Observations to Identify Child Needs

Observations to Identify Child Needs Planning, observation and assessment all contribute to supporting the learning and development of children. Careful observation can identify a child’s individual needs and interests and ensure that resources and activities are suitable for promoting further development. The early years recommends that practitioners follow a three-step cycle to effectively meet the needs of individual children. Planning Observation and Assessment. Write only what you see-this ensures accuracy. Write the date and time you’re observing, name and age of child, setting where the observation is being done. Avoid opinions, don’t say that the child is/ is not enjoying something, if they have not told you that. Continue with regular observations-this provides an overall consistent picture of the child’s development, and identify any areas of a child’s development that might need additional support or be delayed. You can learn a lot about the children you are working with by observing them, and you are more likely to be able to meet their individual needs effectively from observation. Formal observations can be used to observe a child’s development of a particular skill or knowledge and understanding. The practitioner can use adult-led activities to provide an opportunity for the child to practice this particular skill and observe their participation. Observations which are spontaneous, help gather information as children will be able to explore naturally without any added pressure. Formal observations can be used to observe a child’s development of a particular skill or knowledge and understanding. This is especially useful for development checklist for the child. There are factors to consider when observing a child and that it is regularly collected to produce a true picture of the child’s knowledge and abilities and ensure consistency in the evidence you collect. Many things can affect the validity of observation; tired or hungry or hungry children may not demonstrate skills to the best of their ability and might get different results in completing an observation on a child at different times of the day, illness can affect the child’s demonstrating skill if they are ill, or might not want to partake so won’t be demonstrating their true abilities. Practitioners should schedule a repeat observation whe n the child is well to gather the true picture of the child’s ability. It is important to see when a child has achieved a particular skill when you carried out the observations at the same time accurate results and consistency. There are many methods of observing and recording observations. Practitioners in early year settings often use a note taking method carrying with them a note pad, to write spontaneous occurrences in what a child’s interests and achievements are when they are engaged in an activity with them. This way of taking notes can then be written up after the events in more detail. Time sample is another way of recording information; this is a way of looking at a child’s activity over a period of time, observing the child at regular intervals for example every ten minutes for one hour. A summative assessment is when the evidence is gained through a formative assessment over a period of time and these are helpful when the practitioner needs to review a child’s developing progress. A formative assessment is an on-going assessment of the child, and carried out on a regular basis. The early years requires two formal summative assessments, at aged two and at the end of completion of the Early Year setting. Assessments after observations are the way in which the practitioner can make decisions about what the child can do. For example a practitioner is observing a child and note the child has spent ten minutes building bricks. It shows the practitioner that the child appears happily content doing this activity, it also shows the child can concentrate for a period of time and play independently. They are able to observe if the child is using favourably their left hand or right hand and their eye- to hand coordination is well developed.The practitioner can say if the child had any facial expressions i.e. smiling or frowning whilst doing the activity to show enjoyment or concentration. An observation like this helps the practitioner plan future activities well suited to the child to meet individual needs and abilities of the child, and encourage future development adding other construction activities for the child to try if naturally this is where the child is getting enjoyment. Planning for a child to help their development in their not as strong areas is very important also. And from observations you can assess where the child needs extra encouragement or additional help in certain areas, for example when a group of children asked to put their coats on ready to go outside. You can observe the children who are very capable of doing the task without aid and the children who take longer and need extra time or help. You can plan for this by dividing the children into two groups; group 1 and group 2. Group 1 being the slower children less able to p ut on their coats are to start getting ready first with extra time allocated than group 2.Planning should be built upon the observation and assessment findings of individual children in order to identify the best steps to take to further their learnings and development. The Early Years development matters document suggests that planning should include looking at what is next for the child including: experiences and opportunities, the learning environment, resources, routines and the practitioners’ role. A carer can observe an individual child during outdoor play and recognise that the individual child aged two years is climbing confidently and is beginning to pull themselves up on nursery play climbing equipment outdoors. So the carer can help the individual child by talking to the child about their movements and help them to explore new ways of moving, such as squirming slithering and twisting along the ground like a snake, and moving quickly, slowly or on tiptoe. Plan opportunities for children to tackle a range of levels and surfaces including flat and hilly ground, grass, pebbles, smooth floors and carpets. Provide a range of large play equipment both indoors and outdoors that can be used in different ways such as boxes, ladders –frames and barrels. Provide safe spaces and explain safety to the child and parents. These will help encourage their physical development even further. The Statutory assessments focus on three prime areas of development ages two and three progress check. The assessment review and identify the child’s strengths and any areas of where the child’s progress is less than expected. The progress check helps identify the child’s natural interests and plan effectively for the individual child. It is a good idea to show the parents how to understand effectively to support the child’s learning which can be encouraged at the home environment for the child. The assessment it helps identify any additional special educational need or identify any disability. The practitioners should develop a targeted plan to support the child’s future learning and development involving the parents and careers and other professionals which may be needed. The report shows reflecting development levels and needs of the child, it shows the areas where the child is progressing well, the areas where additional support may be needed, and focus particularly on where there is a concern that the individual child may have developmental delay, which may indicate a special educational need or disability. It must include any activities and strategies the provider must intend to adopt and address any issues or concerns. Parents must receive a written record of each of the child’s prime areas of development. It is of interest to the individual child to encourage the parents to share the information from the progress check with other relevant professionals, including their health visitor and the staff of any new provision the child may transfer to. The progress check and the Healthy Child Programme health and development review at age two, when the Health visitor gathers information on a child’s health and development, allowing them to identify any developmental delay and any particular support from which they think the child and family might benefit, should inform each other and support integrated work together. This also helps health and education professionals to identify any strengths as well as any developmental delay. The providers must have parental consent and careers to share information directly with other relevant professionals. The assessment at the end of early years foundation stage profile must be completed when the individual reaches age five in the final term no later than June 30 in that term. It provides a well-rounded picture of a child’s knowledge, understanding and abilities, their progress against expected levels and their readiness for starting year 1. It provides information to the parents, careers practitioners and teachers; the profile reflects ongoing observations, all the relevant records held by the setting, discussions with parents and careers and any other adult professionals relevant. The child’s development must be assessed against the Early learning goals, practitioners indicate whether children are meeting expected levels of development, or if they are exceeding expected levels and if not yet reaching expected levels. Year 1 teachers are given the Profile; this will help the teacher acknowledge the child’s stage of development and learning needs and help assist w ith the planning of activities. The Profile must be completed for all children, including with special educational needs or disabilities, with reasonable adjustments to the assessment process for children with special educational needs and disabilities are made appropriately. It is important to know that all children will have differing level of skills and abilities across the profile and it is important that there is a full assessment of all the areas of the child’s development to form plans for future activities and to help identify any additional support. Schools must share the results of the Profile with the parents and careers. The profile must be completed for all children, including of those with special educational needs or disabilities. Adjustments to the assessment process for the children with special educational needs and disabilities must be made as appropriate. Children will have differing levels of skill and abilities across the profile and it is important that there is a full assessment of all areas of their development to inform any future activities and to identify any additional support needs.

American Express Quality Management Marketing Essay

American Express Quality Management Marketing Essay Problem Statement- American Express using Quality Management to Excel in a Highly-Competitive Niche Market. Business Executive Exclusive Perks Card from U.S. Express (The BEEP Card) Do we launch with current levels of Business commitment in the field? Organizational Background American Express is a diversified global financal services company that was founded just prior to the American Civil War. It is best known for its business line of charge cards, travelers checks, and in fact, holds about 25 percent of the total credit card transactions in United States, largely because of its perks and programs focusing on American business (Chenault, 2009). American Express does not really sell anything tangible. Yes, they have some merchandise, but their primary focus for the consumer is to get as many American Express cards into the hands of qualified customers as possible. Money is generated through the fees charged to retailers and credit card clearing houses. But, American Express is essentially branded as a service-oriented business topnotch service that customers receive in their interaction with all U.S. Express staff (Bihlmier, 2002). One of the reasons American Express has been so successful to date, despite the ups and downs of the economy, is its focus on customer experience and branding that experience into something that feels tangible, even though it is not tangible. They have done this through enhancement of the customer experience from initial contact through final payment, tagging celebrities for endorsements, and branding the experience (McCarthy, 2005; Davis, 2010; americanexpress.com). Thus, for many businessmen, American Express is more of an experience they can call the company 24/7, 365 days per year in an emergency, have funds delivered or charges authorized by phone; they can received discounts on hotels, car rentals, meals, and even special events. Being an American Express member has its perks. And, with the new BEEP card, specifically designed for that upper echelon of corporate executive, the experience offered will be even more customized and special. Literature Review Even with billions in global assets, however, American Expresss business model is tied to the economic pulse of the business world. As one of the top rated charge cards for business and corporate use, the fiscal crises of the last few years has negatively impacted the company, and in November 2008, American Express won Federal Reserve System approval to covert its operation to a bank holding company, which made it eligible for government subsidies under the Troubled Assets Relief Program, which, at that time consisted of over $127 billion (Lanman, 2008). This troubling trend was serious enough for the Fed to waive its typical 30-day waiting period, and was the result in credit-card holders failure to repay loans at almost twice the rate of 2007. Indeed, one of the major strategic weaknesses of American Express is its tie to the economic health of the global financial markets American Express following the trends by posting several quarter profit declines even with some segments showing upturns. Given the continued volatility in the financial markets, we want to be best positioned to take advantage of the various programs the federal government has introduced. We will [also] continue to build a larger deposit base to broaden our funding sources (CEO Kenneth Chenault, Ibid). American Express is a large enough company, with core values in banking, financial services, travel, and corporate/personal credit and charge cards. They have a Strategic Planning Group that operates consulting services to management of all its business units, and also services as a conduit for executive level recruiting. (American Express Strategic Planning Group). The business model for American Express consists of several major sections, (See Figure 1) with the top grossing centers: 1) Discount Revenue from card transactions (53%); 2) Interest from card member lending services (revolving charge cards) (13%); 3) Fees from cards, travel, and other holding feeds (23% combined) (American Express Summary, WikiInvest). American Express acknowledged that 2008 was a tough year and that they are tied very closely with the spending patterns of businesses and executive cardholders in particular, the dismal performance of both the 2007 and 2008 Holiday seasons in luxury goods. Additionally, the impact of the ENRON, Arthur Anderson, and even Automobile Industry issues may force additional oversight and regulation upon American Expresss financial services division. Tactically, the company has instituted several short- and mid-range solutions to improve its financial volatility: 1) Adjust models in lending to reduce high-risk, cancel certain accounts, reduce lines of credit, and limit new cardmembers; 2) Manage risk to improve profits; 3) Enhancing services for businesses and cardmembers experiencing difficulty in order to prevent defaults (2008 Annual Report, p. 5). Strategically, the company has decided on the actions of: Reengineering Control of costs, cut back spending in every area of the business; increase efficiency and reduce or eliminate activities that were not supporting the companys highest priorities, including the elimination of 10% of the global workforce (7,000 jobs). Benefits of $1.8 billion are expected as a result of this reengineering. Partnerships Forging new Co-Branded partnerships in key international markets, primarily in the Far East and Australia. Signing 13 new partnerships and launching 130 new products with banks that issue American Express-branded cards globally. Servicing Improving servicing aspect and offering more opportunities than competitive products this resulted in earning the J.D. Power and Associates Customer Satisfaction Award. Business partnerships Even in a down economy, partnerships with businesses will continue to help American Express grow its revenue partnering in the B2B aspect will improve the ready income, while continuing to provide greater incentives for additional partnerships. (Ibid, p. 8). American Express has been through recessionary times before, and has emerged even stronger utilizing its core values and strategies. Marketing And Advertising On of the key factors in the improvement of American Express in the market is the continual thrust of its brand. American Express has taken branding to a new level one who has moved from the outmoded mold of 1960s marketing, humorously described in the III Series MADMEN,  [1]  to a more centered approach that makes every employee, essentially, a brand manager: American Express. American Express does not actually sell anything tangible. Yes, they have some American Express merchandise, but their primary focus for the consumer is to get as many American Express cards into the hands of qualified customers as possible. Money is generated through the fees charged to retailers and credit card clearing houses. But, American Express is essentially branded as a service-oriented business top notch service that customers receive in their interaction with all American Express staff (American Express Joe Bihlmier interview, 2002). American Express has done this w ith a few simple, yet very powerful, changes to its business paradigm: Customer Contact Every step of the American Express experience has been refined to be different and competitive from all other credit and charge card companies. Employees are highly trained, speak English in a professional manner, and rather than take the offensive on certain situations, begin the discussion with the customer as the #1 priority. Accuracy of Statement American Express statements are double and triple checked for accuracy, with an ease of back up data available at a moments notice. Since American Express realizes that most use is for business, they have organized their statement into categories that make it easier for the employee to report. Business Cards American Express wants large businesses, and has made it easier for company employees to receive cards and generate only their receipts back to the company. American Express will customize reports, by employee and category, for larger companies accounting management, and for some, even deliver it electronically based on their individual needs. Ease of Disputing a Charge Again, American Express assumes the client is right, and with a simple phone call, will act as an advocate for any unauthorized charges (AmericanExpress.com). Utilizing celebrities as role models Instead of having a celebrity simply pitch a product, American Express has taken two different views of improving its brand using celebrities. The celebrities actually USE the product, their names are printed on the card, and not only are they shown in their particular field of expertise (e.g. Tiger Woods, Robert DiNero, etc.), but the company has ads that play off popular archetypes (e.g. the movie CaddyShack, etc.) (McCarthy, 2005). Differential Branding Now, not only does American Express offer the Gold and Green cards, but a blue and red card, with different cards supporting credit customers (as opposed to charge customers), and the Product RED, which supports the fight against Aids, and other environmental causes. For example, one AmEx commercial shows a sexy model near a traditional Masai warrior; the model holds the RED card and says, It doesnt make you feel so guilty about spending your money! (American Express, 2007). Thus, for many businessmen, American Express is more of an experience they can call the company 24/7, 365 days per year in an emergency, have funds delivered or charges authorized by phone; they can receive discounts on hotels, car rentals, meals, and even special events. Being an American Express member, has its perks (See Appendix A Examples of American Express Branding). American Express seems to excel at creating the strategy from the outside in, rather than the typical product management idea of inside out this strategy has shown an increase in brand recognition, whether or not those consumers utilize the product at present. Thus, that recognition, as the population ages and is able to afford participating in the American Express experience is more of a marketing investment strategy, long-term, than it is a complete short-term blip (Atstiel, 2005). The Problem/Challenge The design and conformance quality are both strategic management issues that, for a company with a demographic like American Express, are vital for the success of their product. For a merchant, American Express is significantly more expensive than MasterCard or Visa, takes longer to be reimbursed, and has less flexibility in discount rates. Instead, it is the very design and conformance (value of the product and the degree to which product promises and specifications are realized) in the marketplace that makes it even worthwhile to merchants. In many cases, corporations use only American Express, and thus their employees are motivated to use that card, typically billed directly to the home office, without the same necessity for reimbursement and TE Expense Reporting. Because American Express already invested in POP materials, already shipped those materials to its list of businesses who accept the card, the key clearly was not whether the marketing folks at Ame rican Express had done their job. They had but only partially for all the collateral in the world is for naught if it is not posted, thrown away, or put into storage. That being said, the metrics of Six Sigma, and the defined error acceptance helped American Express hone in on the root of the problem regarding POP and the research behind it, as well as a means to mitigate the situation. Simply put, the current research was simply not working in terms of identifying the issues surrounding use of the card in small businesses. Opportunities/Recommendations American Express hired a research vendor to call on businesses to uncover what POP materials were being used, why or why not, and how these materials could translate into an increase value relationship for the consumer and business. Unfortunately, the data uncovered by the research vendor was fraught with inaccuracies: from poor call rates to a disconnect in research opportunities that, in fact, worked contrary to the needs of the company in providing a service to its business clients. American Express uncovered two primary causes for this disconnect by shadowing the vendor and putting principles of Six-Sigma into place to find a potential set of solutions. The two primary causes for the unacceptably high uncallable rate for American Express research were a disconnect between time of research and store hours and the ability of the research to identify individual businesses that were in compliance with American Express POP requirements. Both resulted in a loss of time and money, an unacceptable error rate, and considerable redundancy (returning to recheck). However, the research vendor was given the list by American Express. When the business signed up with American Express, they not only listed the type of business (e.g. retail, restaurant, etc.) but also their hours and days of operation. A simple Boolean search would have provided the research firm a sort of appropriate businesses and an adjustment of hours. Six Sigma already asks for statistical checks to be mad e when viewing data, had the methodology been in place within the marketing research area, the initial disconnect would not have occurred. It was not incumbent upon the vendor to know details about the client beforehand. Further, operating in a Six Sigma manner would have put a more robust vetting upon the research project prior to placing it into the field. In addition, the research protocol should have been written so that the purpose of the visit was plain to the vendor analysis of POP. If the analysis was possible without actually visiting the business (e.g. viewing the POP on the door or register), redundancies would have been eliminated (Hayler and Nichols, 2007, 55-9). Still, Six Sigma is a tool, it is not an edict. Like many tools, it is dependent upon two things: 1) How it is used, and 2) The quality of the data. Six-Sigma was originally designed for use by Motorola in the early 1980s. It was put in place in order to not only uncover, but to solve, certain manufacturing processes that were not working appropriately. It improved the company by defining a clearly focus on measurable issues that could be quantified and linked to profitability. It also increased an emphasis on managements commitment to utilizing the strategic planning system to actually implement a cause-effect relationship within the manufacturing model. However, when all the bells and whistles come off, and all the statistical data and measurement are broken down, the model is really a quality improvement template. It is not designed for any subjectivity and often fails to take into account that margin of error is different on divergent products and services (e.g. a surgical instru ment or medical device should have a lower rate of error than a new hardback novel). Further, some of the standards are arbitrary and force management to plug in data (as in the American Express market research). That being said, it is both possible to overanalyze certain ineffectual data; in other words, making certain Six Sigma data more important than it really is to ROI. However, it does effectively help management identify areas of needed improvement, of inefficiency, and of redundancy (Prasad, 2009, 32-40). Conclusions Such market gurus as Warren Buffet continues to invest in American Express and believe that it is a solid company with a solid business plan. American Express does have weaknesses, but because the do not offer tangible products, their success or failure in the marketplace is a result of their continual ability to get consumers and businesses to use their products. They have established a global service sector, they have established an extremely strong brand, they have established recognition that is top within its industry, and almost top in the era of advertising; the perception of the card remains positive; but the company is faced with an uncertain few years while the economic downturn changes globally. Luckily, the company is well-positioned to handle the slowdown, stakeholders seem patient to allow the company to restructure and refocus, and the strategic plan remains solid (Hagstrom, 1997; Evans, 2005). ? Six Sigma is a tool, it is not an edict. Like many tools, it is dependent upon two things: 1) How it is used, and 2) The quality of the data. Six-Sigma was originally designed for use by Motorola in the early 1980s. It was put in place in order to not only uncover, but to solve, certain manufacturing processes that were not working appropriately. It improved the company by defining a clearly focus on measurable issues that could be quantified and linked to profitability. It also increased an emphasis on managements commitment to utilizing the strategic planning system to actually implement a cause-effect relationship within the manufacturing model. However, when all the bells and whistles come off, and all the statistical data and measurement are broken down, the model is really a quality improvement template. It is not designed for any subjectivity and often fails to take into account that margin of error is different on divergent products and services (e.g. a surgical instrument or medical device should have a lower rate of error than a new hardback novel). Further, some of the standards are arbitrary and force management to plug in data (as in the American Express market research). That being said, it is both possible to overanalyze certain ineffectual data; in other words, making certain Six Sigma data more important than it really is to ROI. However, it does effectively help management identify areas of needed improvement, of inefficiency, and of redundancy. In the case of American Express- the Six Sigma model did uncover redundancy and most certainly does point to the need to expand and develop new market segments, thus a nswering the question of launching a new product piece into the marketplace.

Fifteen Meditations on Masculinist Physico-Spiritual Experience :: Philosophical Philosophy essays

Fifteen Meditations on Masculinist Physico-Spiritual Experience I am not my body, I am not my mind, I am not my soul. I am the breath of life, I am the breath of God. A golden retriever was once abused by a man and rescued by a woman who had a daughter in an all-girls Catholic high school. I paid them a visit one day. The dog stood behind the clear plastic door, wagging her tail, but as I ascended the steps she suddenly soured, and by the time the door opened and I was inside, she was cowering under the dining room table where she stayed for the duration of my visit with intermittent miserable howls. "She won't have anything to do with men," my friend explained. Even the scent of testosterone has its spiritual message. Watch and pray, that ye enter not into temptation: the spirit indeed is willing, but the flesh is weak. The founder of modern philosophy had a number of disciples who applied the master's theoretical teachings in the practical field of dog-torturing. They felt these experiments demonstrated the superiority of man as a spiritual creature. Rene Descartes wanted to rewrite the philosophical canon by asserting only what he knew to be true or could logically derive. Sequestered in a stove-heated room, he realized he could doubt that his body, or even the whole world, existed, but he could not doubt was that he was thinking. I think, therefore I am. Descartes is a spiritual, immaterial, thinking thing; the rest is mere body, a separate substance. Continuing in this vein, he determined that human beings are the only animals who have souls. Therefore humans are the only animals who can think, feel, experience, or matter to God. I am going to drive nails through this dog's paws. I am going to vivisect its chest and show you its beating heart-such awesome machinery, praise the Architect on high! Its howls, this deafening din of a universe shattering-a purely mechanistic response! I am taking over this operation. If you cringe, you may leave, and don't come back. The serious student of philosophy thinks with his mind, not his body; his soul, not his flesh. Air my breath and fire my spirit, earth my body, water my blood. Tertullian, who lived in the Roman city of Carthage in the third century, was a sensual man who loved spectacles. After seeing how bravely Christian prisoners endured public torture, humiliation, and death, he became intrigued with the persecuted religion and eventually converted.

Essay --

Corey Schirmer An Appropriate Monarchy in Ancient Israel The Deuteronomistic literature of the Hebrew Bible seem to present opposite viewpoints on the topic of kingship. The pro platform presents the Davidic kingship in a very positive light, while other texts particularly 1 Samuel appear to be against the topic of kingship. Upon further evaluation, the institution of a monarchy in the Ancient Near East (ANE) was appropriate because it could provide stability to Israel. On the other hand the monarchy was not appropriate because it was a clear rejection of God. A kingship is not inherently evil, but the people’s request for a human as king showed a complete lack of faith in God as the primary ruler of his people. When examining Deuteronomy, the â€Å"law of the king† provides more information on what a king cannot do as a monarch. Most of what is outlined in these laws restricts royal authority and the monarch is subject to them. Some of these laws were things that later kings (even under the Davidic kingship) were guilty of committing. The first king of the Davidic Kingship (David) held multiple wives and even sent a soldier (Uriah) to his own death (New Oxford Annotated Bible, 2 Samuel 11:24). David was not perfect and screwed up many times, but his heart was for the Lord. And the Lord formally appointed the Israelite King as an instrument of his rule. No matter how much these kings screwed up they were still held in good standing because God viewed them as the closest thing to himself. This is what God intended the kingship of Israel to represent. A king that is not above the covenant. A monarchy could be beneficial in many ways. Most of the pro platform displayed in 1 Samuel shows us that a king can provide leadership ... ...was their expectations for a king like all the other nations. This king would impose practices that would limit personal freedom and eventually lead to the abuse of power. After examining the disdain that a kingship brought to God. It seems as though a king would not be beneficial to Israel. In the right context, a king that was appointed by God to lead under his covenant would benefit the people because it would bring stability to Israel. The right leader is a human being that is still in need of divine help. The Israelite king is an instrument of divine justice and the icon of God’s universal rule. The king will lead the army in the name of God and defeats the Lord’s enemies. A kingship is not inherently evil. The appropriate king would be one after God’s own heart, while a non-appropriate king would be one that abuses power and leads the people of Israel astray.

Physics of the Sweet Spot on a Baseball Bat :: physics sport sports baseball

The focus of my research is isolating and locating the "sweet spot" on a baseball bat. I chose to avoid presenting raw data, but to examine the science that causes this reaction. Participants of this sport probably have first hand or an intuitive knowledge of this saying. Locating the "sweet spot" can be done at home. A simple experiment of your on can be done using either a wood or aluminum bat. The only apparatus required is a hammer. Gripping the bat by the handle suspend perpendicular from the floor. Using a hammer, tap in various places on the barrel of the bat. As you approach the center of the barrel, vibration from the force will diminish. Vibrational modes will be detected from the hand gripping the bat. Every baseball bat has a â€Å"sweet spot.† When a baseball hits a bat in the wrong place your hands â€Å"sting,† it means the force of the collision has excited waves or vibrations called modes. When the ball is hit at the node it will not sting your hands. A mode generates two nodes or a position of zero displacement. A baseball bat consists of two major nodes; this region is proverbially known as the â€Å"sweet zone.† Higher frequency modes affect the ball speed, but can hardly be felt by the batter. Baseball bat vary in lengths, but generally the â€Å"sweet spot† is approximately 17 cm from the end of the barrel of a major league baseball bat. A collision near the node reduces the vibrations felt by the hand. The existence of the â€Å"sweet spot† is mainly because the vibrations do not agitate at that particular node. Impact on the first node will not excite the first mode, but will affect the second mode. Thus is true for the second node’s relationship with the first mode. Close to where the point of percussion occurs is the â€Å"sweet spot.† According to a study done by H. Brody at the Physics Department of the University of Pennsylvania, â€Å"A bat of mass M and with initial velocity zero can be treated as a free-body that is hit by a ball whose momentum changes due to the interaction.† At the time of percussion the bat will oscillate which indicates a transferal of kinetic energy into vibrational energy and some kinetic energy is lost. When all this occurs it is an extremely aggressive action. The bat has a massive force on the ball changing the direction and speed. EQUATIONS Newtons Second Law of Motion "An unbalanced force causes an object to move in the direction of the force.

Simulated business: JKL Industries Essay

Business and strategic planning Mission JKL Industries is an Australian owned company selling forklifts, small trucks and spare parts to industry. We deliver value to customers and investors through our highly trained, motivated, and expert workforce. Vision JKL Industries believes in developing and unlocking the potential of its people to allow the company to become the leading supplier of forklifts, small, medium and large trucks in Australia. Company values Performance excellence Value for investors, customers and employees Personal and professional development Diversity Sustainability. Strategic planning Goals Strategic objectives Operational objectives Provide value to investors and owners Increase overall profitability by 10% over next three years Reduce costs through negotiations with suppliers Reduce costs through HR management efficiencies Increase revenue through providing increased customer value Exit underperforming markets; JKL will withdraw from the rental market and close the rental division within the next 18 months HR partners with business to help business achieve financial goals HR completes scan of external conditions and market/industry forces impacting competitiveness and capability development Provide value to customers JKL will continue to sell and service forklifts and expand their market share by 7% within the next 12–18 months Provide quality customer service JKL will expand existing branches to include the sale of medium and large trucks within 18 months HR partners with business to help business meet customer needs HR partners with front line managers to help them meet the needs of customers through motivated, competent and well- equipped staff Develop human potential Provide required training Deliver training to upskill rental employees Recruit Conduct skills audits and needs analysis for all roles to be filled by recruitment strategy Become an employer of choice Provide personal development plans for all employees Provide best in industry programs incentives and HR services Manage performance and adherence to organisational values Complete twice-yearly performance reviews Communicate organisational values and code of conduct Continuously improve operations and management efficiency Monitor performance in all areas of strategy and operational efficiency Monitor management inputs such as completion of reporting and coaching requirements Monitor stock turns of forklifts, trucks, etc. Monitor HR service delivery efficiency Operational plan JKL intends to implement operational plans to realise strategic objectives. Key aspects to operations include human resources, performance management, physical and financial resources and workflow. Human resources The organisation is currently using a HR business partner model with a human resources officer aligned to each of the three key business areas: Sales, fleet rentals, and service. JKL employees over 190 personnel in the following categories as demonstrated in the organisation chart below. The Managing Director reports to a board of directors and is based in the Sydney corporate office, along with the Operations Manager, HR Department and the Finance and Administration team. The HR Manager reports to the operations manager and heads up the HR centres of excellence that include recruitment, learning and development, and employee relations and services. In each of the state-based sites there is a branch office consisting of an office building, warehouse, service department and sales office. The Human Resources Officers (Business Partners) report to both the HR Manager at Head Office and their respective managers in the branches. A summary of human resources at each location appears below: Sydney head office Personnel: 30 full-time and casual sales and customer service people (8 sales consultants; 8 retail sales consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants Accounts Manager and 2 accountants senior management team (3) + one Branch Manager (Operations Manager, HR Manager, Finance and Administration Manager CEO and managing directors. Branches Each branch employs the following personnel: 30 full-time and casual sales and customer service people (8 sales consultants; 8 retail sales consultants; 5 mechanics; 3 apprentices, 3 HR officers; 3 administrative assistants Branch Manager. Office requirements Sydney Head office Size: 15,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) Large mezzanine office space (occupied by Senior Management Team). Loading bay with large capacity. Branches Average Size: 12,000 square metres (~70% space available for sales and rentals; ~25 available for servicing) Large mezzanine open-plan office space with separate access (was previously rented out to a telemarketing company) Loading bay with large capacity. Operating capital requirements JKL requires approximately 13 million dollars in working capital to sustain the business and ensure it meets all opening and ongoing financial obligations. Operational expenses Wages, salaries $6,000,000 Consultancy fees $150,000 Communication expenses $120,000 Marketing $2,400,000 Premises expenses $3,000,000 Insurance $356,000 Depreciation and amortisation $540,000 Office supplies $180,000 Training $180,000 Total Expenses $12,926,000 Insurance requirements JKL will have to incur costs for business liability insurance. The estimated cost for this requirement is $356,000 per year. Operational workflow Sales 1. Negotiate with suppliers. 2. Receive and warehouse products. 3. Provide service and information to customers. 4. Receive payment. 5. Arrange delivery of items (if required). Rentals 1. Conduct market research to determine needs. 2. Negotiate with suppliers. 3. Receive and warehouse rental products. 4. Provide service and information to rental customers. 5. Receive payment. 6. Arrange delivery of items (if required). Service 1. Conduct market research to determine needs. 2. Negotiate with suppliers. 3. Receive and warehouse service supplies. 4. Provide service and information to service customers. 5. Receive payment. JKL accepts cash, EFTPOS and major credit cards. Credit terms are available for trades. Operating hours JKL operates Monday to Friday from 9 am to 5 pm. JKL will be operational year‑round except federal and state holidays (as they apply to each branch). JKL policies and procedures JKL has a number of policies and procedures to support its core values and to ensure compliance with legislative requirements. Code of conduct JKL Industries acknowledges its role as a responsible corporate citizen. JKL’s success will result not simply from satisfying specific equipment needs for a quality product at reasonable prices, but from conducting its business with integrity and in accordance with the core values of the organisation. Employees and officers of JKL are expected to: Respect and support the core values of the organisation: Performance excellence Value for investors, customers and employees Personal and professional development Diversity Sustainability Respect others and treat others (colleagues, managers, reports, clients, customers and organisational stakeholders) with fairness Act in accordance with relevant legislation, standards and industry codes of practice Act honestly to protect the reputation of JKL; avoid the fact or appearance of conflict of interest Protect the privacy of others in accordance with organisational privacy and recordkeeping policies. Legislative requirements It is company policy to comply in all respects with local/state/federal government legislation. The relevant legislation that needs to be complied with includes: Competition and Consumer Act 2010 Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Fair Work Act 2009 Freedom of Information Act 1982 Privacy Act 1988 Racial Discrimination Act 1975 Safety, Rehabilitation and Compensation Act 1988 Sex Discrimination Act 1984 State and territory health and safety legislation JKL’s policy of compliance with legislation requires each employee to understand the legislation relevant to their position. Managers and employees of JKL are expected to conduct their operations in a manner consistent with all relevant legislation. Relevant legislation is available for reference through senior management, HR or via access to the internet. State legislation and summary notes are accessed on state government websites. A guide to accessing federal and state legislation, court decisions, key national and state bodies and research tools is available at: Parliament of Australia, ‘Key internet links on Australian law’, viewed January 2014, . Health, safety and rehabilitation policy The purpose of this policy is to state the organisation’s commitment to reducing and managing health and safety risks, and delivering workers’ compensation and rehabilitation and first aid training. This policy applies to all officers, employees and contractors of JKL. Applicable legislation includes: Safety, Rehabilitation and Compensation Act 1988 (Cwlth) Work Health and Safety Act 2011 (NSW) state health and safety Acts that apply to each branch (check your state’s legislation) Workers’ Compensation Act 1987 (NSW) Workplace Injury Management and Workers’ Compensation Act 1988 (NSW). The JKL health, safety and rehabilitation policy are displayed in all work locations. JKL’s commitment to the work health and safety is further detailed as part of the JKL Work Health and Safety Management Standards. Workplace harassment, victimisation and bullying policy The purpose of this policy is to underscore the organisation’s commitment to the elimination of all forms of bullying and harassment in the workplace. All employees have the right to conduct their work within a fair, supportive, high-performance environment. Harassment, victimisation and bullying in the workplace are illegal and such actions are not tolerated by JKL. Staff members found to be harassing or bullying other members of staff or customers will face disciplinary action ranging from counselling and performance management to summary dismissal. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Racial Discrimination Act 1975 Sex Discrimination Act 1984 Anti-Discrimination Act 1977 (NSW). Anti-discrimination and equal opportunity policy The purpose of this policy is to underscore the organisation’s commitment to  the fair treatment of all personnel and customers. JKL Industries values the diversity of its team, clients and communities and respects the rights of individuals and groups to operate in an environment free of discrimination. Access and equity (diversity and anti-discrimination) is fundamental to the operations of JKL. It is embedded in policies, practices and forward planning. JKL recognises the importance of diversity in achieving our vision. JKL understands the business environment and actively assists customers to reach their optimum potential. Our primary objective is to be solution-oriented and focused on customer needs. JKL recognises that valuing diversity is pivotal to achieving its vision. A welcoming, supportive environment will be provided leading to positive learning and employment, and individuals having the opportunity to reach their optimum potential. At JKL, anyone engaged in employment or the provision or receipt of training and/or services has the right to operate in an environment that is free from discrimination on the grounds of: age; breastfeeding; disability; industrial activity; lawful sexual activity; marital status; physical features; political belief or activity; pregnancy; race; religious belief or activity; sex; gender identity; sexual orientation; parental or carer status; employment activity; or personal association with any individuals with these characteristics. Procedures are in place for handling any grievances including complaints of discrimination, unfair treatment or harassment. Complaints will be taken seriously and every effort will be made to resolve them quickly, impartially, empathically and with appropriate confidentiality. Victimisation of complainant/s and witness/es is illegal. Complaints may also be lodged with a relevant government agency or regulatory body. This policy applies to all officers, em ployees and contractors of JKL. Relevant legislation may include, but is not limited to: Disability Discrimination Act 1992 Equal Employment Opportunity for Women in the Workplace Act 1999 Racial Discrimination Act 1975 Sex Discrimination Act 1984 Anti-Discrimination Act 1977 (NSW). JKL is committed to upholding affirmative action, equal opportunity and anti-discrimination legislation. This legislation is detailed at: ‘Legislation’, Australian Human Rights and Equal Opportunities Commission, viewed January 2014, . Privacy policy The purpose of this policy is to outline JKL’s commitment to protecting the right to privacy of both employees and customers. Customer information is treated under the following rules. 1. Collection Organisations must ensure that individuals are aware their personal information is being collected, why, who it might be passed on to and that they can ask the organisation what personal information it holds about them. 2. Use Personal information may not be collected unless it is necessary for an organisation’s activities and must only be used for the purpose it was collected. 3. Data quality Organisations must take steps to ensure that the personal information they collect is accurate, complete and up-to-date. 4. Data security An organisation must take reasonable steps to protect the personal information it holds from misuse and loss and from unauthorised access, modification or disclosure. 5. Openness An organisation must have a policy document outlining its information handling practices and make this available to anyone who asks. 6. Access and correction Generally, an organisation must give an individual access to personal information it holds about the individual on request. 7. Identifiers Generally, an organisation must not adopt, use or disclose an identifier that has been assigned by a Commonwealth government agency. 8. Anonymity Organisations must give people the option to interact anonymously whenever it is lawful and practicable to do so 9. Transborder data flows An organisation can only transfer personal information to a recipient in a foreign country in circumstances where the information will have appropriate protection. 10. Sensitive information Sensitive information (such as about someone’s health, political opinions or sexual preference), may only be collected with the consent of the individual (unless a public interest exception applies). JKL takes care to respect  employees to privacy and fully complies with our obligations under relevant legislation. Employee records are exempt from the Privacy Act. Records include: employee records and personnel files referee reports workplace surveillance and monitoring. Although such records are exempt from the Privacy Act, JKL commits to protecting the privacy of employees through: providing access to own records where available or practicable for correction undertaking not to pass on data to others or external parties except for the strict purposes of undertaking JKL business or without express permission. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 Privacy Amendment (Private Sector) Act 2000. Recordkeeping policy The purpose of this policy is to outline the organisation’s approach to recordkeeping. At JKL, records management systems are based on developing and implementing recordkeeping policies, procedures, and practices to meet the operational needs of the organisation and that comply with externally imposed standards such as legislation. Implementation strategies for recordkeeping systems include: ensuring the system to meets all of the operational and strategic needs of JKL documenting the system (see procedures) training personnel to create and store records setting standards for recordkeeping and monitoring the use of systems ensuring all legislative requirements are met, including for retention periods. JKL adheres to the Australian and international standard for recordkeeping, AS ISO 15489: 2002 Records Management. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation. Recordkeeping procedures File management Create a personal subfolder within the server (using your name as the subfolder name) to hold your day-to-day working files. Do not store company data on your C: drive (i.e. do not save work only to your computer, rather than to the network) unless absolutely necessary. Company data should be stored in the appropriate server drive. Unlike the servers which are backed up automatically, data on your own computer is not backed up and your work may be lost if you experience a system crash. If you use a laptop and require access to files offsite, you will be set up with remote access to server files away from the office. When documents are completed, they should be saved to the appropriate ‘completed work’ folder in your department. Filenames Filename should include authors last name, title of report (or abbreviated title of report), and date of submission. Back-ups  Back-up copies of all electronic files on the server are made twice weekly. If you spend an extended time away from the office network using a laptop, it is your responsibility to ensure local copies of company files are backed up. Vocational education and training, apprenticeships and traineeships policy The purpose of this policy is to underscore JKL’s commitment to developing workforce capability and developing its people. JKL is committed to providing young and new graduates in gaining employment in the industry. Apprentices and trainees are rostered on each shift with at least one vocationally competent person who supervises the apprentice/trainee’s work and performance of duties. JKL directs all clients to the relevant guide to apprenticeships and traineeships and the relevant government websites. This policy applies to all officers, employees and contractors of JKL. Performance management policy The purpose of this policy is to underscore JKL’s commitment to monitoring performance, developing workforce capability and developing its people. Performance reviews should be held twice yearly by managers. Performance  should be monitored against agreed KPIs and feedback provided on a regular basis. This policy applies to all officers, employees and contractors of JKL. Relevant legislation may include, but is not limited to: Privacy Act 1988 anti-discrimination legislation equal employment opportunity legislation.

Research Paper on Tax Incentives in Singapore

1. INTRODUCTION 1. Tax Incentives for Investments in Singapore Tax incentives have been an integral part of Singapore's economic development strategy since the 1960s. For more than 30 years, tax incentives have been used to attract investments and create jobs. Now we are the focal point for foreign investments, research and development and services in Asia. Over the years the government has introduced a wide range of tax incentives for a balanced economic growth of the various business sectors. This paper analyses how these incentives play a part in attracting foreign capital inflows to enhance the financial and industrial sectors in Singapore and their effectiveness in achieving our goals. 2. Purpose The purpose of this research is to gain an understanding of the tax incentives scene in Singapore, how it works and it effectiveness in achieving our aim of being a vibrant and robust global hub of knowledge-driven economy. 3. Our Research Questions for this Study As part of our research, the following questions were asked to direct us on our study: †¢ What are the tax incentives available under the ITA, EEIA and DTA to attract foreign capital inflows? †¢ How effective are these tax incentives? 4. Methodology We derived our information from books, online journals and other internet resources. 2. BACKGROUND 1. The Birth of the Income Tax Act, EEIA and DTA From a small fishing island to a cosmopolitan country within a span of 44 years is what Singapore has become today, with per capita GDP equal to that of the leading nations of Western Europe (Central Intelligence Agency, 2008)[1]. As a small island with limited, or rather, no resources to depend on, we have simply taken the world by surprise through the phenomenal economic growth that has taken place in a short period of time (Fordham, 1992)[2]. Our only resources are fish and deepwater sea and despite all the limitations that we were faced with, we have secured a place in the world map as the leading financial, educational, services, manufacturing and research and development hub. Then, â€Å"what is the clandestine of our achievements? † is the question that arises in all our minds. After being separated from Malaya, the government’s ambitious plans for the country to be industrially developed seemed too far-fetched especially with no natural resources to call its own (Fordham, 1992). It did not, however, relent to the fact that achieving its goals is uncertain now with its given economic state. Its leaders knew at that time Singapore needs to promote investment in new industries so that its goals can be achieved. Being under developed and with no achievements or resources to call its own, it was a palpable fact that Singapore had to make radical changes to attract foreign investors,. This is when tax incentives were spotted as a viable option to magnetize foreign capital inflows. The pre-existing Income Tax Act (1948) was evaluated to see how tax incentives could be integrated to accomplish these aspirations. Along with this, in 1967, the Economic Expansion Incentives Act (EEIA) was first introduced to solidify the expansion and development programs that were being carried out by the Economic Development Board (Fordham, 1992). In early 1960s, Singapore recognised the need for a dynamic manufacturing sector and export policies to draw MNCs so that we could be used as a production base to export goods worldwide. As a result of these aims, EEIA was introduced to grant tax benefits to manufacturing companies setting up production in pioneer areas in Singapore (Fordham, 1992). The development of international trade and multi national corporations has increased the issue of double taxation. As a company or individual looking beyond your own country for business opportunities and investments they would naturally be concerned with the problem of double taxation. Consequently they would seek to structure your operations at a minimum tax cost. This is where DTAs or tax treaties come into play 2. Incentives Available under ITA to Attract Foreign Capital Inflows Singapore has always been maintaining a competitive tax rate by being the lowest among the developed countries. Its purpose is to create an encouraging business environment for economic expansion (Tan, 1996). According to GuideMeSingapore, 2008, a web portal providing one-stop information on Singapore’s business environment to entrepreneurs, commented that â€Å"Singapore is often cited as the leading example of countries that continues to reduce corporate income tax rates and introduce various tax incentives to attract and keep global investments†. This is obvious in the frequent lowering of corporate tax rates since 1987. In 1989 the corporate income tax was reduced to 33 percent from 40 percent to follow the worldwide trend of lowering corporate taxes. The corporate tax rate was further lowered in 1990 to 31 percent to encourage multi-national companies (MNCs) to locate their treasury and financial operations here (Tan, 1996). From then on, corporate tax rate has been gradually decreasing. In 2004 corporate tax rate was reduced to 20 percent and with the release of the 2009 budget speech, corporate taxes will be cut to 17 percent in 2010. The aim of these reductions is to help businesses to curb operational costs so that Singapore can gain a competitive edge in continuing to attract high-tech and high value-added investments (Liu, 2007). From our research we found that there are several tax incentives in place to pull foreign investments to Singapore (IRAS, 2008) and we will be focusing on those that are relevant to our study. 1. DEDUCTION FOR EXPENSES ON RESEARCH AND DEVELOPMENT PROJECT (R) This incentive was introduced in 2003 to allow company to deduct a second round of qualifying expenses from its income in addition to the automatic first deduction allowed under section 14D. Further amendments[3] were made in 2008 to entitle companies for an automatic 50 percent tax allowance (PWC, 2008). This R allowance can be used to offset against the company’s chargeable income for the next 3 years (i. e. 2009 to 2013) to motivate companies to carry out more R projects. This is coupled with meeting our aim to be a research and development hub in the global arena (MOF, 2008). After the introduction of the tax incentive, total R expenditure increased from $3. 4 billion to $4. 6 billion in 2005 (Lai, 2007)[4]. Majority of the R spending was contributed by the private sector, whose gross expenditure on R (GERD) increased by 1. 2 percent. By the end of 2005, GERD was at 2. 4 percent of GDP. Singapore had surpassed the EU-15’s[5] and the Organisation for Economic Co-operation and Development’s (OECD) averages of 1. percent and 2. 3 percent respectively (Lai, 2007). The increase in figures shows the effectiveness of the tax incentive program. According to the report, this figure is still lower compared to U. S (2. 7 percent) and Japan (3. 0 percent). Considering the fact that these countries are bigger in land and population size, our achievement is still commendable. 2. CONCESSIONARY RATE OF TAX FOR APPROVED HEADQUARTERS PROGRAM The purpose Headquarters Program was to encourage multinationals to base their main back offices in Singapore. This was to be achieved through reduced tax rate which is applied primarily to large-scale multinational corporations that relocate the management and headquarters functions of their subsidiaries and affiliates from other countries to Singapore. Section 43E of Income Tax Act provides that companies with their substantial operations located here can qualify for a 10 percent concessionary rate of tax (IRAS, 2008). This tax incentive has pulled and is continuing to pull foreign venture capitalists who provide the foreign capital infows. One such company is Societe Generale who received the OHQ award in January 2000. Besides this, Legg Mason Asset Management, Deutsche Asset Management, Merrill Lynch Mercury Asset Management and Zurich Scudder Investments are a few that were named in the MAS publication on New Initiatives for Enhancing Financial Sector Expertise, 2001. The motive for large-scale multinationals to relocate in Singapore is not only because of our highly advanced infrastructure, telecommunication and information facilities. It is also due to the support and encouragement that our government has been continuously offering through such tax incentives. 3. CONCESSIONARY RATE OF TAX FOR FINANCE AND TREASURY CENTRE (FTC) Foreign and Treasury Centre was introduced with the aim to entice foreign corporations to use Singapore as a base for conducting treasury management activities for related companies in the region. Under this scheme, foreign companies can enjoy a 10 percent concessionary tax rate from fee income from FTC subsidiaries, related companies and associates for provision of FTC services. According to Mr. Lee Chuan Teck, Executive Director for Financial Markets Strategy in MAS, by 2006 a total of 600 companies had chosen Singapore as their focal point to operate their financial services (MAS, 2006). According to the Survey on Corporate Risk Management Practices, 75 percent of the foreign MNCs cited EDB’s incentives as a reason for relocating their treasury centres in Singapore (Craig, 1997). This tells us the success of this incentive. 4. CONCESSIONARY RATE OF TAX FOR FINANCIAL SECTOR INCENTIVES (FSI) The FSI scheme offers a concessionary tax rate of 5% for qualifying high growth and high value-added activities and 10% for mature but tax-sensitive activities. The FSI is a measure designed to invite the front and back offices of multinational financial groups to Singapore so as to meet our overall goal to be a leading centre for competence in knowledge-driven activities and a choice location for company headquarters with responsibilities for product and capability charters (Geeta, 2002). Singapore’s vision is to be a pre-eminent financial centre in Asia. Technopreneurship 21 is the initiative that the government launched to achieve this goal. FSI plays a key role in attracting foreign multinationals to start-up their financial services in Singapore so that its dream of becoming a financial hub in the international arena can materialize. How far have been successful in this attempt is the question that we should be asking. As at 2005, 24 foreign full service licensees, 35 wholesale licensees and 46 offshore licensees operated in Singapore. Statistics provided by EDB (Embassy, 2006) for 2005 shows that foreign financial institution J. P Morgan Securities Asia, U. S. based MNC, had assets totalling up to US$14. 5 billion in Singapore. Singapore Department of Statistics reported that the financial and insurance services sector had generated US$49,223 of Foreign Direct Investments in 2003. That is 34 percent of the total FDI for that year (Embassy, 2006). 5. APPROVED GLOBAL TRADING COMPANY Global Trading Company was launched to facilitate and develop international trading activities. The GTP is a merger of the Approved Oil Trader (AOT) and the Approved International Trader (AIT) programmes. The programme encourages global trading companies to use Singapore as their regional or global base to conduct activities along the total trade value-add chain from procurement to distribution, in order to expand into the region and beyond (IEsingapore, 2009). Over the years, the programme has attracted a vibrant cluster of global trading companies to hub their strategic business functions in Singapore. These companies are key players in their respective industries such as oil trading, petrochemicals, agri-commodities and metals (IEsingapore, 2009). Minister for Trade and Industry, Mr Lim Hng Kiang announced in his speech during the Global Trader Networking Cocktail 2008 that in 2007, offshore trade by companies under IE Singapore’s Global Trader Programme, GTP, grew more than 30% to reach over US$465 billion. These companies employed over 7,000 staff and contributed S$7. 8 billion worth of total business spending. Much of the spending was in shipping, freight management and storage services, lending further testimony to Singapore’s strengths as a logistics and auxiliary services hub. From a modest start of 25 companies in 1989, there are currently more than 230 companies under the GTP (MTI, 2008) . 3. Incentives Available under EEIA Tax incentives available under EEIA are discussed below (IRAS, 2008). 1. PIONEER INDUSTRIES INCENTIVES The first aim of Pioneer Industries was to attract capital from both local and foreign companies who invest in new industries in Singapore. This incentive was introduced to draw investment in innovative areas to enhance Singapore’s industrial development (Fordham, 1992). Companies which qualified for PI were given a full tax exemption on qualifying profits for a period of time ranging from 5 years to 15 years. Implementation of this incentive saw a surge in the number of manufacturing industries that were set up here. By 1997, petroleum industries and electronics industries were dominating the Pioneer Manufacturing Establishments. MNCs like Exxon, Shell Sumitomo, Seagate, Hewlett-Packard and Compaq were already located here then contributing a total of S$117,104 million of foreign equity investment in Singapore (H H, 1997). As at 2004, the qualifying activities include services such as medical, publishing, education, automated warehousing facilities, exhibition and conference, financial, venture capital fund activity and so on (H H, 1997). 2. DEVELOPMENT AND EXPANSION INCENTIVE (DEI) This incentive is granted mainly to manufacturing and service industries that are engaged in capital investment to upgrade or modernize production capacity. The purpose of this incentive is to encourage greater growth and attract more companies to move into higher value-added activities. Under this scheme, eligible companies are entitled to preferential corporate tax rates for qualifying profits above a pre-determined base for a specific period (SPRING Singapore, 2008). According to the statistics collated by Ministry for Trade and Industry, the total investment by foreign companies in Singapore in development projects increased from$6,608 in 1997 to $17,187 in 2007. 3. OVERSEAS ENTERPRISE INCENTIVE (OEI) OEI was put in place to encourage local businesses to invest in a venture company, technology investment company or overseas investment company. OEI provides tax exemption on the qualifying income. Overseas investment should result in new business opportunities, activities as well as new technology to be introduced in Singapore. For instance DBS Bank, Bakerzin and Charles and Keith are a few prominent local bred companies which have ventured overseas. DBS Bank, Singapore’s local bank, has ventured into countries like Thailand, Hong Kong, India, Japan, U. S and many more (IESingapore, 2008). Bakerzin has franchises in KL, Jakarta, Shanghai and US while Charles and Keith had ventured into the Middle East and Asia Pacific markets (IESingapore, 2008). . Effect of DTA in attracting foreign capital inflows According to the Inland Revenue Authority of Singapore, we have 59 Double Taxation Agreements with various countries. These treaties were signed to relieve taxpayers from the burden of double taxation when they repatriate their earnings to their home country. These treaties aim to offer relief from double taxation, either by way of tax credit, tax exemption or a reduced tax rate. These reduced rates and exemptions vary among countries and specific items of income. Treaty provisions generally are reciprocal (apply to both treaty countries). Only Singapore tax residents and tax residents of the treaty country can enjoy the benefits of a DTA. Signing of these treaties has resulted in increased foreign investments from countries such as Europe, U. S. and Japan. In 1996 the total foreign investments was $125,274. The major investors then were Japan, Europe and U. S. In 2006 the investments rose to $363,935 and the major players are Japan, Europe, U. S, European Union and South and Central America and the Caribbean. 3. CONCLUSION Policies have been the driving force for a small nation like Singapore to achieve so much within a short period of time. With no natural resources, foreign capital inflows in the form of foreign direct investments has played major part in shaping our nation to what it is today. With less to offer, tax incentives are one of the key reasons that had attracted many foreign companies creating a pool of foreign capital inflows. Our research on the various tax incentives has showed us that, indeed, they were effective enough to attract foreign companies to locate here with their technology and know-how. The early years efforts to industrialize our economy paid off and that had enabled us to improve our air and seaport facilities, telecommunication, information technology, warehousing and logistics facilities. Tax incentives have been working in the background and today these are some of our achievements (www. sedb. govs. sg): Now as we move towards being knowledge based economy with technopreneurial goals, our tax incentives have been further enhanced through the R deductions and allowing more activities to be qualified under the Pioneer Industries. Thus in our opinion, the tax incentives offered under ITA, EEIA and DTA have been effective in attracting foreign capital inflows which have shaped our country thus far. BIBILIOGRAPHY Agency, C. I. (2008). Central Intelligence Agency. Retrieved March 28, 2009, from CIA: www. cia. gov Craig, F. (1997). Survey of Coporate Risk Management Practices 1997. 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(GuideMeSingapore, Editor, & Janus Corporate Solutions 2006) Retrieved March 28, 2009, from GuideMeSingapore: http://www. guidemesingapore. com/corporate-taxation/c321-corporate-taxation-system-overview. htm H H, A. T. (1997, August 27). Official Efforts to Attract FDI: Case of Singapore's EDB. Retrieved April 4, 2009, from National University o f Singapore: http://www. fas. nus. edu. sg/ecs/pub/wp/previous/AHTAN2. pdf IEsingapore. (2009). Global Trader Program. Retrieved April 2, 2009, from IE Singapore: http://www. iesingapore. gov. sg/wps/portal/AssistanceProgrammes/FinancialIncentives/GTP IRAS. (2008, February 14). Applying for Tax Incentives. Retrieved April 2, 2009, from Inland Revenue Authority of Singapore: http://www. iras. gov. sg/irasHome/page04. aspx? id=1746 L. D. (2007, March). Growth of Research and Development in Singapore: 2000 – 2005. Retrieved April 2, 2009, from Singapore Statistics Department: http://www. singstat. gov. sg/pubn/papers/economy/ssnmar07-pg1-7. df L. Y. (2007). Nanyang Technological University. Retrieved April 2, 2009, from ScienceDirect. com: http://www3. ntu. edu. sg/home/ayuliu/2007%20JPM%20LYH%20-%20Facing%20the%20challenge. pdf MAS. (2006). SPEECH ON REGIONAL TREASURY CENTRES IN SINGAPORE BY. Retrieved April 3, 2009, from Monetary Authority of Singapore: http://www. mas. gov. sg/news_room/statements/2006/Speech_on_Regional_Treasury_Centres_in_Singapore. html MOF. (2008). L iberalization of R&D Tax Deduction. Retrieved March 28, 2009, from Ministry of Finance: http://www. gpolitics. net/budget2008/annexb-2. pdf MTI. (2008, May 25). Global Trader Networking Cocktail 2008 Speech By Minister Lim Hng Kiang. Retrieved April 3, 2009, from Ministry for Trade and Industry: http://app. mti. gov. sg/default. asp? id=148&articleID=13861 PWC. (2008, November). IRAS issues a circular on research and development (R&D) tax measures . Retrieved April 2, 2009, from PricewaterhouseCoopers International Limited: http://www. pwc. com/extweb/manissue. nsf/docid/6D2E3517BF8BE91DCA25753C00373526 T. T. (1996). Corporate Income Tax in Singapore: Issues and Future Directions. In M. G. Asher, & a. Tyabji (Eds. ), Fiscal System of Singapore (p. 196). Pagesetters Services Pte Ltd. ———————– [1] CIA – The World factbook – https://www. cia. gov/library/publications/the-world-factbook/geos/sn. html. [2] Fordham, Margaret BA Durham â€Å"Tax Incentives for Investment and Expansion 2/E 1992 [3] Based on the IRAS circular, definition of R&D was amended to incorporate the requirements that the R&D study must be systematic, investigative and experimental. R&D project must involve novelty or technical risk and be undertaken with the object of acquiring new knowledge or using the results of the study for the production or improvement of materials, devices, products, produce or processes. The list of specifically excluded activities in the definition of R&D has also been expanded so that routine modifications, cosmetic modifications or stylistic changes, as well as the development of software that is not intended for sale, lease or license to third parties are excluded. However, an exception is introduced for research in the social sciences and humanities and for software development that is undertaken wholly or mainly to support a qualifying R&D project. In these cases, the expenditure can be included as part of the qualifying R&D project expenditure. More information is available at http://www. pwc. com/extweb/manissue. nsf/docid/6D2E3517BF8BE91DCA25753C00373526 [4] The National R&D Survey is attached as Annex 2 [5] The European Union-15 comprises Austria, Belgium, Denmark, Finland, France, Germany, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, Sweden and United Kingdom.