Essay on “Bread Givers” by Anzia Yezierska

Bread Givers Essay: Sara’s Identity In the book â€Å"Bread Givers† by Anzia Yezierska a little youngster from poland experiences childhood in america. Set during the 1920s conditions for settlers living in the United States were intense, also living in the lower East side of Manhattan, New York. Reb Smolinsky the dad of Sara in this book truly takes a stab at dazzling his convictions onto his youngsters for he is determined to his conventional ways. This turns into a conspicuous fundamental to the story as Sara develops all through the book moving from her dads convictions to her own.This conflict between the â€Å"old way† of getting things done and her new american way of life Sara breaks liberated from this contention in discovering her own personality in this new world. By doing so Sara truly associate and Identifies with three fundamental factors throughout her life freedom, instruction and difficult work. With these three essential components in Saraâ€⠄¢s life she truly advances into her own being and self personality. All through a large portion of the start of the book Sara is abused by her father’s oppression that drives her to pine for independence.After her dad wrecks the lives of Sara’s three different sisters she â€Å"began to see that Father, in his honest insanity to hold up the Light of the Law to his kids, was as a dictator more horrible than the Tsar from Russia† (Yezierska, 64-65). As this is only the start of Sara’s agitation with her dad it is none the less the start of the cut off for their association. Since she comes as far as possible of her understanding with her dad. With him continually pummeling her she could always be unable to vocalize or bloom into her own thoughts or beliefs.He would tighten every last bit of her self personality out in the event that she couldn't break liberated from him. â€Å"I’m sufficiently keen to pay special mind to myself. It’s another life now. In America, ladies don’t need men to manager them† (Yezierska, 137). Sara at last expresses her real thoughts alongside acknowledging she can break liberated from custom and be free in this new world. America had truly molded her standards and assisted with making that pathway to split away. As she is autonomous she finds herself through the opportunity of being all alone. As observed when she is at last in opportunity all alone. â€Å"My hands grasped at the handle. This entryway was life.It was air. The base beginning stage of turning into an individual. I essentially should have this live with the shut door† (Yezierska, 159) Having her own place would make the birth spot for her fantasies and desires. At this point having her own place she can cut herself from her family and their hang on her conclusions. She can break free and now permit her the opportunity expected to find her personality. As she obviously states when she says â€Å"starting-purp ose of turning into a person†, this characterizes her. Instruction establishes its connection with Sarah when she quickly interfaces and understands her fantasy about turning into a teacher.Giving training a high incentive in her life. â€Å"A teacher I! I saw myself sitting back like a woman at my work area, the kids, their eyes on me, watching and hanging tight for me to get out the various ones to the board, to spell a word, or answer me an inquiry. It resembled admiring the highest point of the most elevated high rise while down in the gutter† (Yezierska, 155). At the point when she envisions what this one young lady had done she understood that is the thing that she needs. This educator represents a superior life for Sara, a real existence Sara is resolved to accomplish. The main thing shielding her from accomplishing this is education.Education becomes what she accepts to be the main door to the better life she needs. I becomes what characterizes her as her and ch anges her status. At long last beginning her way to her fantasy she goes to class. While there she gets her fantasy and love of instruction revived. â€Å"There was one in the school who was what I imagined an instructor to be-the head, Mr. Hugo Seeling. He kept that living thing, that popularity, that I used to adore as a child† (Yezierska, 270). The energy she portrays here is the thing that legitimately originates from her and her craving. She worships instructing and training simply like hr father puts his faith.She endeavors to understand that equivalent character with instruction as an educator as her dad does with the Torah and his religion. Indeed, even Fania thinks about them saying â€Å"Come, Bessie. Let’s leave her to her distraught instruction. She’s more terrible than Father with his Holy Torah† (Yezierska, 178). This shows how firmly Sara truly takes training in her life. Much the same as the Torah is her dads character this is hers'. Sara in any event, when she was youthful had faith in difficult work. She wouldn’t hold herself to a lower standard regardless of whether it was simpler. At the point when she goes to purchase herring from Muhmenkeh the old ladies offers to offer them to her free.In which Sara answers â€Å"Noâ€no! I’m no hobo! I need to start a new business like an individual. I should purchase what I got to sell† (Yezierska, 21). Indeed, even as a small kid Sara won't take the simple course and acknowledge this cause. She needs to procure it for herself and ascend over the life of a homeless person. To not leave herself alone characterized and lumped with the poor low lives that don’t step up to the plate and improve throughout everyday life. This difficult work is the thing that fills her to accomplish her fantasies. As superb as living and being all alone is Sara rapidly makes sense of how hard it is.Because so as to seek after her fantasy she should buckle down so as t o help herself while going to class. Also give herself an opportunity to contemplate and comprehend what she is realizing so as to proceed onward in school. â€Å"As you needed to close your eyes to the soil, so you should close your ears to the commotion. A quietness inside me mitigated my tormented nerves. I went to my books on the table, and with savage assurance to sink myself into my head, I started my exercise again† (Yezierska, 164). She propels herself through this tough time dissimilar to the vast majority in difficult situations that simply give up.Instead she pushes forward and later on observes the prize of her difficult work. Through these hard ships they form her increasingly more into who Sara Smolinsky is and becomes. With out this assurance and opportunity of figured she could never have made her character for herself. There are numerous different factors all through the book that negatively affect Sara’s life and shape the manner in which she changes. In spite of the fact that these three are the most unequivocally connected with how she distinguishes herself in light of the fact that these are on the whole attributes that are one of a kind to her. Before the finish of the book Sara has completely grasped these and found herself.

Neonatal Jaundice free essay sample

Infant jaundice Newborn jaundice is a condition set apart by significant levels of bilirubin in the blood. The expanded bilirubin causes the newborn children skin and whites of the eyes (sclera) to look yellow. Causes Bilirubin is a yellow color that is made in the body during the ordinary reusing of old red platelets. The liver assists break with bringing down bilirubin so it very well may be expelled from the body in the stool. Prior to birth, the placenta the organ that feeds the creating child expels the bilirubin from the newborn child with the goal that it tends to be prepared by the moms liver. Following birth, the babys own liver starts to assume control over the activity, however this can require significant investment. In this manner, bilirubin levels in a newborn child are ordinarily a little higher after birth. Elevated levels of bilirubin in the body can make the skin look yellow. This is called jaundice. Jaundice is available somewhat in many infants, and is called physiological jaundice. We will compose a custom paper test on Neonatal Jaundice or on the other hand any comparative theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page It typically shows up between day 2 and 3, tops between days 2 and 4, and clears by about fourteen days. Physiological jaundice as a rule causes no issues. Different kinds of jaundice that normally cause no mischief include: Bosom milk jaundice is presumably brought about by factors in the bosom milk that moderate the rate at which the liver separates bilirubin. Such jaundice shows up in some sound, breastfed babies after day 7 of life, and for the most part tops during weeks 2 and 3. It might last at low levels for a month or more. Breastfeeding jaundice is seen in breastfed babies in the principal seven day stretch of life, particularly in babies who are not nursing frequently enough. Breastfeeding jaundice is unique in relation to bosom milk jaundice. Children who are brought into the world too soon (untimely) are bound to create jaundice than full-term babies. Conditions that expansion the quantity of red platelets that should be separated, and can cause increasingly extreme infant jaundice: Abnormal platelet shapes Blood type crisscross between the mother and the infant Bleeding underneath the scalp (cephalohematoma) brought about by a troublesome conveyance Higher degrees of red platelets, which is progressively basic in little for-gestational-age children and a few twins Infection Lack (inadequacy) of certain significant proteins Conditions that make it harder for the babys body to evacuate bilirubin may likewise prompt progressively serious jaundice: Certain drugs Intrinsic contaminations, for example, rubella, syphilis, and others Diseases that influence the liver or biliary tract, for example, cystic fibrosis or hepatitis Hypoxia Infections, (for example, sepsis) Many distinctive hereditary or acquired issue Symptoms The primary indication is a yellow shade of the skin. The yellow shading is best observed just after tenderly squeezing a finger onto the skin. The shading some of the time starts on the face and afterward descends to the chest, gut territory, legs, and bottoms of the feet. Here and there, newborn children with critical jaundice have extraordinary tiredness and poor taking care of. Tests and Tests Doctors, medical attendants, and relatives will look for indications of jaundice at the clinic, and after the infant returns home. Any newborn child who seems embittered ought to have bilirubin levels estimated immediately. This should be possible with a blood test. Numerous medical clinics check complete bilirubin levels on all children at around 24 hours old enough. Clinics use tests that can gauge the bilirubin level just by contacting the skin. High readings should be affirmed with blood tests. Tests that will probably be done include: Complete blood tally Coombs test Reticulocyte check Further testing might be required for babies who need treatment or whose all out bilirubin levels are rising more rapidly than anticipated. Treatment is normally not required. While deciding treatment, the specialist must consider: The babys bilirubin level How quick the level has been rising Whether the infant was brought into the world early (coddles brought into the world early are bound to be treated at lower bilirubin levels) How old the infant is presently Your youngster will require treatment if the bilirubin level is excessively high or is rising too rapidly. Keep the infant very much hydrated with bosom milk or recipe. Visit feedings (up to 12 times each day) energize visit solid discharges, which help evacuate bilirubin through the stools. Ask your PCP before giving your infant additional recipe. A few babies should be treated before they leave the emergency clinic. Others may need to return to the emergency clinic when they are a couple of days old. Treatment in the emergency clinic as a rule keeps going 1 to 2 days. Here and there exceptional blue lights are utilized on babies whose levels are high. This is called phototherapy. These lights work by assisting with separating bilirubin in the skin. The baby is put under counterfeit light in a warm, encased bed to keep up consistent temperature. The child will wear just a diaper and unique eye shades to secure the eyes. The American Academy of Pediatrics suggests that breastfeeding be proceeded through phototherapy, if conceivable. Once in a while, the child may have an intravenous (IV) line to convey liquids. In the event that the bilirubin level isn't excessively high or isn't rising rapidly, you can do phototherapy at home with a fiberoptic cover, which has small brilliant lights in it. You may likewise utilize a bed that sparkles light up from the sleeping cushion. You should keep the light treatment on your childs skin and feed your kid each 2 to 3 hours (10 to 12 times each day). An attendant will go to your home to show you how to utilize the cover or bed, and to mind your youngster. The medical attendant will return every day to check your childs weight, feedings, skin, and bilirubin levels. You will be solicited to tally the number from wet and grimy diapers. In the most extreme instances of jaundice, a trade transfusion is required. In this methodology, the babys blood is supplanted with new blood. Treating seriously embittered babies with intravenous immunoglobulin may likewise be exceptionally successful at lessening bilirubin levels. Viewpoint (Prognosis) Usually infant jaundice isn't unsafe. For most children, jaundice generally shows signs of improvement without treatment inside 1 to about fourteen days. High degrees of bilirubin can harm the cerebrum. This is called kernicterus. In any case, the condition is quite often analyzed before levels become sufficiently high to cause this harm. For babies who need treatment, the treatment is generally compelling. Potential Complications Rare, however genuine, inconveniences from high bilirubin levels include: Cerebral paralysis Deafness Kernicterus cerebrum harm from exceptionally high bilirubin levels When to Contact a Medical Professional All children ought to be seen by a human services supplier in the initial 5 days of life to check for jaundice. The individuals who go through under 24 hours in a clinic ought to be seen by age 72 hours. Newborn children sent home somewhere in the range of 24 and 48 hours ought to be seen again by age 96 hours. Newborn children sent home somewhere in the range of 48 and 72 hours ought to be seen again by age 120 hours. Jaundice is a crisis if the child has a fever, has gotten languid, or isn't taking care of well. Jaundice might be perilous in high-chance infants. Jaundice is commonly NOT hazardous in term, in any case solid babies. Call the babies social insurance supplier if: Jaundice is extreme (the skin is splendid yellow) Jaundice keeps on expanding after the infant visit, endures longer than about fourteen days, or different indications build up The feet, particularly the bottoms, are yellow Avoidance In babies, some level of jaundice is ordinary and likely not preventable. The danger of noteworthy jaundice can regularly be diminished by taking care of children at any rate 8 to 12 times each day for the initial a few days and via cautiously distinguishing babies at most noteworthy hazard. Every single pregnant lady ought to be tried for blood classification and irregular antibodies. On the off chance that the mother is Rh negative, follow-up testing on the newborn children rope is suggested. This may likewise be done if the moms blood classification is O+, yet it isn't required if cautious observing happens. Cautious observing of all children during the initial 5 days of life can forestall most entanglements of jaundice. In a perfect world, this incorporates: Considering a babys chance for jaundice Checking bilirubin level in the principal day or so Scheduling in any event one follow-up visit the main seven day stretch of life for babies sent home from the medical clinic in 72 hours Alternative Names Jaundice of the infant; Neonatal hyperbilirubinemia; Bili lights jaundice References American Academy of Pediatrics (AAP). The board of hyperbilirubinemia in the baby at least 35 weeks of development.

Study gives insight into company responses to modern slavery

Originally released October 20, 2015. 71 per cent of companies believe there is a likelihood of modern slavery occurring at some point within their supply chains, according to a new study. The research was a joint initiative by the Ashridge Centre for Business and Sustainability at Hult International Business School and the Ethical Trading Initiative to get a snapshot of company perceptions and current responses to modern slavery at a time that the new UK Modern Slavery Act comes into effect. It interviewed a cross-section of businesses from clothing, groceries, department stores, beverage, home and garden, fresh produce and health and personal care sectors. Cindy Berman, ETI Head of Knowledge and Learning and report co-author, said: â€Å"We’ve been working with companies on the ethical trade agenda for more than 15 years. We know that many workers are exploited – particularly migrant and vulnerable workers at the lower tiers of supply chains. But the research has revealed that some companies are becoming more honest about the risks of forced labour and are increasingly taking responsibility to address it.† Brands and retailers are still mainly concerned with risks to their reputations if modern slavery is found, but recognise that the real risks are to the human rights of workers. And they realise that they need to take a different approach to managing risk. Quintin Lake, report co-author and research fellow at Ashridge, said: â€Å"All of those we spoke to have publicly committed to ethical trade and are taking active steps to improve working conditions in their supply chains. However, they all agreed that the challenge of modern slavery requires distinct policies, activities and approaches. For example, many have realised that social audits are simply not revealing the hidden nature of modern slavery and they are working on better ways of finding out what is really going on in their supply chains.† Companies are realising they need to be more innovative and to collaborate with others because they cannot tackle these problems alone, but competitive tensions can be a barrier. They highlight that building trust and working in partnership with suppliers is far more effective than compliance-driven approaches. One important finding of the study is that addressing modern slavery is a leadership issue. Where boards and chief executives are demonstrating active engagement with this issue, those companies are much further ahead in their efforts to tackle it than those where this leadership is not evident. Cindy Berman said: â€Å"This confirms what we know from ETI’s experience of working with companies. Board and senior-level buy-in makes all the difference in ethical trade because it drives better policies and ways of operating. These companies also tend to be more commercially successful because they have more visibility, oversight and control over their operations.† Companies should expect their staff, suppliers and all their stakeholders to be vigilant and to take swift action where violations to workers’ rights are found. But they need to ensure it’s the right action and that they have the necessary skills and expertise. Quintin Lake concluded: â€Å"All the companies we interviewed highlighted the need for urgent and decisive action, while recognising that the complex nature of modern slavery means solutions will not be quick. No one company can solve it on their own. The advice from those more established is that a concerted effort and strategic partnerships are required.† Grow your leadership capabilities with an MBA in international business at Hult. To learn more, take a look at our blog 5 big reasons why to apply early for your MBA or Masters, or give your career a boost with our Masters in International Business. Download a brochure or get in touch today to find out how Hult can help you to learn about the business world, the future, and yourself. Related posts Academics Beyond (narrow) business concepts: â€Å"Soft† skills turn out to be critical skills News Building success: Dual Degree students win at USASBE Community How going beyond business at Hult helped me launch my company Admissions Accepted Students Weekend: A weekend to remember Careers Career mapping: How to become an executive in the next 5 years 0 Thought leadership How to prepare for an uncertain future in a world of AI Instagram Hult Rotation offers you a chance to study in a truly global way. Our rotation program allows you to study and be immersed in some of the finest cities in the world. 📠¸: @jasminmanzano . Hult Rotation offers you a chance to study in a truly global way. Our rotation program allows you to study and be immersed in some of the finest cities in the world. 📠¸: @jasminmanzano . Each year, Hult seeks to enroll a talented and ambitious incoming class from all over the world. We look for diverse students with a wide range of experiences, perspectives, and interests—students who will thrive in our unique educational atmosphere. Are you ready for a truly global experience? 📠¸: @iambrunadiniz . Each year, Hult seeks to enroll a talented and ambitious incoming class from all over the world. We look for diverse students with a wide range of experiences, perspectives, and interests—students who will thrive in our unique educational atmosphere. Are you ready for a truly global experience? 📠¸: @iambrunadiniz . We’re excited to start 2020 on a ranking high! Hult is proud to have been placed #28 in Poets Quants 2020 rankings for Best Undergraduate Business Schools in the US. Taking a huge leap of 32 places from our 2019 position, we’re also very happy to have secured top positions in key categories like: life-changing experience, practicality of the degree, and global immersion. . With five global campuses, a student body of over 130 nationalities, and a learn-by-doing approach—Hult offers a student experience like no other. . We’re excited to start 2020 on a ranking high! Hult is proud to have been placed #28 in Poets Quants 2020 rankings for Best Undergraduate Business Schools in the US. Taking a huge leap of 32 places from our 2019 position, we’re also very happy to have secured top positions in key categories like: life-changing experience, practicality of the degree, and global immersion. . With five global campuses, a student body of over 130 nationalities, and a learn-by-doing approach—Hult offers a student experience like no other. . â€Å"I’m from an engineering background and needed a whole new skill set for the industry I wanted to switch to. I learned a lot about myself and how I deal with being out of my comfort zone. I learned both soft and hard skills, from how to work in very diverse teams to key accounting metrics and strategy. I was surprised by how weak I was at certain tasks in English or how strong I actually was in other areas. Hult gave me opportunities to try new things and meet people from places I never thought I would have friends. . My internship experiences gave me the chance to broaden my view of different cultures and different companies. I had the opportunity to work and live with people whose values differed from people in my home country. I thought that this would be difficult, but it gave me the chance to reflect on my own values and assess if they were a result of my home country environment or if they were intrinsically mine. . Diederick ter Kulve (@diederick.terkulve) Netherlands Masters in International Business . â€Å"I’m from an engineering background and needed a whole new skill set for the industry I wanted to switch to. I learned a lot about myself and how I deal with being out of my comfort zone. I learned both soft and hard skills, from how to work in very diverse teams to key accounting metrics and strategy. I was surprised by how weak I was at certain tasks in English or how strong I actually was in other areas. Hult gave me opportunities to try new things and meet people from places I never thought I would have friends. . My internship experiences gave me the chance to broaden my view of different cultures and different companies. I had the opportunity to work and live with people whose values differed from people in my home country. I thought that this would be difficult, but it gave me the chance to reflect on my own values and assess if they were a result of my home country environment or if they were intrinsically mine. . Diederick ter Kulve (@diederick.terkulve) Netherlands Masters in International Business . Say a big hello to our Bachelor of Business Administration program cover star, Elisa Orus Plana âÅ" ¨ . â€Å"I’m excited for the future—especially that I cant predict whats going to happen. Maybe Ill end up in Mexico working for a trading company or maybe in Africa, developing my own business. Everything is possible, and the options are constantly changing. I love the idea that Im never going to be stuck doing the same job until the end of my life if I dont want it to be like this. . Hult really supports me and my ambitions and truly believes that we deserve to be considered as professionals as well as students. Here, I get to express not just my opinions but all elements of myself. From my creative side with the Fashion Society to my finance and business sides in Trading Club and the Management Consulting Club. We get a different type of learning here. Not just essential knowledge and theory, but practical skills and mindset. The school is always evolving. We’re encouraged to innovate and to always look for new ways of doing traditional things. We learn how to be more confident and become aware of how we can impact our environment. The school aims to help you become a better version of yourself and to stand out from the crowd.â€Å" . Elisa Orus Plana French Bachelor of Business Administration Class of 2021 Say a big hello to our Bachelor of Business Administration program cover star, Elisa Orus Plana âÅ" ¨ . â€Å"I’m excited for the future—especially that I cant predict whats going to happen. Maybe Ill end up in Mexico working for a trading company or maybe in Africa, developing my own business. Everything is possible, and the options are constantly changing. I love the idea that Im never going to be stuck doing the same job until the end of my life if I dont want it to be like this. . Hult really supports me and my ambitions and truly believes that we deserve to be considered as professionals as well as students. Here, I get to express not just my opinions but all elements of myself. From my creative side with the Fashion Society to my finance and business sides in Trading Club and the Management Consulting Club. We get a different type of learning here. Not just essential knowledge and theory, but practical skills and mindset. The school is always evolving. We’re encouraged to innovate and to always look for new ways of doing traditional things. We learn how to be more confident and become aware of how we can impact our environment. The school aims to help you become a better version of yourself and to stand out from the crowd.â€Å" . Elisa Orus Plana French Bachelor of Business Administration Class of 2021"> During the final days of 2019, you probably reflected on what you’ve accomplished this year—and even this decade—and what you’d like to achieve in 2020. Let us know in the comments below. During the final days of 2019, you probably reflected on what you’ve accomplished this year—and even this decade—and what you’d like to achieve in 2020. Let us know in the comments below. â€Å"The first time we did group work on the program, I went head-to-head with a colleague. It taught me a lot about how I see people, how people see me, and how conflict can be resolved in a kind and productive way. The best feedback you get, when delivered constructively, is the most critical because it really feeds into how you lead. I’ve completely reversed my leadership style—the result is so much richer and more powerful when you lead from behind and lead with strength. . Studying in tandem with working, whilst challenging, gave me the perfect platform to directly apply learning concepts into my business environment, the competitive landscape, and the real-estate industry as a whole. When I started the program, I was very happy in my corporate role. But my courage and aspirations grew to the point that I took on a whole new direction. Having my career coach, Joanna, as a sounding board allowed me to really be strategic and get to know myself. She coached me thro ugh all the interviews, the research, and the questions. It went in parallel with what I was doing academically and after six months everything just clicked. . I went into the EMBA knowing I had nothing to lose and I’ve come out with everything. Great strength, global friends, amazing learning, mentors from professors, a job I love, and the knowledge that I can set my mind to achieve anything and with the right support and resources I’ll get there.† . Kashani Wijetunga British, New Zealand Sri Lankan Associate Director Senior Strategy Consultant CBRE EMBA Class of 2019 . â€Å"The first time we did group work on the program, I went head-to-head with a colleague. It taught me a lot about how I see people, how people see me, and how conflict can be resolved in a kind and productive way. The best feedback you get, when delivered constructively, is the most critical because it really feeds into how you lead. I’ve completely reversed my leadership style—the result is so much richer and more powerful when you lead from behind and lead with strength. . Studying in tandem with working, whilst challenging, gave me the perfect platform to directly apply learning concepts into my business environment, the competitive landscape, and the real-estate industry as a whole. When I started the program, I was very happy in my corporate role. But my courage and aspirations grew to the point that I took on a whole new direction. Having my career coach, Joanna, as a sounding board allowed me to really be strategic and get to know myself. She coached me thro ugh all the interviews, the research, and the questions. It went in parallel with what I was doing academically and after six months everything just clicked. . I went into the EMBA knowing I had nothing to lose and I’ve come out with everything. Great strength, global friends, amazing learning, mentors from professors, a job I love, and the knowledge that I can set my mind to achieve anything and with the right support and resources I’ll get there.† . Kashani Wijetunga British, New Zealand Sri Lankan Associate Director Senior Strategy Consultant CBRE EMBA Class of 2019 . â€Å"It was now or never. I knew that I’d have likely stayed in my neighborhood for years to come if I didn’t take this opportunity. I’d not lived or studied outside of the U.S. before. So I left my job as a global strategist at an advertising agency and moved halfway around the world. I’ve come back a more culturally aware, well-versed person. I’ve realized that everything is a learning experience and an opportunity for growth. Ill definitely carry this mindset with me into the future. Technology and social media allow us to be different people in several places at once. Im excited to see how I can establish myself in whatever city Ill be lucky enough to call home and still maintain deep connections with people all over the world. I’m inspired by my classmates every day. Hearing some of their life stories and how getting this degree fits into their greater mission has been very humbling. My biggest challenge has been finding the ‘right’ path for me. There have been rooms Ive felt like I shouldnt be in, but now Im proud to feel as though I truly belong, wherever I am.† . Dwayne Logan, Jnr. American MBA Class of 2019 . â€Å"It was now or never. I knew that I’d have likely stayed in my neighborhood for years to come if I didn’t take this opportunity. I’d not lived or studied outside of the U.S. before. So I left my job as a global strategist at an advertising agency and moved halfway around the world. I’ve come back a more culturally aware, well-versed person. I’ve realized that everything is a learning experience and an opportunity for growth. Ill definitely carry this mindset with me into the future. Technology and social media allow us to be different people in several places at once. Im excited to see how I can establish myself in whatever city Ill be lucky enough to call home and still maintain deep connections with people all over the world. I’m inspired by my classmates every day. Hearing some of their life stories and how getting this degree fits into their greater mission has been very humbling. My biggest challenge has been finding the ‘right’ path for me. There have been rooms Ive felt like I shouldnt be in, but now Im proud to feel as though I truly belong, wherever I am.† . Dwayne Logan, Jnr. American MBA Class of 2019 . Happy New Year, Hultians! . Happy New Year, Hultians! .

Why Fraud Is The Most Common Reason - 2077 Words

Fraud is defined as a deliberate misrepresentation that causes a person or business to suffer damages, often in the form of monetary losses through deception or concealment (Albrecht et al, 2014). Occupational Fraud as defined by the ACFE is the use of one’s occupation for personal enrichment through the deliberate misuse or misapplication of the employing organization’s resources or assets (Association of Certified Fraud Examiners, 2012). Traditional fraud triangle theory explains that propensity of fraud occurring in an organization lies on three critical elements, which are Pressure, Opportunity, and Rationalization (Albrecht et al., 2014). Pressure is the driving force behind most fraud being committed (Albrecht et al., 2014). It is†¦show more content†¦Asset misappropriation can be broken down into several â€Å"schemes† (Association of Certified Fraud Examiners, 2012). Revenue and cash receipt scheme which is the skimming or stealing of cash assets before they are been recorded in the accounting record or the theft of merchandise or donated items. Purchase and disbursement scheme which is mainly credit card abuse, and involves using organization credit card for personal use or copying donors card number for illegal usage and fictitious vendor scheme which involves issuing fake receipt to claim payment from the organization. Payroll and employee expense schemes involve the continued payment to terminated workers, overstating employees working hours, and fictitious expenditure fraud. The existence of external fraud is not as common as internal fraud or external theft but occurs in the following forms: fraudulent billing by vendors, which involves double billing, failure to deliver purchases, or price gouging. Financial assistant fraud, involves when financial aid is granted in order to support a project that is actually nonexistent. 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salem witchcraft trials cause and effect Essay - 572 Words

In 1692 the area of Salem town and Salem village became very vulnerable to conflict. Severe weather such as hurricanes had damaged land and crops, the effects of King Phillips War began to impact New England society, and colonists were being forced off of the frontiers by Native peoples. The Church and the government were in heavy conflict. And those residing in Salem began to grow suspicious of one another when some prospered and others hadn’t (Marcus, p13). Suddenly people seemed very paranoid and soon residents were placing blame on one another and accusing each other of witchcraft. In a fifteen month period between 1691 and 1692 nearly twelve dozen people were accused of witchcraft in or near Salem (Norton, p8).†¦show more content†¦Relationships between people and families seemed to crumble in the light of hysteria as children accused parents and friends pointed out friends (Boyer, p67). Some confessed to witchcraft and saved their own lives, others refused to tarnish their names and proclaimed innocence to their grave. The fact that these people did not have freedom of speech and were proven guilty without any tangible evidence caused even more hysteria throughout New England. People realized that at anytime anyone of them could be pointed out and so the society fell even more. nbsp;nbsp;nbsp;nbsp;nbsp;One can see the Salem witch trials as being an excessive representation of the social and economic changes taking place in New England at this time (Boyer, p67). Differences between those who accepted change and those who feared it are what divided the colony. The hanging of witches can be seen as the murder of difference or of change. Perhaps if they had not been so insecure about their methods of governing the colony, the Puritans wouldn’t have felt threatened by the slightest change. It took nineteen innocent deaths for the leaders of Salem to even begin to see the wrong doing in their trials. The Salem witch trials of the 1690’s had an immense impact on American history. These dark times cast a shadow that would forever haunt this country’s past, knowing that our fore fathers were not theShow MoreRelatedEssay on Ergotism, Hysteria, and Disorders Detected in Salem889 Words   |  4 PagesMany people believe the Salem Witch Trials were caused by Ergotism, while others believe it to be just a form of hysteria, but what if I told you it could have been all of those combined together with another theory added in? In the story, The Crucible, mass hysteria broke out all through Salem being caused by the witch trials. The witch trials, however, may not have been the only thing causing the hysteria . 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In The Crucible, Arthur Miller progresses and evolves the outlooks and views of the townspeople of Salem and shows how events, people, and catastrophes cause the characters to change their views on whether the people prosecuted were guilty or innocent of witchcraft. Reverend John Hale changes his view, more and moreRead MoreThe Salem Witch Trials : The Causes Of The Deadly Accusations912 Words   |  4 PagesPeriod 1 11 April 2015 The Salem Witch Trials: The Causes of the Deadly Accusations In Arthur Miller’s The Crucible, he writes, â€Å"We are what we always were in Salem, but now the little crazy children are jangling the keys of the kingdom, and common vengeance writes the law!† (Miller 77). This partially fictionalized tale of the Salem Witch Trials points to one of the causes of the trials, vengeance, but the over dramatized tale s early stages were quiet. The Salem Witch Episode had humble beginnings

Hospitality Industry for Marina Bay Sands- myassignmenthelp.com

Question: Discuss about theHospitality Industry for Marina Bay Sands. Answer: Introduction Despite Singapore having a small size, the country prides itself in a pool of wealth making it a wealthy nation characterized by an open economy. According to the World Bank, it has been ranked as the best country for starting and running a business successively. The rise of Singapore was mainly attributed to exports. The hospitality industry is one of the largest as compared to other industries and has more than 200 million employees employed globally. It has been realized that the number of talents is still growing as demand increases in such an industry. One of the main key drivers in the Singapore economy is the hospitality industry which has seen the countrys reputation and fame rise. Singapore continuously offers lucrative offers regarding a destination that has a lifestyle. Singapore boasts of an integrated resort that is a world resort and a Marina Bay Sands. Other developments that are still ongoing are the orchard road, and a shopping town ranked as one of its own in Asia. With such prospects, it becomes crucial for Singapore to step up its efforts in service delivery by providing excellent service to ensure customer satisfaction. There is the need for professionals and talents in the hospitality industry to increase the pool of skills that can assume management positions as well as recruiting teams that are well trained and qualified to fill more jobs that are created as a result of the growth of the industry. The hospitality industry aims to see growth and more prospects future. Due to the expansion and growth of the business, it is the role of the human resource management to provide more workforce a dictated by business needs across all sectors. Also, the human resource ensures that there is maximization for each team.In Asia for instance, skills and techniques formed an important part in analyzing peoples performance, their engagement capacities or even getting apprenticed in various training through development programs that were meant to measure productivity at workplace. Human resources are tasked with the responsibility of ensuring the right staff is in place in the advent of a booming industry. The high demand for increasing the number of staff is a challenge for the hospitality industry at a time when the pool of labor is shrinking.To solve such a challenge, it would be prudent to identify the possible causes of such a problem, and it is, therefore, the place for the industry to work in close cooperation with the labor unions and form strategic alliances. Such a move will ensure that more time is created paving the way for resource mobilization such as money needed in developing the recruitment project. The politicians, on the other hand, need to be educated on the hospitality industry need to impact on economic and immigration policies needed in the hospitality industry. Challenges to the hospitality industry Low turnover The hospitality industry globally faces some many threats not only in Singapore but also globally such as low turnover and a shortage of skills in the workforce. For instance, in the hospitality industry, it is expected that all organizations face the same hurdle of inadequate talent to assume management and leadership roles to ensure operations and teams are lead effectively (P Spencer, 2011). The intense and aggressive competition for quality graduates among various industries has led to high demand and shortage for employees leaving the hospitality industry with inadequate talents (Chalkiti Sigala, 2010). The hospitality industry perceives the fresh graduates as inexperienced and without the necessary skills as unfavorable for employment losing them to other sectors such as outsourcing, entrepreneur and human resource (Qu Tse, 1996). Generation diversification The intensified awareness on multi-generation workforce and the implications of having variances in workplace expectations and values among workers are raising eyebrows among relevant stakeholders. There are huge disparities among the young generation regarding disparities in the so-called generation Y (La Lopa, 2010).As opposed to the older cohorts, the young generation values more self-actualization, career progression leading to high expectations.Such groups are dynamic regarding changing jobs frequently in different industries and institutions to achieve their desired goals and objectives in life (Hyun Jeong Kim, Tavitiyaman, Woo Gon Kim, 2009). Lack of appropriate infrastructure The hospitality industry also lacks sophisticated mechanisms necessary for analyzing employee engagement. It is through having long-term projections that human resource management can predict and forecast for areas that may be short of talent and thus adopt training programs in management levels needed in anticipating future demands as a result of growth. Staff needs are overstretched An industry such as hospitality is an integration of many components and departments and identifying which areas are in short of talent is another hurdle. For instance, there is the front office, food, and beverages among others. It has been discovered that the front office and food and beverage are the ones that mainly suffer from a shortage of staff. According to recent research, it was discovered that the biggest challenge facing the hospitality industry is the shortage of human resources. According to Sam Sake, MENA travel organizers, the average ration of staff needs is estimated at five staff per room. However, as of 2010, the ratio went higher putting staff needs for more than 50000, and in 2016 the ratio tripled to 150,000 number of staff needed. However, in luxury hotels, the ratio was favorable putting staff needs at seven to one. Also, there is the problem of retaining the workforce; it is estimated that only 20 percent of the staff will prefer staying their employer and i ndustry management forecasts that poaching may dominate the issue of recruiting staff (Moncarz, Zhao, Kay, 2009). Long working hours The long working hours in the hotel industry is also another issue when it comes to recruiting staff in such an industry. The hotel industry commands only a small percentage for instance out of 14,000 graduating from polytechnics only 3000 choose to join the hospitality industry representing 1.9% which is relatively a small percentage compared to what other industries absorb. As of todays graduates they would prefer being off duty I the weekends and also during the public holidays. However, looking at the hospitality industry, there is no room for such accommodations as there are no frameworks that can schedule fix offs during the weekends. Most hotels operate twenty-four hours, hoteliers, for example, are required to operate for a minimum of 198 hours monthly. Hoteliers are also expected to work overtime more so during the peak season. The overtime may be a two-hour session or may overlap the next day depending on the situation. It is a requirement that the hoteliers are given two d ays off duty, the weekends are offered on a rotation basis. It is due to the demanding nature of the hospitality industry that makes most individuals prefer working in other industries. Seasonality of the industry In Singapore, July, August, and October are the slow period for the hospitality industry.It is evident that most businesses in the hospitality industry such as tourism and hotel are seasonal.As a result of seasonal nature of such industries, it becomes a major challenge of maintaining the employees during low seasons forcing the businesses to be closed or lay off some workers due to lack of finances to run such businesses in low seasons. As a consequence, most individuals prefer working elsewhere to ensure that they have a job security in the long-run. The businesses in the hospitality industry are in most cases at a loss regarding losing experienced staff that had drained company resources regarding training.In acquiring new staff in anticipation of peak period has the effect of straining the company finances in training the new staff so as they may acquire the required set of skills thus increasing the costs of operation for such ventures. The hospitality industry in most cases is also affected by political issues in some regions making it unfavorable for some of the talented workers to move in such countries. For instance, in some countries, there are strict entries for foreign workers thus restricting entry of talents that would help in developing the industry as they possess a unique set of skills from their countries.The shortage of human resources for the hospitality industry continues to increase due to such inflexibilities in labor laws that affect the overall performance of both the foreign and nationals working in such sectors. Strategies for addressing the challenges The issue of salary and remuneration is one factor that can motivate people to enter the hospitality industry (Jeetesh K, 2015).The players in such an industry should offer lucrative and competitive salaries for employees to attract and lure top talents that are poached by other industries. Also, the issue of benefits for the employees and their families at the workplace should be many such as health and pension schemes are one way of maintaining employees in the industry (Mosley, 2007). The government should work closely with the human resource management when drafting some policies that favor the nationals and the foreigners working in the hospitality industry. For instance, in Singapore, it was noted that most of the workers working in the hospitality industry came from foreign countries and very few nationals worked in such an industry (Pizam Shani, 2009). The labor laws and policies should offer more chances to the nationals and not the other way round no wonder the country is in short supply of labor. The practical frameworks in a hospitality industry also ought to be adjusted to incorporate the freedom and flexibility for those who wish to work in such an industry. For instance, the working hours and the weekend where many people need time with their families should be balanced so that employees can work some weekends and not all of them (Yazinski, 2009). Motivation should also be offered especially during peak when people work tirelessly, and this could be offered regarding cash and work bonuses. Conclusion and recommendations As evidenced in the above discussion, it is evident that indeed there is the shortage of talent in the hospitality industry. Lack of the necessary talent may cripple the industry shortly, and thus the necessary mechanisms are needed to ensure continuity of the sector. It is important for the firms in such an industry to provide competitive salaries and packages that will attract the best talent which will increase the labor supply solving the problem of shortage of the needed workforce. It is also critical for the legislature to work with labor unions and other relevant stakeholders in ensuring that the policies in place favor the nationals and the foreign workers in the hospitality industry. As discussed, it has been pointed some of the policies are the causes of the shortage of human resources in the hospitality industry, and therefore it is necessary to review the already existing laws and policies to ensure a favorable working environment (Christensen Hughes Rog, 2008). Works Cited Bai, L. ., Bai, B. (2011). special issue on development and progress in contemporary hospitality management research. International Journal of Contemporary Hospitality management. Chalkiti, Sigala. (2010). staff turnover in the Greek tourism industry. International journal of contemporary hospitality Management, 335-359. Christensen Hughes, Rog, E. (2008). Talent management. International Journal of Contemporary Hospitality Management, 743-757. Hyun Jeong Kim, Tavitiyaman, P., Woo Gon Kim. (2009). The effect of Management commitment to service on employee service behaviors:the Meditating Role of Job Satisfaction. journal of hospitality Tourism Research. Jeetesh K, S. (2015). The Effects of Job Satisfaction towards Employee Turnover in the Hotel Industry: A Case Study of Hotels in Kuala Lumpur City Center. Journal of Tourism and Hospitality. La Lopa, J. (2010). Guest Editorial:Food for Thought on Management Turnover in the Hospitality Industry. journal of hospitality Tourism Education, 11-13. Moncarz, E., Zhao, J., Kay, C. (2009). An exploratory study of US lodging properties' organizational practices on employee turnover and retention. International journal of contemporary Hospitality Management, 437-458. Mosley, R. (2007). Customer experience, organisational culture and the employer brand. Journal of Brand Management, 123-134. P, C., Spencer, A. (2011). Hospitality quality:new directions and new challenges. International journal of contemporary hospitality Management, 463-478. Pizam , A., Shani , A. (2009). The Nature of the Hospitality Industry: Present and Future Managers' Perspectives. Anatolia, 134-150. Qu, H., Tse, S. (1996). An analysis of employees' expectations satisfaction levels and turnover in the Hong Kong Industry. Tourism Recreation Research, 15-23. Yazinski, S. (2009). Strategies for Retaining Employees and Minimizing Turnover. Retrieved September 30, 2017, from Hr.blr.com: Yazinski, S. (2009). Strategies for Retaining Employees and https://hr.blr.com/whitepapers/Staffing-Training/Employee-Turnover/Strategies-for-Retaining-Employees-and-Minimizing-

Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay Essay Example

Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay Essay Established in 1981, the Linear Group is a airy and mission driven administration dedicated to meeting and transcending the demands of its clients and spouses. Embracing a doctrine that promotes reciprocally good strategic confederations with the purpose of blending the strengths and operational efficiencies of its venture spouses, Linear has enjoyed great success in its enterprise. Headquartered in Penang with offices in Kuala Lumpur and Petaling Jaya every bit good as a distribution web that spans across the Earth, Linear is today one of the taking warming, airing and air-conditioning ( HVAC ) solution suppliers in the ASEAN part. We will write a custom essay sample on Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Flag-shipped by Linear Corporation Berhad, a public company listed on the Main Board of Bursa Malaysia ( The Malaysian Bourse ) . Linear offers market expertness in the countries of fabrication, selling, gross revenues and distribution of HVAC merchandises, multi-disciplinary technology services and incorporate HVAC solutions playing as a individual beginning supplier for Clients who require a comprehensive scope of HVAC merchandises and the technology expertness to develop substructure required to ease them. By incorporating the assorted activities under a diversified portfolio, the Linear Group has successfully evolved and reinvented itself to thrive and run into the challenges of a invariably altering planetary economic system. The Linear Group has achieved international acknowledgment. 1.2 Group Structure The inside informations of the subordinate companies of Linear Corporation Berhad ( 288687-W ) are as follows: LCI Global Sdn Bhd ( once known as Linear Cooling Industries Sdn Bhd ) Clasps Ko Lim BAC Sdn Bhd Linear Water Treatment Sdn Bhd Linear District Cooling ( GCC ) Sdn Bhd ( once known as Linear Ice Solutions Sdn Bhd ) Linear-TES Sdn Bhd ( once known as Linear Ventures Sdn Bhd ) PrimeAce Holdings Sdn Bhd District Cooling Systems Sdn Bhd Imux ( Asia ) Limited BAC Cooling Technology Sdn Bhd PrimeAce Venture Limited Clasps Unified Systems Pte Ltd Clasps Idea-Hub.com Limited Linear Water Tank Sdn Bhd Linear Composites Sdn Bhd Clasps Linear Complexs Marketing Sdn Bhd Linear Cooling Technology Sdn Bhd Linear Towerline ( M ) Sdn Bhd ( once known as Nihon Spindle ( M ) Sdn Bhd ) 1.3 Board Of Directors PERVEZ RUSTIM MANECKSHA @ PAUL MANECKSHA Chairman A ; Independent Non-Executive Director and member of the Audit Committee Mr Pervez Rustim Manecksha @ Paul Manecksha, a Malayan, aged 63, was appointed to the Board on 12 February 2007 and as Chairman on 2 June 2008. He is a Barrister-at-Law of the Honourable Society of the Inner Temple, London, United Kingdom. He was admitted as an Advocate and Solicitor of the High Court of Malaya in 1971 and has been in active jurisprudence pattern since so. He was besides admitted as a Barrister and Solicitor in Canberra, Australia in 1978. He is presently the Managing and Principal Partner of the jurisprudence house, PR Manecksha A ; Associates. He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad ESWARAMOORTHY PILLAY S/O AMUTHER Executive Director Mr Eswaramoorthy Pillay S/O Amuther ( Bryann ) , a Singaporean, aged 43, was appointed to the Board on 8 December 2006 and as Executive Director on 26 December 2006. He holds a Maestro s Degree in Business Studies from the University of Newport, United States of America and has extended experience in the field of information engineering. He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. MEVIN NEVIS A/L AF NEVIS Executive Director Mr Mevin Nevis A/L AF Nevis, a Malayan, aged 55, was appointed to the Board on 22 February 2008 and as Executive Director on 2 June 2008. He graduated from the INSEAD EURO ASIA International Management Programme in Fontainebleau, France and holds a Maestro s Degree in Business Administration, Executive Management. He started his calling with Standard Chartered Bank Berhad ( the Bank ) in 1972. Rising through the ranks under the Bank s Executive Management Trainee plan, he has held assorted executive and senior managerial places in the Bank during the period from 1980 to 2007 such as Branch Manager, Area Manager for Northern/Central Region, Head of Small A ; Medium Enterprises, Head of Large Local Corporations and Head of Product Management for Cash Management, Trade A ; Securities Services. From 1990 to 1992, he was assigned to the Bank s offices in Chicago and Los Angeles in the United States of America as Senior Relationship Manager for transnational corporate concerns. His las t poster before he left the Bank in October 2007 was as Director/Head of Transaction Banking. Thereafter, he joined the Linear Group in late 2007. He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. KHOO ENG CHIN Independent Non-Executive Director A Mr. Khoo Eng Chin, a Malayan, aged 52, was appointed to the Board on 22 February 2010A as Independent Non-Executive Director.A He holds a Bachelor of Economics from La Trobe University, Victoria, Australia.A He started his calling with Malayan International Merchant Bankers Berhad ( MIMB ) in 1986.A He was involved in all facets of Corporate Advisory, Corporate Banking and Money Market operations.A He was with MIMB for 10 old ages and in 1996, he left MIMB as an Assistant Branch Manager to fall in ECM Libra Securities Sdn. Bhd. ( once known as Smith Zain Securities Sdn. Bhd. ) .A In 2004, he joined Kenanga Investment Bank as the Senior Manager, Corporate Finance and in October 2008, he left Kenanga Investment Bank as an Assistant Vice President.A He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. A SAW HENG SOO Executive Director A Saw Heng Soo, a Malayan, aged 54, was appointed to the Board on 7 May 2010 as Executive Director.A He graduated with a Diploma in Commerce from Kolej Tunku Abdul Raman Malaysia in 1980 and completed his scrutiny of Association of Chartered Certified Accountants ( ACCA ) in 1981.A He has been a member of the ACCA in 1984 and Fellow of ACCA in 2001. Over the last 34 old ages of his calling, he had worked with the International Accounting Firms for 8 years.A He had besides served as Group Chief Accountant/Director of Subsidiaries with Chocolate Products Berhad for 5 years.A He was General Manager of Trade Ocean Exporter Sdn. Bhd. , an international nutrient exporter, for about 2 years.A He was Operations Manager of Berjaya Sports Toto Filipino Operationss for about 2 years.A He served as General Manager of Paragon Paper-Mill of Hai Meng Holdings Berhad for about 3 years.A He was appointed as Senior General Manager of Golden Frontier Berhad and subsequently promoted to Group Operations Director for 10 years.A He is presently attached to an investing keeping company as a Director and is non a manager of any other public company listed on Bursa Malaysia Securities Berhad. A YAP CHEE KEONG Executive Director A Yap Chee Keong, a Malayan, aged 55, was appointed to the Board on 7 May 2010 as Executive Director.A He holds a Bachelor of Arts ( First Class Honours ) grade in Economicss from the University Of Leeds, United Kingdom ( 1978 ) .A He is besides a Chartered Accountant of the Institute of Chartered Accountants of Scotland ( 1981 ) .A He has scrutinizing experience in England from 1978 to 1981.A He besides has extended fiscal experience gained from his calling in merchandiser banking from 1981 to 1997 with Bumiputra Merchant Bankers Berhad.A He is now a Financial Adviser and Company Director.A He has served as a Director of several public listed companies but is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. A NEOH CHEE KEAN Independent Non-Executive Director A Mr. Neoh Chee Kean, a Malayan, aged 56, was appointed to the Board on 7 May 2010 as Independent Non-Executive Director.A He graduated as a Chartered Accountant from ACCA in the United Kingdom in 1977 and was admitted as an Associate of ACCA in 1981 and a chap in 1986.A He was besides admitted as a member of the Malaysian Institute of Accountants in 1981.A He has more than 30 old ages of working experience in accounting, audit, finance, revenue enhancement, company secretarial and fabrication which he accumulated in an International Audit Firm, a transnational company and direction consultancy firms.A He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. Other Information of BOD None of the Directors are significant stockholders of the Company. There are no household relationships among the Directors and/or significant stockholders of the Company. None of the Directors has any struggle of involvement with the Company. None of the Directors has been convicted of any offense, other than traffic offenses, within the past 10 old ages. 1.4 Corporate Doctrine Our Strategic Vision Linear s passion is to be a prima multi-country industrial endeavor turning globally through winning partnerships in the field of chilling, warming and its related merchandises and services. Our purpose is to present entire client satisfaction by guaranting best quality and best cost through operational excellence and uninterrupted invention. Our Mission To be the leader in all related market sections Our Goal To be the high quality best cost leader in all our merchandises and services Our Corporate Values A ; Credo i Longevity in merchandise quality, concern partnerships and employee dealingss i Innovative in our pursuit for uninterrupted betterments and cost decreases i No barriers in communicating with our clients, spouses and employees iExcellence and entrepreneurship in all we do iAgile and fast in all our actions iResult orientated and honoring to our employees and stockholders 2.0 BUSINESS BACKGROUND 2.1 Core Businesss 1. Fabrication and distribution of HVAC merchandises ( capacitor, evaporator, chilling tower ) 2. Technology services, after gross revenues and care services, H2O intervention 3. Design, physique and run territory chilling workss What Linear Offers: Design and customisation District chilling works design Design audit and professional sentiment Customisation of system demands based on clients demands Construction HVAC equipment supplier District chilling works builder Testing and commissioning of territory chilling workss Controling and supervising systems Operationss District chilling works direction District chilling works public presentation optimization Water intervention services for chilling towers After gross revenues and services for all HVAC merchandises Support and ownership Linear will plan, concept and run territory chilling workss on a JV or ain Utility charges will be levied based on usage with a minimal up-take Market Reach Linear s solutions are widely used in: aˆ?A A A Central concern territories aˆ?A A A Industrial Parkss aˆ?A A A Shopping promenades aˆ?A A A Hotels aˆ?A A A Convention centres aˆ?A A A Railway Stationss aˆ?A A A Airports aˆ?A A A Hypermarkets and supermarkets aˆ?A A A Office edifices aˆ?A A A Universities aˆ?A A A Hospitals Major HVAC Product Clients Undertaking Portfolio 2.3.1 Bandar Perda, Seberang Prai Owner Aseania Linear District Cooling System Sdn Bhd ( 100 % owned by Linear ) Rated end product capacity of chilling works 18,000 dozenss Water supply/return temperatures 34AÂ °F/54AÂ °F ( 1.1AÂ °C/12.2AÂ °C ) Description of undertaking 22,000 square pes, individual degree, stand-alone edifice that contains three 1,905 ton centrifugal H2O hair-raisers, three 2,180 ton traffic circle screw compressors hair-raisers and 50,000 ton-hours of external thaw ice-based thermic storage. Plant in-service 2005 ( Phase 1 ) Linear Group s range Design, Build, Operate and Own Bandar Perda Plant Facility 2.3.2 The Curve A Owner Boustead Linear Corporation Sdn Bhd ( 40 % owned by Linear ; 60 % owned by Boustead Properties Berhad ) Rated end product capacity of chilling works 7,600 dozenss Water supply/return temperatures 34AÂ °F/54AÂ °F ( 1.1AÂ °C/12.2AÂ °C ) Description of undertaking 9,800 square pes, individual degree works built on the roof of the 5-storey edifice. stand-alone edifice that contains two 850 ton centrifugal H2O hair-raisers, three 1,224 ton traffic circle screw compressor double evaporator hair-raisers and 25,600 ton-hours of external thaw ice-based thermic storage. Plant in-service December 2004 Linear Group s range ( a ) A A technology, procurance and building ; and ( B ) A A sole operation, care and direction The Curve Plant Facility 2.4 The Business Partners IR CHUA KENG SENG B.E. ( Hons ) , MIEM, P.Eng. , MASHRAE. MMIM. CPP Our Leading A ; Executive Consultant for our HVAC merchandises and District Cooling Projects. Over the past 25 old ages, Ir. Chua has been responsible for the design and supervising of building for more than 5 territory chilling undertakings locally. Ir. Chua, a seasonal lector and tester for the topic of HAVC at assorted universities, has conducted huge classs and seminars on the topic of thermic storage, co coevals systems supplying for big chilling systems, cost economy schemes, energy transition, effectual care and problem shot, planing and be aftering air conditioning systems for clients and user edifices. Ir. Chua is one of the taking and preferable District Cooling Plant adviser in this part with a combined end product of his undertakings wholly more than 120,000 dozenss of chilling. 3.0 Corporate Administration 3.1 BOARD OF DIRECTORS 3.1.1 Board Responsibilities The Board assumes overall duty for the Group s corporate administration and retains full and effectual control over the Group s concerns and personal businesss. As such, it has reserved for itself a agenda of affairs for consideration and determination which include inter alia, the Group s strategic concern way and action programs, hazards direction and internal control steps to guarantee the proper behavior of operations, fiscal and operating efficiency and public presentation of all concern units every bit good as human resource capablenesss within the Group. 3.1.2 Board Composition The Board presently has 7 members consisting 3 Independent Non-Executive Directors, 1 Non-Executive Director and 3 Executive Directors. The composing reflects that 1/3 of its members are independent. Jointly, the Directors bring to the Company a wide mix of concern, direction, fiscal, legal, selling and proficient expertness and experience to supply clear and effectual leading for the Group. Brief descriptions on the background of the Directors are presented on pages 5 and 6 of this one-year study. 3.1.3 Board Balance The Board is presently led by the Chairman who is an Independent Non-Executive Director. The Chairman is chiefly responsible for the orderly and effectual behavior of the Board whilst the Executive Directors are responsible for the devising of twenty-four hours to twenty-four hours concern and operational determinations and execution of the Board policies in run intoing the ends, vision and way set by the Board. The Independent Non-Executive Directors are non involved in the daily direction of the Group but they play a cardinal back uping function, lending their accomplishments and cognition in all major affairs and issues referred to the Board for consideration and blessing. Their function is peculiarly of import in guaranting that affairs proposed to the Board will be to the full discussed and examined, taking into history the long term involvement of the Company s minority stockholders. Most significantly, their parts will supply an component of objectiveness and independent judge ment to the Board. Mr. Pervez Rustim Manecksha @ Paul Manecksha is presently the designated Senior Independent Non-Executive Director to whom affairs of concern may be conveyed. 3.2 Board Committees To heighten concern and operational efficiency every bit good as to be in line with the best patterns prescribed by the Code, the Board had delegated specific undertakings to 5 Board Committees, viz. Audit Committee, Nomination Committee, Remuneration Committee, Risk Management and Investment Committee and Employees Share Options Committee, the composings of which are as follows: 3.2.1 Audit Committee ( consisting wholly Independent Non-Executive Directors ) Neoh Chee Kean Chairman Pervez Rustim Manecksha @ Paul Manecksha Member Khoo Eng Chin Member 3.2.2 Nomination Committee ( consisting wholly Independent Non-Executive Directors ) Pervez Rustim Manecksha @ Paul Manecksha Chairman Khoo Eng Chin Member 3.2.3 Remuneration Committee ( consisting wholly Independent Non-Executive Directors ) Pervez Rustim Manecksha @ Paul Manecksha Chairman Khoo Eng Chin Member 3.2.4 Risk Management and Investment Committee Saw Heng Soo Chairman Mevin Nevis A/L AF Nevis Member 3.2.5 Employees Share Options Committee Saw Heng Soo Chairman Mevin Nevis A/L AF Nevis Member 3.3 Appointments to the Board The Nomination Committee is charged with the responsibility to measure and reexamine the suitableness of campaigners nominated for assignment to the Board based on the campaigners makings, accomplishments and experience. In the class of this reappraisal, it will guarantee that the Board has the needed mix of accomplishments and experience for the effectual discharge of responsibilities. The Nomination Committee will so do its recommendations to the Board and the concluding determination on the assignment lies with the full Board. 3.4 Re-election of Directors Harmonizing to the Company s Articles of Association, all Directors appointed to the Board are capable to retirement at the first one-year general meeting of the Company. Thereafter, at least 1/3 of the Board is capable to retirement by rotary motion at every subsequent one-year general meeting provided that all Directors including the Managing Director shall retire one time in every 3 old ages in conformity with the Listing Requirements of Bursa Securities ( the List Requirements ) . The Articles of Association farther provides that all new Directors shall retire at the one-year general meeting subsequent to their assignment, and that all retiring Directors are eligible for re-election. The Board, upon the recommendation of the Nomination Committee, will usually put up the retiring Directors for re-election. The Directors standing for re-election at the forthcoming one-year general meeting are Mr. Khoo Eng Chin, Mr. Saw Heng Soo, Mr. Yap Chee Keong and Mr. Neoh Chee Kean. They are all eligible for re-election and have offered themselves for re-election. The Board, upon the recommendation of the Nomination Committee, has nominated the retiring Directors for re-election at the Company s forthcoming Sixteenth Annual General Meeting. 4.0 AUDIT COMMITTEE 4.1 Composition The Audit Committee of Linear Corporation Berhad presently comprises all Independent Non-Executive Directors viz. : Neoh Chee Kean Chairman Pervez Rustim Manecksha @ Paul Manecksha Member Khoo Eng Chin Member 4.2 Footings Of Reference Of Audit Committee The Audit Committee is governed by the undermentioned Footings of Reference which are in line with the Malayan Code on Corporate Administration: 4.2.1 Composition of members The Board shall elect the Audit Committee members from amongst themselves consisting no fewer than three ( 3 ) managers. All members of the Audit Committee shall be non-executive managers who possess equal fiscal cognition to dispatch their maps efficaciously. A bulk of the Audit Committee members shall be independent managers. The term of office of the Audit Committee is three ( 3 ) old ages and may be re-nominated and appointed by the Board of Directors. In this regard, the Board adopts the definition of independent manager as defined under Bursa Securities s List Requirements. At least 1 member of the Audit Committee must be: ( a ) a member of the Malaysian Institute of Accountants ( MIA ) ; or ( B ) if he is non a member of MIA, he must hold at least three ( 3 ) old ages of working experience and: ( I ) he must hold passed the scrutinies specified in Part 1 of the 1st Agenda of the Accountants Act,1967 ; or ( two ) he must be a member of one ( 1 ) of the associations of comptrollers specified in Part II of the 1st Agenda of the Accountants Act, 1967 ; or ( degree Celsius ) fulfills such other demands as prescribed by the Exchange No alternate manager of the Board shall be appointed as a member of the Audit Committee. 4.2.2 Retirement and surrender If a member of the Audit Committee resigns, dies, or for any ground ceases to be a member with the consequence that the figure of members is reduced below three ( 3 ) , the Board shall within three ( 3 ) months of the event appoint such figure of the new members as may be required to make full the vacancy. 4.2.3 Chairman The Chairman of the Audit Committee, elected from amongst the Audit Committee members, shall be an independent manager. The Chairman of the Committee shall be approved by the Board of Directors. 4.2.4 Secretary The Secretary of the Audit Committee shall be the Company Secretary. The Secretary shall be responsible for pulling up the docket with concurrency of the Chairman and go arounding it, supported by explanatory certification to members of the Audit Committee prior to each meeting. The Secretary shall besides be responsible for maintaining the proceedingss of meetings of the Audit Committee, go arounding them to members of the Audit Committee and to the other members of the Board of Directors and for following up outstanding affairs. 4.2.5 Meetings The Audit Committee meetings shall be conducted at least four ( 4 ) times yearly, or more often as fortunes dictate. In add-on, the Chairman may name for extra meetings at any clip at the Chairman s discretion. In the absence of the Chairman, the other independent manager shall be the Chairman for that meeting. The members of the Audit Committee, General Manager ( Corporate Affairs, Finance and Administration ) , Finance Manager and the caput of internal audit will usually be in attending at the meetings. Representatives of the external hearers are to be in attending at meetings where affairs associating to the audit of the statutory histories and/or external hearers are to be discussed. Other Directors, officers and employees of the Company and/or Group may be invited to go to, except for those parts of the meetings where their presence is considered inappropriate, as determined by the Audit Committee. However, at least twice a twelvemonth the Audit Committee shall run into with the external hearers without any executive board member nowadays. Minutess of each meeting shall be kept and distributed to each member of the Audit Committee and besides to the other members of the Board of Directors. The Audit Committee Chairman shall describe on each meeting to the Board of Directors. 4.2.6 Quorum The quorum for the Audit Committee run intoing shall be the bulk of members present whom must be independent managers. 4.2.7 Reporting The Audit Committee shall describe to the Board of Directors, either officially in authorship, or verbally, as it considers appropriate on the affairs within its footings of mention at least one time a twelvemonth, but more often if it so wishes. The Audit Committee shall describe to the Board of Directors on any specific affairs referred to it by the Board for probe and study. 4.2.8 Objective The chief aim of the Audit Committee is to help the Board of Directors in dispatching its statutory responsibilities and duties associating to accounting and coverage patterns of the keeping company and each of its subordinates. In add-on, the Audit Committee shall: ( a ) evaluate the quality of the audits performed by the internal and external hearers ; ( B ) provide confidence that the fiscal information presented by direction is relevant, dependable and seasonably ; ( degree Celsius ) oversee conformity with Torahs and ordinances and observation of a proper codification of behavior ; ( vitamin D ) determine the quality, adequateness and effectivity of the Group s control environment ; and ( vitamin E ) develop and keep an effectual hazard direction system and procedures are applied in the twenty-four hours to twenty-four hours concern and activities. 4.2.9 Authority The Audit Committee shall, in conformity with a process to be determined by the Board of Directors and at the disbursal of the Company: ( a ) authorise to look into any activity within its footings of mention. All employees shall be directed to co-operate as requested by members of the Audit Committee ; ( B ) have full and unlimited/unrestricted entree to all information and documents/resources which are required to execute its responsibilities every bit good as to the internal and external hearers and senior direction of the Company and Group ; ( degree Celsius ) obtain, at the disbursal of the Company, other independent professional advice or other advice and to procure the attending of foreigners with relevant experience and expertness if it considers necessary ; ( vitamin D ) be able to convene meetings with the external hearers whenever deemed necessary ; ( vitamin E ) be able to do relevant studies when necessary to the relevant governments if a breach of the Listing Requirements occurred ; ( degree Fahrenheit ) be kept informed every bit shortly as possible of any inauspicious development originating from any event such material judicial proceeding ; and ( g ) the Audit Committee shall hold the power to set up Sub-Committee ( s ) and depute its powers to such Sub-Committee ( s ) for the intent of transporting out certain probes on its behalf in such mode as the Audit Committee deems fit and necessary and, to name any individual ( s ) as member ( s ) of the Sub-Committee ( s ) and/or as Head of Internal Audit who shall describe straight to the Audit Committee. 4.2.10 Duties and Duties The responsibilities and duties of the Audit Committee are as follows: ( a ) To reexamine the care and control of an effectual accounting system. ( B ) To reexamine the Group s public answerability and conformity with the jurisprudence. ( degree Celsius ) To reexamine and measure the adequateness and effectivity of the internal and external audit processs, and to guarantee that they have the necessary authorization to transport out their work. ( vitamin D ) To measure the quality of external hearers and do recommendations refering their assignment and wage and to see the nomination of a individual or individuals as external hearers. ( vitamin E ) To supply affair between the external hearers, the direction and the Board of Directors and besides to reexamine the aid given by the direction to the external hearers. ( degree Fahrenheit ) To reexamine the findings of the internal and external hearers and to guarantee that appropriate actions are taken on the recommendations of the hearers. ( g ) To reexamine the quarterly consequences and fiscal statements and one-year study prior to entry to the Board of Directors. ( H ) To supervise and to reexamine any related party minutess that may originate within the Group and to describe, if any minutess between the Group and any related party outside the Group which are non based on arms-length footings and on footings which are disadvantageous to the Group. ( I ) To verify the allotment of portion options under the Employees Share Option Scheme ( ESOS ) as being in conformity with the standards set out in the ESOS By-Laws. ( J ) To describe its findings on the fiscal and direction public presentation, and other stuff affairs to the Board of Directors. ( K ) To move in line with the waies of the Board of Directors. ( cubic decimeter ) To see and analyze such other affairs as the Audit Committee considers appropriate. ( m ) To reexamine the studies of direction in relation to the unity and adequateness of the procedure for placing chief hazards and guarantee the execution of appropriate systems to pull off these hazards. ( N ) To reexamine any assessment or appraisal of the public presentation of members of the internal audit map who are full-time employees of the Group, if any. ( O ) To O.K. any assignment or expiration of senior staff members of the internal audit map who are fulltime employees of the Group, if any. ( P ) To take awareness of surrenders of internal audit staff members who are full-time employees of the Group, if any, and supply such resigning staff member an chance to subject his/her grounds for vacating. 5.0 THE RELATED EVENT 5.1 Reports from Audit Committee The Audit Committee met 5 times during the fiscal twelvemonth ended 31 December 2009 and has met with the external hearers twice in the same fiscal twelvemonth without the presence of any executive board member. All Audit Committee meetings were punctually convened with sufficient notice given to all Committee members together with the docket, studies and proposals for deliberation at the meetings. Detailss of attending of the Audit Committee members at the Audit Committee meetings held during the twelvemonth ended 31 December 2009 are as follows: Audit Committee Member Attendance Pervez Rustim Manecksha @ Paul Manecksha 5 out of 5 Heinrich August Diehl ( Resigned: 11.09.09 ) 2 out of 4 Kok Seng Loong ( Resigned: 14.09.09 ) 4 out of 4 See Keng Leong ( Appointed: 11.09.09, Resigned: 12.11.09 ) Not applicable Chan Weng Kwong ( Appointed: 11.09.09, Resigned: 23.12.09 ) 1 out of 1 Khoo Eng Chin ( Appointed 22.02.10 ) Not applicable Neoh Chee Kean ( Appointed 07.05.10 ) Not applicable Summary Of Activities Of The Audit Committee During the fiscal twelvemonth ended 31 December 2009, the Audit Committee carried out the undermentioned activities in the discharge of its responsibilities: aˆ? Reviewed wholly unaudited quarterly fiscal consequences and the audited fiscal statements of the Company before urging them to the Board for blessing ; aˆ? Reviewed the external hearers range and attack of audit as presented in their audit program before beginning of audit ; aˆ? Reviewed the external hearers audit study and considered the countries of concern raised by the external hearers ; aˆ? Reviewed all recurrent related party minutess on a quarterly footing ; aˆ? Reviewed the position of employees portion option allotments on a quarterly footing. aˆ? Verified the allotment of options pursuant to Employee Share Option Scheme ( ESOS ) of the Company. The Audit Committee noted that the Company has a sum of 1,137,000 portions available under the Company s ESOS to the employees of the Company and the options have non been exercised as at 31 December 2009. The exercising monetary value of the ESOS portions is RM1.16 and the ESOS is valid until 13 August 2013. 5.2 Internal Audit Function The internal audit map is independent of the auditable countries in the organisation and study to the Audit Committee. The duties include reexamining the adequateness of the systems of internal controls and measuring the assorted fiscal and operational hazards faced by the organisation. 5.3 Statement On Internal Control The Board of Directors ( Board ) of Linear Corporation Berhad ( Linear ) is pleased to put out below the Statement of Internal Control pursuant to paragraph 15.27 ( B ) of the Listing Requirements of Bursa Malaysia Securities Berhad ( Bursa Securities ) . It is prepared in conformity with Bursa Securities Statement of Internal Control Guidance for Directors of Public Listed Companies. The Board acknowledges its duty to keep a sound system of internal controls to safeguard the Linear Group ( the Group ) s assets in conformity with the Malayan Code on Corporate Governance ( the Code ) . The Board is committed to taking appropriate enterprises to further beef up the transparence, answerability and efficiency of the Group s operations. The Board believes that the pattern of good corporate administration is an of import uninterrupted procedure and non merely a affair to be covered as conformity in its one-year study. 5.3.1 Board Duty The Board affirms the overall duty for keeping a sound system of internal controls and for reexamining its adequateness and unity so as to safeguard stockholders investing and the Group s assets. Due to built-in restrictions in any system of internal control, the system is designed to pull off and command hazard suitably instead than extinguish the hazard of failure to accomplish concern aims. Consequently, the internal control system provides sensible confidence and non absolute confidence against material misstatement or loss, and hence hazards should be continually monitored and managed at all times. The Board takes awareness of the betterment points highlighted by the external hearers and recognizes that reexamining and heightening the Group s system of internal control is a go oning procedure. 5.3.2 Internal Control Cardinal elements of the system of internal controls are as follows: Operating construction with clearly defined lines of duty The operating construction includes defined deputation of responsibilities and duties to the assorted Board Committees, the Executive Board members, the Management and runing units. Independence of the Audit Committee The Audit Committee, which comprises wholly Independent Non-Executive Board members, holds regular meetings to consider on audit findings and recommendations and studies to the Board. Employee competence Proper processs are in topographic point in regard of enlisting and expiration of employees. Emphasis is placed on the quality and abilities of employees with go oning instruction, preparation and development being actively encouraged through assorted plans. Fiscal coverage Regular monitoring and reappraisal of fiscal consequences by the Management and preparation of action programs to turn to countries of concern before they are being reported to the Audit Committee and the Board. Insurance Adequate insurance on major assets such as stocks, edifices and machineries belonging to the Group, is in placed to guarantee that the Group is sufficiently covered against any bad luck that may ensue in stuff losingss impacting the Group. Failings in Internal Controls that Results in Material Losses There were no stuff or important losingss incurred during the fiscal twelvemonth ended 31 December 2009 as a consequence of failing in internal control. Notwithstanding, the Board remains committed to beef up the Group s control environment and procedures and its pursuit for uninterrupted betterment is ongoing and, appropriate action programs will be put in topographic point, when necessary, to farther heighten the Group s system of internal controls. 5.3.3 Statement On Internal Audit Function Due to the Group s restructuring exercising, we were unable to prosecute an independent organic structure to set about the internal audit map. However, this map will be filled for the fiscal twelvemonth 2010. 5.4 Reports from Hearer 5.4.1 Report on the Financial Statements We have audited the fiscal statements of Linear Corporation Berhad, which comprise the balance sheets as at December 31, 2009 of the Group and of the Company, and the income statements, statements of alterations in equity and hard currency flow statements of the Group and of the Company for the twelvemonth ended December 31, 2009, and a sum-up of important accounting policies and other explanatory notes, as set out on pages 31 to 89. Directors Duty for the Financial Statements The managers of the Company are responsible for the readying and just presentation of these fiscal statements in conformity with Financial Reporting Standards and the Companies Act 1965 in Malaysia. This duty includes designing, implementing and keeping internal control relevant to the readying and just presentation of fiscal statements that are free from material misstatement, whether due to fraud or mistake ; choosing and using appropriate accounting policies ; and doing accounting estimations that are sensible in the fortunes. Hearers Duty Our duty is to show an sentiment on these fiscal statements based on our audit. We conducted our audit in conformity with sanctioned criterions on scrutinizing in Malaysia. Those criterions require that we comply with ethical demands and program and execute the audit to obtain sensible confidence whether the fiscal statements are free from material misstatement. An audit involves executing processs to obtain audit grounds about the sums and revelations in the fiscal statements. The processs selected depend on our judgement, including the appraisal of hazards of material misstatement of the fiscal statements, whether due to fraud or mistake. In doing those hazard appraisals, we consider internal control relevant to the Company s readying and just presentation of the fiscal statements in order to plan audit processs that are appropriate in the fortunes, but non for the intent of showing an sentiment on the effectivity of the Company s internal control. An audit besides includes measuri ng the rightness of accounting policies used and the rationality of accounting estimations made by the managers, every bit good as measuring the overall presentation of the fiscal statements. We believe that the audit grounds we have obtained is sufficient and appropriate to supply a footing for our audit sentiment. Emphasis of Matter Without measure uping our sentiment, we draw our attending to Note 23 of the notes to the fiscal statements that the Group had defaulted on the bank adoptions. The direction is presently in the procedure of negociating to dispose certain belongings, works and equipment and prepaid land rental to refund the bank adoptions. Footing for Qualified Opinion We are unable to fulfill ourselves on the collectability of the progress of RM36 million reflected in other receivables, as mentioned in Note 15 and Note 39 of the notes to the fiscal statements. However, the direction is of the position that this sum can be recovered. In the event that the said sum can non be recovered, the stockholders equity will be decreased by the said sum and in the absence of extra capital being injected into the Company and/or future net incomes generated by the Group, the Company may be classified as an Affected Listed Issuer pursuant to the amendments to the Listing Requirements of Bursa Malaysia Securities Berhad in relation to Practice Note 17/2009. Qualified Opinion In our sentiment, except for the effects on the fiscal statements of the affair described in the Basis for Qualified Opinion paragraph, the fiscal statements have been decently drawn up in conformity with Financial Reporting Standards and the Companies Act 1965 in Malaysia so as to give a true and just position of the fiscal place of the Group and of the Company every bit at December 31, 2009 and of their fiscal public presentation and hard currency flows for the twelvemonth so ended December 31, 2009. Report on Other Legal and Regulatory Requirements In conformity with the demands of the Companies Act 1965 in Malaysia, we besides report the followers: ( a ) In our sentiment, the accounting and other records and the registries required by the Act to be kept by the Company and its subordinates of which we have acted as hearers have been decently kept in conformity with the commissariats of the Act. ( B ) We have considered the histories and the hearers studies of the subordinates of which we have non acted as hearers, which are indicated in Note 9 ( B ) of the notes to the fiscal statements. ( degree Celsius ) We are satisfied that the histories of the subordinates that have been consolidated with the Company s fiscal statements are in signifier and content appropriate and proper for the intents of the readying of the fiscal statements of the Group and we have received satisfactory information and accounts required by us for those intents. ( vitamin D ) The audit study on the histories of LCI Global Sdn. Bhd. ( once known as Linear Cooling Industries Sdn. Bhd. ) contains qualified sentiment made under Section 174 ( 3 ) of the Act. The audit study of staying subordinates did non incorporate any making or any inauspicious remark made under Section 174 ( 3 ) of the Act. Other Matters This study is made entirely to the members of the Company, as a organic structure, in conformity with Section 174 of the Companies Act 1965 in Malaysia and for no other intent. We do non presume duty to any other individual for the content of this study. The fiscal statements for the preceding twelvemonth were audited by another house and are presented simply for comparative intents. 6.0 Determination OF THE CASE OF LINEAR The fiscal statement of Linear Corporation get downing in 2005 shows that company was in fiscal hurt. They are loss about RM 50 million. In 2006, the company was reported a net loss about RM 20 million. However, the conditions of fiscal in 2007 become better. The company was reported net net income about RM 4 million. But, in 2008 the fiscal place cyberspace net income was decrease RM 700 1000. Then, the fiscal statement in 2009 shows a bad place. The company was reported net loss about RM 17 million. Therefore no dividend has been recommended, paid or declared by the Company since the terminal of the old fiscal twelvemonth. The company has released their one-year study to the populace on the 4th of June 2010. From the one-year study the hearer mentioned that they are unable to fulfill their egos on the collectability of the progress of RM36 million reflected in other receivables, as mentioned in Note 15 and Note 39 of the notes to the fiscal statements. However, the direction is of the position that this sum can be recovered. In the event that the said sum can non be recovered, the stockholders equity will be decreased by the said sum and in the absence of extra capital being injected into the Company and/or future net incomes generated by the Group, the Company may be classified as an Affected Listed Issuer pursuant to the amendments to the Listing Requirements of Bursa Malaysia Securities Berhad in relation to Practice Note 17/2009. This company is in fiscal hurt when Bursa Malaysia issued PN17. Companies that fall within the definition of PN17 will necessitate to subject their proposal to the Approv ing Authority to reconstitute and resuscitate the company in order to keep the listing position. After the company has released their one-year study to the populace, the hearer was uncovering the fraud made by board of manager. The company job began when the former manager Alan Rajendram has signed a missive of award with Global Investment Group ( GIG ) on December 29, 2009 for the dome undertaking and was paid to GIG as public presentation consideration for a RM1.6 billion King Dome undertaking. The undertaking of King Dome is the chilling works that would be providing chilled H2O for the air-conditioning system in Manjung Perak. He has informed the board of managers after he has transferred out the money. In February 2010, the internal hearers advised the GIG to return the money, which the latter followed through. This is because the money could non be transferred without the blessing of the board. Again Alan Rajendram has transferred out the money of RM36 million one time more to GIG in April without advising the board. He gives account was that there was force per unit area from GIG on him to reassign the money to be used as a public presentation consideration payment for the RM1.6 billion King Dome undertaking. Therefore, he used the bossy mode to do the determination. This happen because there were no proper processs for undertakings to be prepared and submitted for blessing by the board. Harmonizing to Linear Corp executives manager Mervis Nevis, prior to this, for three old ages, they were no proper processs for undertaking to be prepared and submitted for blessing. Linear s problems began when there was no advancement made after the company signed a missive of award with GIG on Dec 29, 2009 for the dome undertaking and the RM 36 million was paid out to GIG as public presentation consideration . Besides that, Linear defaulted on its loan duties. Harmonizing to Executive manager C.K. Yap, the payment to GIG was to demo that Linear Corporation had the ability to set about the King Dome undertakings. The company now wanted to sell its chilling system-manufacturing works in Prai Industrial Estate and used the returns as working capital. The company besides would analyze whether the King Dome undertaking was still feasible. If the undertaking can continue, there will no job in acquiring funding. If it non, Rajendram had given an insurance missive to state that the RM 36 million will be returned to Linear by November 30. Bursa Malaysia was instantly appoint a particular hearer to look into the company, peculiarly its fiscal affairs and place any possible abnormalities. When the instance began, the executive manager of a public listed company was charged in the Sessions Court on five charges of abetting three persons to rip off and perpetrate condemnable breach of trust ( CBT ) affecting nine million portion amounting to RM 23 million. Harmonizing to instance of Linear Corporation, the anterior job in this company was weak in internal control. The transportation of money can easy be made because there were no proper processs for undertakings to be prepared and submitted for blessing by the board. Linear besides acknowledging its recent job were self-inflicted by internal failings. To work out this job, there were calls for one-year general meeting. From this AGM, they will transport on with their restructuring exercising with the usual model of capital decrease, decrease of liability followed by injection of new equity financess. The 2nd resort is to retrieve the money from its former manager Alan Rajendram Jeya Rajendram, who has issued a statutory declaration and a missive of insurance ( LOI ) on June 17 to present the undertaking or indemnify the company in the event of any losingss. He has until Nov 30 to make so. Linear will reconstitute attempts include fastening other loopholes, with any determinations affecting more than RM10,000 necessitating the blessing of the board. Therefore, all contractual agreements must besides be vetted and prepared by external legal advisors before being brought to the board for deliberation. 7.0 Decision BKAF 5043 FINANCIAL ACCOUNTING THEORY AND REPORTING PRACTISES Case Study: LINEAR CORPORATION BHD. PREPARED FOR: PN. ROHANA @ NORLIZA YUSOF Prepared BY: NURUL FARIDA BINTI ABDULLAH ( 801920 ) ZURAINI BINTI ZAKARIAH ( 802990 ) Date ON SUBMISSION: 1 AUGUST 2010