many cases, the short exposure resulted in increased germination rate and stimulation of seedlings growth [2]. Ponomarev et al. [3] investigated the influence of low intensity microwave radiation on the germination of cereals (winter and spring wheat, spring barley, oats), observing an increasing of germination rate for all the treated seeds. Khalafallah et al. showed in their experiment that the germination grains and growth rate of exposed maize seedlings, significantly increased compared to the control. Also, photosynthetic pigments levels, total soluble sugar and total carbohydrates were positively affected by 945MHz electromagnetic field exposure [4]. Jonas reported that the action of microwave radiations on Zea mays seedlings damaged the photosynthetic system and led to significant increase of the carotene and anthocyanin production [5]. Tkalec et al. exposed Lemna minor L. plants to 900 MHz electromagnetic field and then was observed a decreasing of the plants growth for 2 hours exposure, even if the germination rate and the root lengths not changed significantly [6]. M. Ursache et al. [7] exposed Zea mays seedlings at 418 MHz electromagnetic field for relatively short exposure times (1 to 4 hours), and observed increasing of the photosynthetic pigments levels. L. Oprică [8] has studied microwave treatment with power density under 1 mW/cm3 on rapeseeds and concluded that the exposure determined variations of catalase and peroxidase activities depending on the age of the plants and time of exposure. Sandu et al. [9] studied the 400MHz electromagnetic field influence on the black locust (Robinia pseudoacacia) seedlings. Chlorophyll a as well as chlorophyll b level was found to decrease and chlorophyll ratio was decreasing logarithmically to the increase of daily exposure time on the electromagnetic field. Rou x et al. [10] showed that a non-thermal 900MHz electromagnetic field is able to evoke rapid accumulation of some transcripts (like Ca2+ receptors) that are known to play a role in the early events of plant responses to stress in tomato plants. The present study aimed to quantify the effects of low-power 1GHz electromagnetic field action on Zea mays seeds, by assessing of the photosynthetic pigments and nucleic acid total level in seedlings developed from exposed seeds. The seeds exposure took place in a well-controlled environment and was seconded by a proper microwave dosimetric analysis. Materials and methods Biological material. Considering its economic importance for agriculture and food industry the popcorn seeds (Zea mays) were chosen as biological material. In order to diminish the putative genophond variations in this experiment were used seeds from a single plant with vigorous biological features from an experimental micropopulation. Irradiated seeds germination occurred on porous paper support, in darkness and closed Petri dishes, environmental conditions being kept under peer control (temperature being 24 ±0.50 C and 98% humidity). After germination the young plantlets development was conducted in the same controlled laboratory conditions (t=23 ±0.50C, illumination -11h: 13h light/dark cycle and 90% humidity) and the culture medium of young plantlets was daily watered with the same amount of deionized water. Exposure system and modelling-simulation. Biological samples composed of 30 Zea mays seeds each, having a uniform genophond, were exposed one by one (in a Petri dish) to 1GHz microwave, inside a transverse electromagnetic (TEM) cell, for different exposure times between 1 hour and 8 hours (Fig. 1). The TEM cell was model IFI CC-104SEXX (Instruments for Industry, USA) and at the input port the incident power Pin=11.5W was delivered from a radiofrequency signal generator model Hameg HM 3184-3 through a power amplifier Ophir 5150. At the output port the cell was terminated by a 50 ohm matched impedance. In this way, a relatively uniform electric (E) field strength distribution was obtained in a large volume between the floor and the septum of the TEM cell [x], at the place where the sample was exposed. A modelling-simulation step followed, in order to obtain the specific absorption rate of energy deposition (SAR) in the sample. The validation of the approach [x] showed that in general a good agreement between measured and simulated SAR is obtained. In present case, the simulation was made in CST Microwave Studio. The simulated TEM cell and the sample disposal inside it is observed in Fig. 1a, while in Fig.1b the distribution of the seeds in the Petri dish during exposure is indicated. Getting primary data from the real sample, each corn seed was then modelled as a little ellipsoid, with the axes of 10.80.41 cm, and with an average mass of 0.317g. The mass density of a corn seed was of 1.8628g/cm3. The dielectric properties of the seeds were extracted from [xx], by considering an average of 23% relative humidity of the sample. So, the dielectric data for Zea mays were: relative permittivity real part which is related to the stored energy, was ÃŽ µÃ¢â‚¬â„¢r=7.15, relative permittivi ty – imaginary part, which is related to the dissipation (or loss) of energy was ÃŽ µÃ¢â‚¬ r =1.52, and the electric conductivity was ÏÆ'=84.510-3 S/m. (b) Fig.1. The modeled TEM cell and the disposal of the corn seeds sample inside it, for uniform exposure to 1GHz/11.5W: a) the position of the Petri dish inside the cell during the exposure; b) the disposal of the seeds inside the dish Analysis methods. The assimilatory pigments (chlorophyll a, chlorophyll b and total carotenoid pigments) and average nucleic acids (DNA and RNA) levels in the green tissues of all experimental samples as well as in the control plants were assayed by spectrophotometric methods using a JASCO V530 spectrophotometer UV-VIS device provided with quartz cells of 1cm width, after the 12 days of plant growth. Using the Lichtenthaler and Welburn’s method [11], the assay of the assimilatory pigments extracts (in 80% acetone) was performed, while the assay of nucleic acid level (in perchloric acid 6% extracts) was carried out accordingly to modified Spirin’s method (Spirin [12]; Struchkov et al. [13]). Spectrophotometric measurements were performed at the wavelengths of: 663nm, 646nm and 470nm (versus acetone 80%) for the assay of chlorophylls (Chla, Chlb) and carotenoids pigments (Car) from green tissues and, at 260nm and 280nm (versus perchloric acid 6%) in the case of nucleic ac ids. For obtaining of photosynthetic pigments levels, the formulas from Lichtenthaler and Welburn [11] were applied while the calibration curves (based on the spectral readings to the mentioned wavelengths) were used in the case of nucleic acids. The biological material, used in the analysis conducted in this study, was consisted of green tissue obtained by mixing up the green tissue from the all young plantlets grown from each experimental group (sample). It was used the same amount of fresh green tissue mass for each experimental sample. Plant individual length was measured with 0.1cm precision and the average lengths and the standard deviations were calculated for each batch of test seeds. Using the Student test, the confidence interval was calculated for every batch of plantlets for the confidence levels P = 90%, 95% and 99%. Since chlorophylls ratio revealed the response of the LHC II system (Light Harvesting Complex II) to the external stimuli, these experimental data offered the main insight into the photosynthesis complex processes (Ort et al.[14]). Statistic analysis. Statistic analysis of the experimental data, resulted from the three repetitions of the whole experiment, was accomplished by means of ANOVA test applied using MsExcell soft package to evaluate reliability of modifications induced by electromagnetic field exposure in comparison to the control ones as well as among the samples corresponding to different exposure time, considering the significance criterion of 0.05 (p value). Results and discussions The SAR distribution, obtained in the simulation (Fig.2), was not very uniform, varying between 0.27-0.65W/kg, with an average value SARavg=0.47W/kg. With this SAR value, and by considering a specific heat of the corn c=3350 J/kg.degC, an expected temperature increase due to microwave exposures between 0.50degC and 4.04degC is expected, when no heat exchange would take place between the seeds sample and the environment. This would conduct to a low-thermal effect. Fig.2. SAR distribution along the 30 seeds probe exposed in the TEM cell at 1GHz The average lengths of plantlets and afferent standard deviations were calculated for each batch of test seeds and represent in Figure 2 in function of electromagnetic field exposure time. It was found an inhibitory effect on plant growth under the 1GHz electromagnetic field action with enhanced exposure times. The confidence interval was calculated for every batch of plantlets using the Student test, for the confidence level P = 90%. All length plantlet results are statistically significant in comparison to control. Fig.2. The average length of 12 days old plantlets in function of exposure time The contents of photosynthesis pigments (a and b chlorophylls and total carotenoids) in the green tissue of young Zea mays plantlets (aged of 12 days) for experimental samples in Fig. 3 are presented. The chlorophyll a level, the main photosynthesis pigment, was found decreased for all electromagnetic field exposure times used in this experiment comparatively to the control sample (plants growth was performed only in deionised water presence) (statistically significant in relation to the threshold of 0.05). Fig. 3. Assimilatory pigments level in Zea mays plantlets versus 1GHz electromagnetic field exposure time. (Chl a –the content of chlorophyll a, Chl b – the content of chlorophyll b, Car – the content of total carotenoid pigments). The total assimilatory pigments contents had the same variation to the increase of exposure time of electromagnetic field action on 12 days young plantlets that was observed for chlorophyll a level. The chlorophylls ratio (chlorophyll a / chlorophyll b) is considered the best indicator upon the photosynthesis process efficiency (Ort et al.[14]) which provides indirect information on the enzymatic aggregates of the Light Harvesting Complex II (LHC II) from the photosynthetic system II located in the chloroplasts membranes. A slight variation of chlorophylls ratio was observed for enhanced exposure time only for the greater exposure time (8 hours) was observed decreased value, with 22% than unexposed sample value (statistical significance was ensured relatively to the threshold of p Fig. 4. The effects of electromagnetic field exposure on chlorophylls ratio (Chl a/Chl b) From results, it was observed for relatively small exposure times a tendency to accumulation of more chlorophylls than carotenoids while for enhanced exposure times (between 4 and 8 hours) this tendency has been changed, observing an accumulation of more carotenoids than chlorophylls at plant level. Chlorophylls to carotenoids ratio decreased with 1GHz electromagnetic field exposure time (Fig. 5). Fig.5. (Chl a+Chl b)/Car level for the plantlets provided by electromagnetic field exposed seeds The nucleic acids average content in young Zea mays plantlets after 12 days of grown developed from 1GHz electromagnetic field exposed seeds is presented in Fig. 6. It was observed that for increasing electromagnetic field exposure time the nucleic acid biosynthesis was inhibited (about 75 %) in comparison to the control sample (plants developed from unexposed seeds). Applying the t-test to compare control and test sample, data for the average nucleic acid level statistic significance (p Fig. 6. The level of DNA and RNA for the plantlets provided by electromagnetic field exposed seeds Conclusions References [1] P. A. Ark, W. Parry, â€Å"Application of high-frequency electrostatic fields in agriculture,† The Quarterly Review of Biology, vol. 15, no. 2, pp. 172–191, 1940. [2] V. N. Tran, â€Å"Effects of microwave energy on the strophiole, seed coat and germination of acacia seeds,† Australian Journal of Plant Physiology, vol. 6, no. 3, pp. 277–287, 1979. [3] Ponomarev, L. I., V. à Ã¢â‚¬ ¢. Dolgodvorov, V. V. Popov, S. V. Rodin, à Ã… ¾. à Ã‚ . Roman, The effect of low-intensity electromagnetic microwave field on seed germination (in Russian), Proceedings of Timiryazev Agricultural Academy, 1996, 2, 42–46. [4] A.A. Khalafallah, Samira M. Sallam, Response of maize seedlings to microwave at 945MHz, Romanian Journal of Biophysics, Vol. 19, No. 1, P. 49–62, 2009 [5] Jonas, H., Responses of maize seedlings to microwave irradiations, Environmental Pollution Series B. Chemical and Physical, 1983, 6, 207–219. [6] M. Tkalec, K. Malaric, B. Pevalek-Koylina, Influence of 400, 900, and 1900 MHz electromagnetic fields on Lemna minor growth and peroxidase activity, Bioelectromagnetics, vol.26(3), pp.185–193, 2005. [7] M. Ursache, G. Mindru, D.E. Creanga, F.M. Tufescu, C. Goiceanu, The effects of high frequency electromagnetic waves on the vegetal organisms, Rom. Journ. Phys., Vol. 54, Nos. 1–2, P. 133–145, 2009 [8] L., Oprica, Effect of microwave on the dynamics of some oxidoreductase enzymes in Brassica napus germination seeds, „Alexandru Ioan Cuza† University Scientific Annals genetic and Molecular Biology Section, 2008, IX(4), 11–16. [9] D. D. Sandu, C. Goiceanu, A. Ispas, I. Creanga, S. Miclaus, D.E. Creanga, A preliminary study on ultra high frequency electromagnetic fields effect on black locust chlorophylls, Acta Biologica Hungarica, 56(1/2) (2005), 109-117. [10] D. Roux, A.Vian, S. Girard, P. Bonnet, F. Paladian, E. Davies, G. Ledoigt, Electromagnetic fields (900MHz) evoke consistent molecular responses in tomato plants, Physiologia Plantarum, vol. 128, pp.283-288, 2006. [11] H.K. Lichtenthaler, A.R. Wellburn, Determinations of total carotenoids and chlorophylls a and b of leaf extracts in different solvents, Biochem. Soc. Transact., 11, 591 – 559 (1983) [12] A. Spirin, Spectrophotometric determination of total nucleic acids, Biokhimiya (USSR), 23, 656–662 (1958) [13] V.A. Struchkov, N.B. Strazhevskaya, R.I. Zhdanov, DNA-bound lipids of normal and tumor cells: retrospective and outlooks for functional genomics, Bioelectrochemistry, 58, 23-30 (2002) [14] D. Ort, J. Whitmarsh, Photosynthesis. Encyclopedia of Life Sciences. Macmillan, London; 2001. [x] C. Iftode C., S. Miclaus, â€Å"Design and Validation of a TEM Cell Used for Radiofrequency Dosimetric Studies†, Progress in Electromagnetic Research – PIER, vol. 132, pp.369-388, 2012. [xx] E. Surducan, C. Neamtu, V. Surducan, Dielectric properties of Zea mays kernels – studies for Microwave Power Processing Applications, Processes in Isotopes and Molecules, Journal of Physics: Conference Series 182 (2009) 012017, IOP Publishing, 2009.

The Life Of Charles Dickens :: essays research papers fc

The Life of Charles Dickens   Ã‚  Ã‚  Ã‚  Ã‚  Charles Dickens was a nineteenth-century novelist who was and still is very popular. He was born in Landport, a region of Portsmouth, on February 7, 1812 (Kyle 1).   Ã‚  Ã‚  Ã‚  Ã‚  Charles Dickens was the son of John Dickens and Elizabeth Barrow. John Dickens was a minor government official who worked in the Navy Pay Office. Through his work there, he met Elizabeth and eventually married her. By 1821, when Charles was four months old, John Dickens could no longer afford the rent on his house. John Dickens loved to entertain his friends with drinks and conversation. Throughout his life, he was very short of money and in debt. He often had to borrow money to pay off the debt and borrow more money to pay off the people he borrowed the money from. Later on, John Dickens was transferred again to work in the naval dockyard at Chatman. It was here that Charles Dickens' earliest and clearest memories were formed (Mankowitz 9-14).   Ã‚  Ã‚  Ã‚  Ã‚  Charles' education included being taught at home by his mother, attending a Dame School at Chatman for a short time, and Wellington Academy in London. He was further educated by reading widely in the British Museum (Huffam).   Ã‚  Ã‚  Ã‚  Ã‚  In late 1822, John was needed back at the London office, so they had to move to London. This gave Charles opportunities to walk around the town with his father and take in the sights, sounds, and smells of the area. This gave him early inspiration that he would use later on in his life when he started to write (Mankowitz 13-14).   Ã‚  Ã‚  Ã‚  Ã‚  James Lamert, the owner of a boot-blacking factory, saw the conditions that the Dickens family was going through. He offered Charles a job there and he was paid six shillings a week which was reasonable at that time. Soon, he was moved downstairs in the sweatshop-like room. Charles had been working at the factory for less than two weeks when his father was arrested for debt. He was sent to debtors prison where he did work to pay off his debt. John paid for Charles' lodging, but Charles had to pay for his food and everything else with the six shillings he earned every week. The details of London and of prison life were imprinting themselves into Dickens' memory and would one day help him in the novels he wrote. After John was in prison for three months, his mother died leaving him enough money to get out of debtors prison (Mankowitz 20-22).   Ã‚  Ã‚  Ã‚  Ã‚  Late in Charles' teens, he became a court reporter. This introduced him to journalism, and he also became interested in politics.

Knight Eliduc Essay

Eliduc is a courtly knight admired greatly by the king of Brittney. The king trusts Eliduc to guard the lands and also grants him free reign to hunt wherever he pleases. Since Eliduc is favored so greatly, many envious enemies try to slander his name to the king. Without credible accusation, the king banishes Eliduc. With hopes that the king will calm down, Eliduc travel to Logres. Eliduc takes with him ten knights, and due to his wife’s mourning and grief of his departure, Eliduc assures her that he will remain faithful. While traveling through the land of Tontes, Eliduc finds the land to be at war. He finds that an old Lord has refused to give his daughters hand in marriage to any beau’s, therefore; another powerful lord wages war for her. Eliduc uses this situation as a chance to prove himself and become favored by the new lord. He insists that he will fight for the king, and so the king allows granting him fine lodging and hospitality. Eliduc plans on tricking the e nemy into thinking they have won, but in their departure, he attacks the enemy. His plan to defeat the enemy works. The king then makes Eliduc a vassal for a year. Hearing of Eliduc’s act of valor, the kings’s daughter Guilliadun wishes to meet him. Immediately, Guilliadun falls in love with Eliduc, however out of respect for his marriage, he is hesitant and reserved. Guilliadun confesses that she will die if she cannot have Eliduc and tries to win him with gifts. Eliduc receives the gifts in grace, but easily masks his affection for Guilliadun. Eliduc does so out of reverence for his wife Guildeluec. Meanwhile, Eliduc’s old king seeks him out and Eliduc does return back to Brittany; however, he promises he will return back to Tontes if needed. Guilliadun is saddened by the news and claims she will kill herself, but Eliduc reassures her of his return. Once Eliduc returns to Brittany he is angered by the negative news he hears of his wife. After quickly ridding the Brittany of its enemies, Eliduc returns to Tontes in search for Guilliadun. They are lovingly reunited and begin to sail home to Brittany. However, Guilliadun is disheartened by the news that Eliduc is married, she faints, in a coma-like state. After noticing how distraught ELiduc was after his return, Guildeluec is convinced he isn’t saddened because of the hermits death at the abbey. Guildeluec sends spies and discovers Guilliadun. Along with feeling betrayed by Eliduc, she feels pity for Guilliadun. After witnessing a weasel bring his mate back to life with an herb, Guildeluec brings Guilliadun back. Eliiduc is informed of the miracle and happily chooses Guilliadun as his new wife. Eliduc’s first wife and new wife â€Å"came to a good end thanks to God, the true divine†. I chose to analyze the quote â€Å"came to a good end thanks to God, the true divine†. Marie implies in the end of the lay that the only way to find serenity through love in this world is by making oneself docile to the charity of selfless love, epitomized in God. I, however, that this quote in no way reflects God. Yes, it involves love; however God is also about faithfulness, honesty and respect. By being reserved from Guilliadun during her first attempts, Eliduc did show respect to his marriage. However, after hearing stories of Guildeluec while he was gone caused him to want to pursue Guilliadun. Eliduc never once asked Guildeluec. It amazed me that Guldeluec was content with Eliduc’s choice. She never tried to win him back but actually felt pity for Guilliadun and her sorrow. Guildeluec’s actions are a reflection of selfless love, which show reverence to God. Ultimately, I thought it was ironic to give thanks to God, being that the outcome, in my opinion was ungodly. Adultery did not take place, however betrayal and mistrust did.

Gestalt Psychology Reflection Essay

At almost the same time the behaviorist revolution was gathering strength in the United States, the Gestalt revolution was taking hold of German psychology. Gestalt theories followed the basic principle that the whole is greater than the sum of its parts. The main founders of Gestalt Psychology are Max Wertheimer, Kurt Koffka and Wolfgang KÃ ¶hler. Max Wertheimer, Kurt Koffka and Wolfgang Kohler worked in establishing theories of Gestalt Psychology. Kurt Koffka His main focus was in the field of cognition and psychological development. Wolfgang KÃ ¶hler also journeyed to Tenerife in the Canary Islands off Africa’ s, to study chimpanzees. KÃ ¶hler suggested that Gestalt theory was a general law of nature that should be extended to all the sciences. The six perceptual organization principles are as follows: Chapter 12 Figures 12.1 (a) (b) (c) (d) 1. Proximity: Parts that are placed close together, they tend to be perceived as a group (a), the circles in three double columns rather than as one large collection. 2. Continuity: There is a tendency in our perception to follow a direction, to connect the elements in a way that makes them seem continuous or flowing in a particular directions. (a) you tend to follow the columns of small circles from top to bottom. 3. Similarity: Similar parts tend to be seen together as forming a group. (b), the circles and the dots each appear to belong together, and you tend to perceive rows of circles and rows of dots instead of columns. 4. Simplicity: A good gestalt is symmetrical, simple and stable and cannot be made simpler. (c) are good Gestalt because they are clearly perceived as complete and organized 5. Closure: There is a tendency in our perception to complete figures, to fill in gaps. (c), you perceive three squares even though the figures are incomplete. 6. Figure/Ground: We tend to organize perceptions into the object being looked at and the background against which it appears. (d) the figure and the ground are reversible, you may see two faces or you may see a vase, depending on how your perception is organized. References Schultz, D. (2011). A history of modern psychology (10th edition) Chapter 12

Tern Paper: Compare Two Companies

Kazakhstan University of Management, Economics, and Strategic Research Bang College of Business MBA program Term Paper: Financial analysis of â€Å"JSC Shubarkol komir† and â€Å"JSC Sat&Company† Prepared by: 20101675 Kim Jonghon 20091481 Nurtas Kadyrbayev Instructor: M Mujibul Haque, Ph. D. Executive Summary This paper provides an analysis and evaluation of the current and prospective profitability, liquidity and financial stability of JSC â€Å"ShubarkolKomir† and JSC â€Å"Sat&Company†. Methods of analysis include trend and vertical analyses as well as ratios such as Debt, Current and Quick ratios.Other calculations include rates of return on Shareholders’ Equity and Total Assets and earnings per share to name a few. All calculations can be found in the appendices. The report finds the prospects of the company in its current position are not positive. The major areas of weakness require further investigation and remedial action by management. Rec ommendations discussed include: – improving the average collection period for accounts receivable · – improving/increasing inventory turnover · – reducing prepayments and perhaps increasing inventory levelsThe report also investigates the fact that the analysis conducted has limitations. Some of the limitations include: forecasting figures are not provided nature and type of company is not known nor the current economic conditions data limitations as not enough information is provided or enough detail. For example, monthly details not known results are based on past performances not present. Acknowledgement We wish to express our sincere gratitude to Dr. M. MujibulHaque, for providing us an opportunity to do our project, and for guidance and encouragement in carrying out this project work.We are heartily thankful that he support from the preliminary to the concluding level enabled us to develop and understanding of the subject. Lastly, We offer our regards t o all of those who supported us in any respect during the completion of the project. Dr. M. MujibulHaque Professor, Dean of Bang colledge of Business KIMEP, 4 Abay Ave. Dear Dr. Haque: We are submitting herewith our term paper entitled JSC â€Å"ShubarkolKomir† and JSC â€Å"Sat&Company†. The main purpose of this paper is to master a set of concept to make effective financial analysis. The paper shows detail approaches and methodology which are was applied during our paper.We hope that this paper will merit your approval. Sincerely, Nurtas Kadyrbayev Kim Jonghon Contents Title page †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 Executive Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 Acknowledgement †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 Letter of Transmittal †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Table of Contents †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Table of Figure/Tables †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 I. Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 1. Objective †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2. Scope †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 3. Methodology †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 4. Limitation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 II. Findings and Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 1. Shubarkolkomir† and â€Å"Sat&Company† companies overview †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 2. Du Pont analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 3. Working capital policy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 4. Capital Structure Policy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 17 5. Dividend Policy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18 6. Break-even analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 23 7. P/E ratio analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 24 8. Vertical analyses †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 25 9. Trend analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 III. Summary and Recommendations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 33 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 35 Appendices †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 36 List of Tables and Figures Table 1 Du Pont analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 0 Table 2 Working capital †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 Table 3 Liquidity analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 Table 4 Debt analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Table 5 Profitability analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Table 6 Efficiency analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 Table 7 Capital structure †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 17 Table 8 Capitalization rate †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 17 Table 9 Dividend policy ratio †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 Table 10 Break-even †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 23 Table 11 P/E ratio †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 24 Table 12 Vertical analysis (Income Statement) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 25 Table 13 Trend analysis (Income statement) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 25 Table 14 Vertical analysis (Balance Sheet) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 Table 15 Trend analysis (Balance Sheet) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 29 Table 16 Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 33 Figure 1 Return on equity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Figure 2 Current Assets/Total Assets †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Figure 3 Current ratio †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Figure 4 Acid-test ratio †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Figure 5 Debt analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Figure 6 Sales growth rate †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 14 Figure 7 Profitability analysis â € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 Figure 8 Efficiency analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 16 Figure 9 Dividend policy ratios †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 22 Figure 10 Leverage analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 23 Figure 11 Price per share/EPS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 24 I. IntroductionA financial statement analysis is an important business activity that helps the top management assesses the stability and profitability of the business. It is important to carry out a financial analysis, as it enables the management to decide upon the continuation or discontinuation of a particular project and to take decisions regarding the purchase of raw material and machinery, investments, lending, and so on. Financial statement analysis involves the comparison of information of one entity over different periods of time or the comparison of information of different entities during the same period.The four main statements that are analyzed during the procedure include the balance sheet, income statement, statement of owner’s equity, and statement of cash flows. Based on financial statements for past three years, they are 2010, 2009, 2008 which were available on Kazakhstan Stock Exchange (KASE) of each company, we make a financial analysis. We have applied 3 methods to evaluate the position of these companies through methods like ratio analysis, vertical analysis, trend analysis, and common-size analysis.Limitations of this paper that there is considerable subjectivity involved as there is no theory as to what should be the right number for the various ratios. Further, it is hard to reach a definite conclusion when some of the ratios are favorable and some are unfavorable. Ratios are based on financial statements that reflect the past and not the future. Unless the ratios are stable, one cannot make reasonable projections about the future trend. Financial statements provide an assessment of the costs and not value. For example, the market value of items may be very different from the cost figure given in the balance sheet.II. Findings and Analysis Joint Stock Company â€Å"ShubarkolKomir† is one of the producers of steam coal largest in Kazakhstan. Shubarkol (from Kazakh shubar – spotty, kol – the lake) – spotty lake. JCC ShubarkolKomir was created by mergering of Open joint stock company â€Å"Shubarkolskiirazrez† and open joint stock company â€Å"Shubarkolskoe transportation management†. JSC ShubarkolKomir activity also covers pits on production of a construction stone, coal processing, operation of access roads, rail transportation, shunting works, and also production and water sale. The company managed by Board of directors.Chief executive officer setted by board of directors. Form of ownership of JSC â€Å"ShubarkolKomir† is private. Joint Stock Company  « SAT Komir  »is formed in November, 2009. Enterprise primary activity is working out of coal deposits. – Lines of activity: †¢ Investigation and working out of coal deposits. †¢ Extraction and realization coal for the industry and household consumption. – The purposes: †¢ To achieve good results in development of the coal industry. †¢ Successfully to solve problems on maintenance of internal requirements of the country in firm fuel and to an exit on the world market.The company develops the Kumyskuduksky site of the Verhnesokursky deposit of brown coal in the Karaganda in the Republic of ?azakhstan. Balance stocks of a site make more than 356 million tons of coal, from which 124,3 million tons are considered on categories, And, In and ?1. On a geological structure, consistency of capacity of layers and qualities of coal, the Kumyskuduksky site is carried to 1 group, according to classification of stocks of deposits of firm minerals. Coal mining is carried out by open way, horizontal ledges with transportation of mountain weight by motor transport.The project on deposit working out is made Open Company  «Karaganda o f Hypromines and To ». Till the end of 2010 it is planned to reach extraction volumes in 1,0 million tons of coal, 2011 to leave on designed capacity of 1,5 million tons of coal of year. To in parallel mountain works additional investigation of two reserve areas representing high potential for increase of resource base is spent. Now the company realizes high-quality coal of marks 2B, 2BC, 3B, 3BC. The prices for production for today make 2600 tenge shipment at own expense, and 3600 tenge from the car.The flexible system of discounts, depending on volume is provided. Joint Stock Company â€Å"SAT & Company† aims to join the top 30 largest metallurgical holdings of the CIS in terms of market capitalization. SAT & Company JSC solves the following tasks to achieve this aim: †¢ Concentrating the Group’s activities in the most promising sectors: metallurgy and mining sector; †¢ Launching new plants and reaching production capacity; †¢ Supporting liquidity of The Group’s assets and increasing capitalization by approaching foreign capital markets and selling minority share interest.Main activity is wholesale of oil products, petrochemistry, metal processing, air transportation and investments in the fastest developing sectors: construction, oil trading, oil and gas engineering, metallurgy, petrochemistry and transport. Du Pont analysis Table 1. Du Pont analysis | JSC Shubarkol komir| JSC Sat&Company| Du pont| 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| Net profitmargin| 30%| 25%| 33. 9%| 29. 6%| 60%| 0. 89%| 43. 6%| 34. 8%| Total Assetturnover| 0. 67| 0. 79| 1. 38| 0. 94| 0. 033| 0. 128| 0. 39| 0. 183667| EquityMultiplier| 2. 47| 2. 2| 2. 5| 2. 39| 2. 11| 1. 7| 1. 48| 1. 63333| ROE| 49. 66%| 43. 86%| 117%| 70. 17%| 4. 17%| 0. 195%| 25. 23%| 9. 86%| Figure 1. Return on equity Return on equity measures the rate of return on the ownership interest of the common stock owners. It measures a firm's efficiency at generating pro fits from every unit of shareholders' equity. ROE shows how well a company uses investment funds to generate earnings growth. On figure 1,is shown the rapid decline of return on equity from 2008 to 2009, and from 2009 to 2010 ROE was increased only for 5. 8% approximately. We can assume that world financial crises affected to Kazakhstan at the end of 2008.All manufacturing companies were suffered due to financial crisis. If we compare Subarkol and Sat companies, Sat company is more capable for generating cash internally. One of the reason could be total asset turnover. If we look to other factors, so we can see that total asset turnover of both companies are declining each year. Table 2. Working Capital | JSC Shubarkol komir| JSC Sat&Company| Working Capital| 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| Current Assets/Total Assets| 0. 14| 0. 17| 0. 16| 0. 15| 0. 11| 0. 27| 0. 28| 0. 22| CurrentAssets/Sales| 0. 21| 0. 22| 0. 12| 0. 18| 3. 22| 2. 11| 0. 73| 2. 2| Figure 2. Cu rrent Asset/total asset Aggressive Investment Policy results in minimal level of investment in current assets versus fixed assets. In contrast, a conservative investment policy places a greater proportion of capital in liquid assets with the opportunity cost of lesser profitability. In order to measure the degree of aggressiveness, following ratio will be used: AIP = Total Current Assets/ Total Assets. Where average ratio of Shubarkol is lower than Sat Company. Thus, Shubarkol Company has a relatively aggressive policy, which leads to higher risk and higher return in comparison with Sat Company. Table 3.Liquidity analysis | JSC Shubarkol komir| JSC Sat&Company| Liquidity analysis| 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| Current Ratio| 0. 73| 0. 59| 0. 40| 0. 57| 0. 59| 2. 71| 2. 74| 2. 01| Acid-test Ratio| 0. 48| 0. 41| 0. 28| 0,39| 0. 46| 2. 46| 2. 5| 1,80| Figure 3. Current ratio Figure 4. Acid-test ratio Another strong aspect of the company’s operation is its liquidity. From average liquidity ratios of both companies, Sat show better result than Shubarkol, it can cover its debt even if we exclude inventory. In order to cover its current liabilities Shubarkol Company should sell out its inventory.Table 4. Debt analysis | JSC Shubarkol komir| JSC Sat&Company| Debt analysis| 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| Leverage ratio| 2. 47| 2. 21| 2. 54| 2. 40| 2. 11| 1. 7| 1. 48| 1. 76| Total Debt ratio| 0. 59| 0. 55| 0. 61| 0. 58| 0. 52| 1. 41| 0. 33| 0. 75| Debt-equity ratio| 1. 47| 1. 21| 1. 54| 1. 40| 1. 11| 0. 70| 0. 48| 0. 76| Interest coverage ratio| 25. 46| 13. 43| 31,1| 23. 33| 2. 34| 5. 83| 2. 17| 3. 45| Figure 5. Debt analysis Shubarkol komir has higher leverage ratio that Sat Company, which means it has possible difficulty in paying interest and principal while obtaining more funding. Leverage ratio=Total assets/Shareholders’ equity. The debt ratio gives an indication of companies total liabilities in relation to their total assets. The higher the ratio, the more leverage the company is using and the more risk it is assuming. Both total assets and liabilities can be found on the balance sheet. The debt ratio of both companies show low level. [Debt Ratio = Total debts/Total Assets] The debt to equity ratio is the most popular leverage ratio and it provides detail around the amount of leverage (liabilities assumed) that a company has in relation to the monies provided by shareholders.As you can see through the formula below, the lower the number, the less leverage that a company is using. Again, like the debt ratio, we must understand the drawbacks of this formula. Totalliabilities include operational liabilities that are required to run the business. These are not long term in nature and can distort the debt to equity ratio. Some will exclude accounts payable from the liabilities and/or intangible assets from the shareholder equity component. Debt to equity ratio = Total debts/total equit y] The interest coverage ratio tells us how easily a company is able to pay interest expenses associated to the debt they currently have. The ratio is designed to understand the amount of interest due as a function of companies earnings before interest and taxes (EBIT). The interest coverage ratio is very closely monitored because it is viewed as the last line of defense in a sense. A company can get by even when it is in a serious financial bind if it can pay its interest obligations. [Interest Coverage ratio = EBIT/Interest Expense] Table 5.Profitability analysis | JSC Shubarkol komir| JSC Sat&Company| Profitabilityanalysis| 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| SalesGrowth rate| 14. 7| -9. 79| 66. 69| 23,86| -44| -54| -24. 4| -40. 8| GrossMargin/Sales| 0. 6| 0. 65| 0. 64| 0,63| 0. 04| 0. 22| 0. 41| 0. 22| EBIT/Sales| 0. 55| 0. 48| 0. 62| 0,55| 1. 29| 0. 21| 0. 33| 0. 61| Return onInvestment| 0. 30| 0. 25| 0. 34| 0,29| 0. 93| 0. 009| 0. 44| 0. 46| Return onAssets| 0. 2| 0. 19| 0. 47| 0,28| 0. 03| 0. 001| 0. 17| 0. 067| Figure 6. Sales growth rate Sat Company’s sales growth rate shows bad results, it has negative rates.Figure 7. Profitability analysis The gross profit margin looks at cost of goods sold as a percentage of sales. This ratio looks at how well a company controls the cost of its inventory and the manufacturing of its products and subsequently pass on the costs to its customers. The larger the gross profit margin, the better for the company. The calculation is: Gross Profit/Net Sales. Operating profit is also known as EBIT and is found on the company's income statement. EBIT is earnings before interest and taxes. The operating profit margin looks at EBIT as a percentage of sales.The operating profit margin ratio is a measure of overall operating efficiency, incorporating all of the expenses of ordinary, daily business activity. The calculation is: EBIT/Net Sales. In average Return on investment has low ratio, even if Sat comp anies’ ratio is higher than Shubarkol company. The Return on Assets ratio is an important profitability ratio because it measures the efficiency with which the company is managing its investment in assets and using them to generate profit. It measures the amount of profit earned relative to the firm's level of investment in total assets.The return on assets ratio is related to the asset management category of financial ratios. The calculation for the return on assets ratio is: Net Income/Total Assets. Table 6. Efficiency analysis | JSC Shubarkol komir| JSC Sat&Company| Efficiencyanalysis| 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| InventoryTurnover| 5. 57| 6. 4| 9. 56| 7. 17| 1. 6| 4. 69| 7. 78| 4. 69| Total AssetsTurnover| 0. 68| 0. 79| 2. 38| 1. 28| 0. 03| 0. 13| 0. 39| 0. 18| AverageCollectionperiod| 1. 68| 7. 29| 1. 2| 3. 39| 3. 26| 2. 91| 0. 65| 2. 27| AccountsPayableturnover| 9. 6| 17. 48| 2. 17| 9. 75| 0. 9| 2. 85| 3. 13| 2. 22| Figure 8. Efficiency analysis Efficiency ratios are ratios that come off the the Balance Sheet and the Income Statement and therefore incorporate one dynamic statement, the income statement and one static statement, the balance sheet. These ratios are important in measuring the efficiency of a company in either turning their inventory, sales, assets, accounts receivables or payables. It also ties into the ability of a company to meet both its short term and long term obligations. This ratio is obtained by dividing the ‘Total Sales' of a company by its ‘Total Inventory'.The ratio is regarded as a test of Efficiency and indicates the rapidity with which the company is able to move its merchandise. Shubarkol Company is able to rotate its inventory in sales in average 7. 17 times in one fiscal year. When Sat company only 4. 69 times. The total asset turnover represents the amount of revenue generated by a company as a result of its assets on hand. Formula: [Total Asset Turnover = Sales/Total Assets]. To tal asset turnover of shubarkol company is higher, thus it has the lower the profit margins, since the company is able to sell more products at a cheaper rate.The Average collection period ratio shows both the average time it takes to turn the receivables into cash and the age, in terms of days, of a company's accounts receivable. The ratio is regarded as a test of Efficiency for a company. The effectiveness with which it converts its receivables into cash. This ratio is of particular importance to credit and collection associates. To convert its accounts receivables into cash for Shubarkol Company takes in average 3. 39 days and for Sat company 2. 27 days. The Accounts Payable turnover shows investors how many times per period the company pays its average payable amount.Thus, Shubarkol's accounts payable turned over 9. 75 times and Sat’s 2. 22 in average during the past year. Shubarkol Company is paying its suppliers very quickly, it may mean that the suppliers are demanding very fast payment terms. Sat Company is paying its suppliers more slowly, and may be an indicator of worsening financial condition. Capital Structure Policy Table 7. Capital Structure JSC Shubarkol komir| #shares| B| EBIT| I| EBT| EAT| Ki| EPS| P| Ke=EPS/P| S=#shares x P| V=S+B| 4,500| 200| 11,236| 24| 11,212| 10,098| 10. 8| 3. 6| 1,250| 0. 9| 5,314,500| 5,314,700| 3,500| 300| 11,236| 39| 11,197| 10,077| 11. 7| 4. 6| 1,181| 0. 39| 4,375,000| 4,375,300| 2,500| 400| 11,236| 56| 11,180| 10,062| 12. 6| 6. 5| 1,140| 0. 57| 2,850,000| 2,850,400| JSC Sat&Company| #shares| B| EBIT| I| EBT| EAT| Ki| EPS| P| Ke=EPS/P| S=#shares x P| V=S+B| 3,000| 1,000| 3,678| 130| 3,548| 3,448| 11. 7| 0. 91| 1,100| 0,08| 3,300,000| 3,301,000| 2,000| 1,300| 3,678| 182| 3,496| 3,366| 12. 6| 1. 37| 1,150| 0. 12| 2,300,000| 2,301,300| 1,000| 1,600| 3,678| 240| 3,438| 3,278| 13. 5| 2. 73| 1,200| 0. 2| 1,200,000| 1,201,600| Table 8. Capitalization rate JSC Subarkol komir| Ki(B/V ) + Ke(S/V) =Ko| 0. 0004| 0. 29| 0 . 29| 0. 0008| 0. 39| 0. 39| 0. 0018| 0. 57| 0. 57| JSC Sat&Company| Ki(B/V ) + Ke(S/V) =Ko| 0. 0035| 0,08| 0. 0835| 0. 0071| 0. 12| 0. 1271| 0. 0180| 0. 22| 0. 2380| For Shubarkol Company the optimal level of debt is 400 000 tenge, because the lowest Ko= 0. 29 and highest price is 1250 tg/share. For Sat&Company the optimal level is 100 000 tenge, where Ko=0. 0835. Dividend Policy Provision on dividend policy of JSC Shubarkol Komir 1. General provisionsThe present Provision on dividend policy of JSC Shubarkol Komir is developed according to the legislation of the Republic of Kazakhstan, the Charter, the Code of corporate governance of JSC Shubarkol komir and other internal documents. The purpose of the present Situation is ensuring balance of interests of Society and Shareholders and a transparent approach at determination of the amount of dividend payments of Society for shareholders. The policy of Society is based on respect and strict observance of the rights of the Shareholders provided by the legislation of the Republic of Kazakhstan, the Charter of Society and its internal documents.The dividend policy of Society is directed on increase of welfare of Shareholders, increase of investment appeal of Society and its capitalization. 2. Main conditions of payment of dividends to Shareholders 2. 1. Society, proceeding from the size of the received net profit (total profit) in a year and requirements of development of production and investment activity, aspires to increase the size of dividends paid to Shareholders along with growth of capitalization. 2. 2. Conditions of payment of dividends to Shareholders of Society are: 1. xistence at Society of a net profit (total profit) in a year defined according to point 3. 1. Provisions 2. absence of restrictions on payment of the dividends provided by point 5 of article 22 of the Law of the Republic of Kazakhstan  «About joint-stock companies »; 3. decision of General meeting of shareholders of Society. 3. Order of determination of the amount of charge of dividends 3. 1. The size of the dividends charged by Society, is defined with the standard. The net profit (total profit) Societies is defined on the basis of its consolidated financial statements made according to IFRS. . 2. According to the current legislation and the Society Charter the Board of directors of Society prepares offers on an order of distribution of a net profit of Society for expired fiscal year and the size of the dividend in a year counting on one common share of Society 3. 3. The Society board of directors by preparation of the offer on an order of distribution of a net profit of Society for expired fiscal year and the size of dividends in a year, recognizes that the sum directed on payment of dividends, should make not less than 17,5 % of a net profit. 3. 4.The question of possibility of payment by Society of dividends on common and preference shares quarterly, time in half a year, or following the results of a year is r egulated according to the current legislation. The question is considered by Society Board, proceeding from the received financial results and look-ahead indicators of the size of dividends of Society actions. 3. 5. The Society board of directors, on the basis of offers of Board of Society, considers the main directions of distribution of a net profit (total profit), and also forms offers on a share of a net profit (total profit), directed on dividend payments. . 6. The Societies of the offer created by Board of directors about an order of distribution of a net profit of Society for expired fiscal year and the size of the dividend in a year counting on one common share of Society are submitted for consideration of General shareholder meeting. 3. 7. The final decision about the size of dividends is established by the decision of General meeting of shareholders of Society. 4. Order of payment of dividends 4. 1. Dividends are paid to Shareholders in the terms established by the Charter of Society and the relevant decision of General shareholder meeting. 4. 2.Society provides timely and complete payment of dividends to Shareholders. 4. 3. Payment of dividends considered transfer of the corresponding sums of money from the Society account on bank accounts of Shareholders according to the decision accepted at General shareholder meeting on terms and an order of payment of dividends. 4. 4. Payment of dividends is made by money or Society securities. Society has the right to make payment of dividends on stocks Society securities provided that such payment is carried out by the declared actions and the bonds issued by Society, in the presence of the written consent of Shareholders.Payment of dividends by securities on preference shares of Society isn't allowed. 4. 5. The taxation of paid dividends is carried out in an order provided by the legislation of the Republic of Kazakhstan. 5. Informing of Shareholders on dividend policy of Society 5. 1. Society places the pres ent Situation, changes and/or additions to it on the corporate website of Society. 5. 2. Within 10 working days from the date of making decision of General shareholder meeting on payment of dividends on common shares of the Society Society publishes this decision in mass media. Thus Society also publishes this decision on the corporate website. . 3. The decision on payment of dividends on common shares of Society should contain the following data: 1. name, location, bank and other details of Society; 2. the period for which dividends are paid; 3. the size of the dividend counting on one common share; 4. start date of payment of dividends; 5. an order and a form of payment of dividends with the indication of the sizes, terms, ways and a form of payment of dividends. 5. 4. The materials provided to Shareholders for decision-making, should contain all necessary information on existence/lack of the conditions necessary for payment of dividends. . Responsibility for incomplete or untimel y payment of dividends to Shareholders 6. 1. Responsibility for appropriate and timely execution of decisions of General shareholder meeting about payment of dividends, including complete payment of dividends, bears Society Board. sizes, terms, ways and form of payment of dividends. Dividend Policy Ratios Dividend policy ratios provide insight into the dividend policy of the firm and the prospects for future growth. Two commonly used ratios are the dividend yield and payout ratio. Table 9. Dividend policy ratios | JSC Shubarkol komir| JSC Sat;Company| 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| Dividend yield| 10. 47| 6. 5| 8. 4| 8. 45| 11. 2| 10. 11| 9. 7| 10. 33| Payout ratio| 25. 4| 19. 7| 23. 25| 22. 78| 31. 56| 30. 7| 20. 9| 27. 72| A high dividend yield does not necessarily translate into a high future rate of return. It is important to consider the prospects for continuing and increasing the diviend in the future. The dividend payout ratio is helpful in this regard. Figure 9. Dividend policy ratios Break-even analysis We assume variable costs consist of 70 of total cost, and rest 30 is fixed costsTable 10. Break-even | JSC Shubarkol komir| JSC Sat;Company| | 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| Break-even| 14| 15. 3| 16. 7| 15. 3| 229| 52| 81| 120. 7| DOL| 1| 1| 1| 1| -1. 69| 1. 21| 1. 12| 0. 21| DFL| 1| 1| 1| 1| 1. 99| 1. 70| 1. 24| 1. 64| TL| 1| 1| 1| 1| -3. 36| 2. 05| 1. 38| 0. 07| Figure 10. Leverage analysis Operating leverage is a measure of how sensitive net operating income is to percentage changes in sales. Shubarkol’ net operating income grows 1 times as fast as its sales, whereas Sat’s net operating income declines for 1. 69 as its sales.Degree of Financial Leverage is very helpful in comparing various firms and the riskiness of their capital structures in a particular industry. The Sat company has high degree of financial leverage than Shubarkol, thus Sat company more riskier, consequently it has high er return. The Shubarkol company will meet break-even point at the level of 16,7 tons in average. The Sat;Company at 229 tons. P/E ratio analysis Table 11. P/E ratio | JSC Shubarkol komir| JSC Sat;Company| P/E| 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| Price per share/EPS| 1,377| 1,936| 840| 1,384| 512. 9| 7,241| 286. | 2,680| Figure 11. Price per share/EPS PE ratio show the â€Å"embedded value† in stocks and are used by the investors as a screening device before making their investment. For example, a high P/E ratio may be regarded by some as being a sign of â€Å"over pricing†. When the markets are bullish or if the investor sentiment is optimistic about a particular stock, the P/E ratio will tend to be high indicating that investors are willing to pay a high price for company’s earnings. Sat company has higher P/E ratio than Shubarkol company. It mean the more the market is willing to pay for this company’s earnings.Vertical and Trend anal ysis Table 12. Vertical analysis (Income statement) | JSC Shubarkol komir| JSC Sat;Company| | 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| Revenue| 100| 100| 100| 100| 100| 100| 100| 100| Cost ofGoods Sold| 39| 35| 36| 36| 95| 77| 58| 76| Gross profit| 61| 65| 64| 63| 5| 23| 42| 23| Financingincome| 0. 31| 0. 21| 0. 17| 0. 23| 0. 84| 18| 3. 2| 7. 3| Otherincome| 4. 5| 1. 5| 0. 7| 2. 06| 759| 162| 65| 328| Sellingexpenses| (0. 08)| (0. 07)| (0. 07)| (0. 07)| 11. 8| 17| 8. 2| 12. 3| General andadministrative expenses| (4. 5)| (5)| (3. 37)| (4. 9)| (446)| (24)| (200)| 223| EarningsbeforeInterestand Taxes| 61. 23| 61| 61. 4| 61| 330| 160| 81| 190| Interestexpense| (3. 22)| (4. 8)| (0. 7)| 2. 9| (68)| 22| 13| 34| Otherexpenses| (1)| (3. 5)| (0. 2)| 1. 56| 237| 150| 67| 151| Earningsbeforetaxes| 57| 52. 7| 60. 5| 56| 0. 36| 0. 15| 2. 7| 1. 07| Incometaxes| (11)| (11)| (16)| (12. 6)| 12. 66| 2. 88| 0| 5. 18| Tax onsuperprofit| (12. 5)| (17)| (16)| (15)| 224. 5| 150| 65| 146| Net I ncome| 33. 51| 24. 7| 28. 5| 20. 23| 224. 5| 150| 65| 146| Table 13. Trend analysis (Income statement) | JSC Shubarkol komir| JSC Sat;Company| 2010| 2009| 2008| Average| 2010| 2009| 2008| Average| Revenue| 17. 2| -9. 3| 200| 69| -44| -60| -3| -36| Cost ofGoods Sold| 30| -10| 49| 23| -33| -40| -22| -31| Gross profit| 10| -9| 507| 169| -89| -75| 53| -72| Financingincome| 74| 13| -16| 23| -97| 166| 0| 23| Other income| 263| 89| -15| 112| 165| 16| 50| 77| Sellingexpenses| 15| -8| 33| 13| -62| -2| -21| -28| General andadministrative expenses| 4| -36| -12| 14| 923| -50| 11| 295| EarningsbeforeInterestand Taxes| 10| -10| 803| 267| 6. 3| -12| 59| 18| Interestexpense| -22| -547| -35| 201| 69| -23| -13| 11| Otherexpenses| -66| -1868| 21| -638| -4| -5. | 46| 12| Earningsbeforetaxes| 19| -21| 10000| 3333| -56| -97| 48. 4| -34| Incometaxes| 17| -39| 861| 280| -145| 0| 0| -48| Tax onsuperprofit| -16| 53| – 12. 3| (15)| -7. 26| -| -| -| Net Income| 45| -34| 858| 20. 23| 289| -4| 168| 52| Ta ble 14. Vertical analysis (Balance sheet) | JSC Shubarkol komir| JSC Sat;Company| ASSETS| 2010 %| 2009 %| 2008 %| Average %| 2010 %| 2009 %| 2008 %| Average %| Current Assets:| | | | | | | | | Cash and Cash Equivalents| 2. 4| 1. 8| 2. 5| 2. 2| 3. 47| 3. 63| 13. 81| 6. 97| FinancialReceivables| 0. 01| 0| 0| 0. 003| 2,94| 11. 23| 7. 03| 7| Inventories| 5| 5| 5. 8| 5. 06| 2. 41| 2. 86| 2. 47| 2. 58| Current portionof Long termassets held tosale| | | | | 1,21| 1. 82| 0| 1. 01| Advances paid and other receivables| 0. 36| 1. 6| 0. 46| 0. 80| -| -| -| -| Value added tax and other tax receivables| 4| 1| 0. 63| 1. 87| -| -| -| -| Other currentassets| 6| 7| 8. 08| 7. 03| 0,61| 0. 49| 0. 99| 0. 69| Total currentassets| 14| 17| 16. 86| 15. 95| 10. 65| 20. 05| 28. 67| 16. 79| Long-termassets:| | | | | | | | | Investmentsaccounted for using equity method| 25. 9| 0. 01| 0. 0076| 8. 34| 1. 40| 10. 74| 0. 0008| 4. 05| Property, plant and equipment| 45. 47| 61| 56. 9| 54. 49| 56. 9| 12. 11| 14. 45| 2 7. 82| Intangible assets| 11. 5| 18| 22. 45| 17. 32| 5,38| 0. 33| 0. 05| 1. 92| Investment inassociatedcompanies| | | | | 4. 91| 0. 99| 0| 1. 96| Deffered taxes| | | | | 0. 58| 0. 23| 0. 34| 0. 38| Other long-termassets| 3. 14| 2. 77| 3. 67| 3. 19| 7. 79| 14. 79| 47. 85| 23. 48| Total long-term assets| 86| 83| 83. 14| 84| 89. 34| 79. 94| 71. 32| 80. 2| TOTALASSETS| 100| 100| 100| 100| 100| 100| 100| 100| | | | | | | | | | SHAREHOLDERS’ EQUITYANDLIABILITIES| | | | | | | | | Currentliabilities:| | | | | | | | | FinancialPayables| 5. 24| 8. 9| 24| 12. 71| 5. 3| 12. 55| 1. 14| 6. 50| Taxes payable| 9| 14| 9. 4| 10. 8| 0. 07| 0. 04| 0. 17| 0. 09| Advancesreceived andother payables| 0. 38| 0. 56| 0. 2| 0. 38| -| -| -| -| Accountspayable| 1. 46| 1. 71| 2. 6| 1. 92| -| -| -| -| Evaluationliabilities| 1. 53| 1. 71| 1. 9| 1. 71| -| -| -| -| Short term loans| -| -| -| -| 12,16| 2,37| 2,51| 5. 68| Other currentliabilities| 1. 43| 1. 36| 2. 73| 1. 84| -| -| -| -| Total currentliabilities| 19| 28. 8| 42| 29. 93| 18. 07| 14. 96| 10. 45| 14. 49| Long-termliabilities:| | | | | | | | | Long-termfinancialpayables| 25. 8| 3| 0. 4| 9. 73| 19. 689| 26. 35| 21. 0| 22. 44| Reserves torestore locations| -| -| -| -| 1. 61| 0. 51| 0| 1. 04| Long-termevaluationliabilities| 8. 71| 16. 73| 11| 12. 15| 1,61| -| -| -| Deferred taxliabilities| 6| 6. 3| 7. 5| 6. 06| 12. 86| 7. 80| 0. 85| 7. 17| Other Long termliabilities| | | | | 0. 25| 0. 01| 0| 0. 08| Total long term liabilities| 40. 5| 26. 11| 18. 7| 28. 44| 34. 42| 34. 68| 22. 15| 30. 41| Shareholders’equity:| | | | | | | | | Issued capital| 33. 4| 46. 2| 27| 35. 53| 22. 29| 21. 48| 7. 32| 17. 03| Additional paidincapital| 0. 9| 0. 9| 1. 4| 1. 06| -| -| -| -| Treasury Stocks| -| -| -| -| -0,03| ? ,01| 0| -0. 013| Retainedearnings| 6. 4| -2| 11| 5. 13| 18,65| 28,08| 47,17| 31. 3| Totalshareholders’ equity| 40. 5| 45| 39. 3| 41. 6| 47,50| 50,35| 54,50| 50. 78| TOTALSHAREHOLDERS’ EQUITY ANDLIABILITIES| 100| 100| 10 0| 100| 100| 100| 100| 100| Table 15. Trend analysis (balance sheet) | JSC Shubarkol komir| JSC Sat;Company| ASSETS| 2010 %| 2009 %| 2008 %| Average %| 2010 %| 2009 %| 2008 %| Average %| Current Assets:| | | | | | | | | Cash and Cash Equivalents| 85| 13. 11| -9. 14| 29. 65| 79,91| ? 57,43| 1077,4| 366. 49| FinancialReceivables| 0| 0| 0| 0| ? 50,60| 158,61| ? 5,86| 1072| Current portionof Long termassets held tosale| -| -| -| -| 25,02| 0| ? 100| -37. 4| Advances paid and other receivables| -68| 447| -71| 102. 6| -| -| -| -| Inventories| 21| 64. 56| 95| 60. 19| 58. 35| 87. 52| ? 28. 45| 39. 14| Value added tax and other tax receivables| 46| 159| 62| 89| -| -| -| -| Other currentassets| 15| 40. 72| 53| 36. 24| 131. 77| ? 19. 71| ? 58. 61| 17. 82| Total currentassets| 13| 59. 35| 33| 35| ? 0. 01| 13. 20| ? 25. 61| -4. 47| Long-termassets:| | | | | | | | | Investmentsaccounted forusing equitymethod| 3698| 50| 0| 1249| ? 75. 42| 1961| ? 7. 36| 616| Property, plant and equipment| 1. 56| 70 . 97| 11. 13| 27. 88| 784. 05| 35. 64| ? 19. 59| 266. 68| Investment inassociatedcompanies| -| -| -| -| 826. 77| 1820. 8| ? 99. 93| 848. 94| Intangible assets| – 12| 27. 24| 906| 307. 08| 2968| 894,10| ? 18,76| 1281| Other long-term assets| 57| 18. 67| 43| 39. 55| 0,85602| 49,9572| 0| 16. 93| Total long-term assets| 44| 56. 84| 29. 2| 43. 34| 110. 3| 4 81. 37| 136. 27| 442| TOTAL ASSETS| 38| 57| 30| 41. 66| 88. 21| 61. 82| 45. 42| 65. 15| SHAREHOLDERS’ EQUITY AND LIABILITIES| | | | | | | | | Currentliabilities:| | | | | | | | |FinancialPayables| -19| -40. 5| 116| 19| ? 12. 43| 1683| ? 92. 22| 526| Taxes payable| -14| 140| -| 42| 243,07| ? 61,85| 9,48| 63. 66| Short term loans| -| -| -| -| 864. 69| 52. 75| ? 69. 78| 282. 55| Advancesreceived andother payables| -6| 350| -| 114| -| -| -| -| Accountspayable| 18| -33| 45| 10| -| -| -| -| Evaluationliabilities| 23| 43| 313| 126. 3| -| -| -| -| Other currentliabilities| 45| -22| 55| 26. 33| -| -| -| -| Total currentliabilitie s| -8| 7. 8| 164| 54. 6| 127| 131| ? 59| 66| Long-termliabilities:| | | | | | | | | Long-termfinancialpayables| 1063| 1096| 8| 722. 3| 40. 59277| 100. 2517| 435. 4730| 192. 106| Long-termevaluationliabilities| -28| 143| 60| 58. 33| -| -| -| -| Reserves torestore locations| -| -| -| -| 488. 52| 0| 0| 162. 84| Deferred taxliabilities| 30| 32| 89| 50. 33| 210. 11| 1369| 800| 793| Total long term liabilities| 114| 119| 68| 433. 66| 86,78| 153,28| 444,02| 227. 66| Shareholders’equity:| | | | | | | | | Issued capital| 0. 1| 170| 1| 57| 94. 69| 374. 61| 0| 156| Additional paidin capital| 0| 0| 84| 28| -| -| -| -| Treasury stocks| ? | ? | ? | ? | 6110| 0| 0| 2036. 9| Retainedearnings| 550| -128| -49| 124| 25| ? | 57| 26| Exchange ratedifference| ? | ? | ? | ? | ? 245| 0| 0| -81. 7| Totalshareholders’ equity| 24| 80| -22| 27| 77. 570| 49. 49| 46| 57. 68| TOTALSHAREHOLDERS’ EQUITYANDLIABILITIES| 38| 57| 20| 38| 88. 21| 85. 74| 30,. 20| 68. 05| The company generates its re venue from sale of coal. Revenue was increased from 2009 to 2010 for 17. As we told before the crisis affected to rapid decline in revenue from 2008 to 2009, due to cyclical type of industry. Cost of goods sold and net income show stable results during past three years. Level of cash is low in terms current liability. The company is less liquid.Property, plant and equipment take more than half of the total assets. We can assume it is because of type of the company, due to it is manufacturing company in needs more equipment. In comparison with 2008 past two years 2009 and 2010 the company financed with debt. Shareholders’ Equity section relatively good results it is increasing each year. Average of Cash and Cash equivalents in JSC Shubarkol komir is 2. 2 % and Sat ; Company`s average cash is 6. 97%. Basically company`s cash and cash equivalents should be at minimum instead of saving they should invest it to generate future cash flows.In our case cash both companies have minimu m cash. Accounts Receivable in Company Shubarkol is 0. 003% and Sat Company is 7%. It says that both companies sells their product on cash, not on credit. But in order to sell more they should change their policy, selling not only on cash basis also on credit. Average inventory in Company Shubarkol is 5. 06% and in company Sat it is 2. 58%, it is a good sign both companies runs efficient business, inventory level at the minimum. In order not to have remaining inventories companies should use JIT.Property, plant and equipment take more than half of the total assets in both companies We can assume it is because of type of the company, due to it is manufacturing company in needs more equipment. Accounts Payable in Company Shubarkol decreased from 2. 6% to 1. 46 during 2008-2010. Company Sat doesn’t have any accounts payables. Company Shubarkol and Sat generates its revenue from sale of coal. Cost of goods sold in Company Shubarkol is 36% of revenue and in company Sat is 76 % of revenue. Average EBIT in Company Shubarkol is 61%, in Sat Company it is 190%, it is much higher because of Other income, it is 19mln when revenue is 2mln.In Company Shubarkol net income show stable results during past three years. But In Sat Company it is increased from 65% to 224% , average is 146%. III. Summary and recommendations Table 16. Comparison table | Shubarkol Komir| Sat;Company| ROE| High| Low| CA/TA| Low| High| CA/Sales| Low| High| Current ratio| Low| High| Acid test ratio| Low| High| Total debt| Low| High| Debt to equity| High| Low| Gross mar/Sales| High| Low| EBIT/Sales| Low| High| ROI| Low| High| Inventory turnover| High| Low| Total Asset Turnover| High| Low| Average collection period| High| Low|Accounts payable turnover| High| Low| ROA| High| Low| P/E ratio| Low| High| Recommendations 1. Overhead: Assess overhead costs and if there are opportunities to decrease them. lowering overhead has a direct impact on profitability. Overhead expenses, including rent, advertisi ng, indirect labor and professional fees, are indirect expenses that you incur to operate the business outside of direct material and direct labor. 2. Accounts receivable: Monitor accounts receivables effectively to ensure that the company billing their clients properly and that you're receiving pro mpt payments. . Accounts payable: Negotiate longer payment terms with vendors whenever possible to keep money longer. 4. Profitability: Review the profitability on your various products and services. Assess where prices can be increased on a regular basis to maintain or increase profitability. As costs increase and markets change, prices may need to be adjusted as well. 5. Current ratio: Increase current assets by increasing profit, selling additional capital stock, borrowing additional long term debt, or disposing of unproductive fixed assets and retaining proceeds.Reduce current liabilities by retaining a greater portion of allocated savings. Avoid financing non-current assets with cur rent liabilities. References 1. James C. Van Horne â€Å"Fundamentals of Financial Management 13th edition†, 2008 2. http://www. sat. kz/ru/about/cel Retrieved from: 20. 04. 12 3. http://www. kase. kz/ru/emitters/show/SHUK Retrieved from: 15. 04. 12 4. Penman, Stephen H. â€Å"Financial Statement Analysis and Securities Valuation, 4th ed†. , McGraw Hill; International Edition, 2010. Appendix A JSC â€Å"ShubarkolKomir† Balance Sheet As at December 31, 2010ASSETS| 2010| 2009| Current Assets:| | | Cash and Cash Equivalents| 685 621| 371 204| Financial Receivables| 4 115| 0| Advances paid and other receivables| 102 791| 328 837| Inventories| 1 356 411| 1 119 355| Value added tax and other tax receivables| 114 344| 215 766| Other current assets| 1 724 049| 1 492 957| Total current assets| 3 996 331| 3 528 119| Long-term assets:| | | Investments accounted for using equity method| 7 399 383| 2 000| Property, plant and equipment| 12 993 624| 12 794 808| Intangible asse ts| 3 285 530| 3 751 702| Other long-term assets| 897 362| 572 860|Total long-term assets| 24 575 899| 17 121 371| TOTAL ASSETS| 28 572 230| 20 649 490| SHAREHOLDERS’ EQUITY AND LIABILITIES| | | Current liabilities:| | | Financial Payables| 1 496 280| 1 851 452| Taxes payable| 2 571 754| 2 983 414| Advances received and other payables| 110 972| 117 516| Accounts payable| 418 977| 354 986| Evaluation liabilities| 438 035| 355 173| Other current liabilities| 408 340| 281 281| Total current liabilities| 5 444 358| 5 943 822| Long-term liabilities:| | | Long-term financial payables| 7 376 747| 634 493| Long-term evaluation liabilities| 2 488 523| 3 456 287|Deferred tax liabilities| 1 698 759| 1 302 972| Total long term liabilities| 11 564 029| 5 393 752| Shareholders’ equity:| | | Issued capital| 9 540 291| 9 531 291| Additional paid-in capital| 188 566| 188 566| Retained earnings| 1 834 986| -407 941| Total shareholders’ equity| 11 563 843| 9 311 916| TOTAL SHAREHO LDERS’ EQUITY AND LIABILITIES| 28 572 230| 20 649 490| | | | Balance value (common stock), tenge| 2 316| 1 543| Balance value (preferred stock), tenge| 2 238| 2 289| Appendix B Income Statement For the year ended December 31, 2010 ASSETS| 2010| 2009| Revenue| 19 382 881| 16 533 291|Cost of Goods Sold| (7 612 683)| (5 834 093)| Gross profit| 11 770 198| 10 699 198| Financing income| 61 448| 35 051| Other income| 291 879| 242 452| Selling expenses| (15 556)| (13 577)| General and administrativeexpenses| (871 190)| (836 592)| Earnings before Interest andTaxes| 11 175 331| 10 126 532| Interest expense| (624 944)| (797 304)| Other expenses| (193 703)| (571 122)| Earnings before taxes| 10 418 133| 8 758 106| Income taxes| (2 160 673)| (1 847 672)| Tax on superprofit| (2 420 352)| (2 881 292)| Net Income| 5 837 109| 4 029 142| Appendix C Statement of Cash FlowsFor the year ended December 31, 2010 Cash Flow from OperatingActivities:| 2010| 2009| Cash inflows:| 29 253 053| 22 716 771| From sales of goods| 28 535 245| 21 495 162| From advance payments| 408 340| 1 121 843| Other proceeds| 309 468| 99 766| Cash Outflows:| 21 348 705| 16 363 748| To pay suppliers for goods and services| 7 857 546| 6 846 546| To pay out advances| 3 598 673| 1 369 020| To pay employees salary| 463 958| 354 121| Interest paid| 304 179| 489 121| Income tax paid| 1 772 233| 1 853 11| To pay tax on superprofit| 2 725 639| 2 091 833| Other payments to budget| 1 904 193| 1 257 436|Other payments| 2 722 284| 2 102 419| Net cash provided by operating activities| 7 904 349| 6 353 023| Cash Flow from Investing Activities:| | | Cash inflows:| 431 000| 1 643| From sale of fixed assets| | 1 643| Payment for long-term investments| 431 000| | Cash outflow:| 10 747 057| 9 133 255| To acquire fixed assets| 2 931 557| 2 796 255| Purchase of other long-term assets| 7 384 500| 6 000 000| Purchase debt of other entities| 431 000| 337 000| Net cash provided by investing activities| -10 316 057| -9 131 612| Cash Flow from Financing Activities:| | | Cash inflow:| 9 338 999| 7 320 373|From the sale of firm’s own equity securities| 8 999| 6 008 982| From borrowing| 9 080 000| 1 311 391| Other proceeds| 250 000| 0| Cash outflow:| 6 624 635| 4 499 402| To repay amounts borrowed| 3 042 253| 1 449 556| To repurchase the firm’s own equity securities| 0| 9 000| To pay shareholders dividends| 3 582 382| 40 846| Others| | 3 000 000| Net cash provided by financing activities| 2 714 364| 2 820 971| Net increase/(decrease) in cash| 302 656| 42 382| Cash and cash equivalents, beginning of the year| 382 965| 328 822| Cash and cash equivalents, end of the year| 685 621| 371 204|Appendix D JSC â€Å"Sat & Company† Balance Sheet As at December 31, 2010 ASSETS| 2010| 2009| Current Assets:| | | Cash and Cash Equivalents| 2,720,160| 1,511,944| Financial Receivables| 2,310,048| 4,676,501| Inventories| 1,888,077| 1,192,271| Current portion of Long term assets held to sale| 949,524| 759,5 12| Other current assets| 477,206| 205,892| Total current assets| 8,345,022| 8,346,120| Long-term assets:| | | Investments accounted for using equity method| 1,098,757| 4,471,632| Property, plant and equipment| 44,567,701| 5,041,284| Intangible assets| 4,216,968| 137,425|Investment in associated companies| 3,849,628| 415,379| Deffered taxes| 455,677| 96,137| Other long-term assets| 6,105,903| 6,158,622| Total long-term assets| 69,979,554| 33,268,595| TOTAL ASSETS| 78,324,576| 41,614,715| SHAREHOLDERS’ EQUITY AND LIABILITIES| | | Current liabilities:| | | Financial Payables| 4,573,685| 5,223,219| Taxes payable| 56,727| 16,535| Short term loans| 9,526,727| 987,540| Total current liabilities| 14,157,139| 6,227,294| Long-term liabilities:| | | Long term loans| 15,421,083| 10,968,617| Reserves to restore locations| 1, 263,082| 214,620|