European Energy Security Essay -- sustainable energy, coal

The energy sector is one of the columns of growth, competitiveness and development in our modern economy, but just with safe, secure, sustainable and affordable energy, the well-being of the people, industry and economy can be ensure. Moreover, energy-related emissions account for almost 80% of the EUÂ ´s total greenhouse gas emissions which directly contribute to climate change. Therefore, Europe is facing a serious energy security challenge in supporting its demand, at the same time that concerns over environmental sustainability and particularly about the global climate. The question is: how can we secure, produce and consume our energy resources in a sustainable way and ensuring that socio-economic development does not compromise the carrying capacity of natural resources? Hence, the aim of this paper is to present a global vision of the European energy security and its relation with the sustainable development concerning different green perspectives and its social and environmental costs. 2. THE ENERGY MARKET 2.1 EU-27 Energy Consumption In 2011, gross inland consumption (GIC) of primary energy within the EU-27 was 1698 million tonnes of oil equivalent (1). Having the tendency remained relatively unchanged until 2008, GIC considerably decreased in 2009 (1). Much of this change can be attributed to a lower level of economic activity as a result of the financial and economic crisis, rather than a structural shift in the pattern of energy consumption (2). Indeed, in 2010 there was a rebound in the level of GIC of primary energy in most of the Member States with only Greece, Spain, Cyprus, Lithuania and Portugal, possibly reflecting the low level of economic output and consumer confidence in several of these countries. How... ...EA. Energy Security and Climate Policy. Assessing Interactions. Paris : s.n., 2007. 17. Going green & energy security. Molho, Nick. s.l. : The Economist, December 11th 2013. 18. European Council. Presidency Conclusions. Brussels : s.n., 2007. 19. European Commission. Green Paper. Towards a European Strategy for the Security of Energy Supply. Brussels : s.n., 2001. 20. Green Party. Policies for a Sustainable Society. http://policy.greenparty.org.uk/eu. [Online] Autumn 2013. 21. European Commission. Directorate-General for Energy. Report on the Green Paper on Energy. Four Years of European Initiatives. Brussels : s.n., 2005. 22. Rosenthal, E. Europe Turns to Coal Again, Raising Alarms on CLimate. The New York Times. April 23, 2008. 23. European Commission. Directorate-General for Energy. Energy 2020. 2011. 24. Perce et al. Bluepring for a Green Economy. 1989.

Data Protection Act 1998 and Broad Based Hr Essay

Assignment The main purpose of my current job role is the responsibility for processing all aspects of the Company’s payroll from start to finish and providing HR support to the other members of the team to ensure the effective day to day running of the HR function. This includes assisting with the recruitment of new staff and maintaining personnel records relating to employees in compliance with relevant legislation and regulation. To successfully undertake my role a wide range of skills, knowledge and behaviours are required.   The two professional areas Insight Strategy and Solutions and Leading HR are the heart of the profession and are the most important to all HR professionals. Very important is to understand the Company’s HR Strategy. The core of the Company’s HR strategy identifies two broad based HR objectives: Ensure that the talent and abilities of staff are recognised and developed to their full potential Ensure that the individual and collective skills and abilities of staff support the on-going delivery of Company objectives Develop understanding of the Company and use the insights to tailor strategy and solutions to meet organisational needs now and in the future Helping employees understand their role in change, the reason for it and the results that are expected In the design of the annual HR plans all members of the department work collaboratively to ensure the plans are challenging and deliver positive results for the company. As a leading HR it is important to support development plans and programmes. Provide advice confidently based on sound understanding of organisation’s policy and practice. Act as a role model leader, support, develop and measure others across the organisation. Work collaboratively with colleagues to deliver good policy, practice and advice. Employee engagement is important so that all employees have connection with their work, colleagues and to the organisation so that employees are more fulfilled by work and make a greater contribution towards organisational  objectives, therefore particular attention is needed to good leadership and management. To be effective in my role I need to refer to eight behaviours: 1. Curious- to be open to trying ideas reflect, analyse and test them and insight with others, take on board change, implement changes to payroll system and procedures try new ides 2. Decisive Thinker – analyse payroll data to ensure details and facts are correct, complete and consistent; use experience, standard procedure and common sense and knowledge to solve payroll problems while recognising limits of experience and authority within the organisation 3. Skilled influencer – understand how to influence within the culture, governance of performance framework and politics, identifying the key points to communicate on any interaction, selecting the right message and audience 4. Personally credible – improving own experience, knowledge, skills shearing it with colleagues, considering how to add value and ensure expertise is developed, accept and act on feedback on own performance to both criticism and praise 5. Collaborative – passing information promptly, keeping colleagues up to date, support them in their day-to-day work, handle disagreement as they occur, seeking a constructive solution, showing respect for diversity 6. Driven to deliver – identify the steps to achieve agreed tasks, goals and objectives in the immediate or short term, keep track of own progress, keeping deadlines or inform others when targets can’t be met, deliver to expectations and commitment, meeting or exceeding agreed standards 7. Courage to challenge – stand by own proposal in the face of difficult questions, providing supporting evidence, explore the full range of viewpoints, consult others when facing problems, undercover pertinent facts to move a debate forward 8. Role model – consistently act according to organisational and legal principles and agreed processes, deal with personal date and information in a highly professional manner and relevant legislation such as Data Pr otection Act, deliver expectations and promises Experience of processing all aspects of Payroll A good understanding of tax codes, tax and NI rates, thresholds, allowances  and deductions from pay Ability to calculate payroll manually A good understanding of SSP, SMP, SAP and Employment Law Experience of recruitment campaigns A good understanding of HR policies and procedures Ability to maintain confidentiality and ensure data protection principles are adhered to at all times Ability to work on own initiative and deal with difficult and sensitive situations Ability to organise and prioritise workload and to meet agreed deadlines and targets Excellent interpersonal skills

Degree of Operating Leverage

Operating Leverage:Operating Leverage is the term that describes the impact on operating income of a change in the level of output. Brigham says that â€Å"If a high percentage of a firm’s costs are fixed, and hence do not decline when demand decreases, this increases he company’s business risk. This factor is called operating leverage. If a high percentage of a firm’s total costs are fixed, the firm is said to have a high degree of operating leverage. The degree of operating leverage (DOL) is defined as the percentage change in operating income (or EBIT) that results from a given percentage change in sales†¦.In effect, the DOL is an index number which measures the effect of a change in sales [number of units] on operating income, or EBIT.†Autron:Generally, the higher the operating leverage, the more a company's income is affected by fluctuation in sales volume. The higher income vs. sales ratio results from a smaller portion of variable costs, which means the Company does not have to pay as much additional money for each unit produced or sold. The more significant the volume of sales, the more beneficial the investment in fixed costs becomes. Applying this principle the operating leverage of Autron is in a good position and any change in sales volume will not violently affect the income of this company.Ambertech:The position of this company with respect to the Operating Leverage is not advantageous to the company as the ratio is high. It signifies that the fixed costs are at a higher level. This means that any small change in sales volume will adversely affect the profitability of the company.Degree of Financial LeverageCompanyDegree of Financial LeverageFinancial Leverage:‘Financial leverage’ is the term used to describe the impact on returns of a change to the extent to which the firm’s assets are financed with borrowed money. In their 1997 article Buccino and Mckinley define operating leverage as the impa ct of a change in revenue on profit or cash flow. It arises, they say, whenever a firm can increase its revenues without a proportionate increase in operating expenses. Cash allocated to increasing revenue, such as marketing and business development expenditures, are quickly â€Å"consumed by high fixed expenses.†Autron:The degree to which a business is utilizing borrowed money. Companies that are highly leveraged may be at risk of bankruptcy if they are unable to make payments on their debt; they may also be unable to find new lenders in the future. Financial leverage is not always bad, however; it can increase the shareholders return on their investment and often there are tax advantages associated with borrowing. Applying this basic principle, with a low financial leverage, this company is utlising very lower level of borrowed funds. The interest burden on the company will naturally be less and the company is financing its operations from its own sources.Ambertech:As again st the company Autron, this company has high financial leverage which implies that the borrowings are more for this company and the company is running the risk of higher interest payments and meeting their debt commitments on dates.Combined Leverage:A leverage ratio that summarizes the combined effect the degree of operating leverage (DOL), and the degree of financial leverage has on earnings per share (EPS), given a particular change in sales. This ratio can be used to help determine the most optimal level of financial and operating leverage to use in any firm. This ratio can be very useful, as it summarizes the effects of combining both financial and operating leverage, and what effect this combination, or variations of this combination, has on the corporation's earningsAutron:It should be noted that a firm with a relatively high level of combined leverage is seen as  riskier than a firm with less combined leverage, as the  high leverage means more fixed costs to the firm. On the basis of the combined leverage ratio, it can be stated that the company Auton is less riskier as the leverage ratio of – 4.296 is highly advantageous to the firm signifying a lower level of fixed costs and better profitability. As we have seen in the Operating Leverage for this Company, any change in sales volume will result in more profits.Ambertech:In contrast to the company Autron, this company has a higher operating and financial leverage which has resulted in a higher combined leverage. This situation implies that the company’s fixed costs are very high leading to lower profitability. Any change in sales volume will adversely affect the earnings of the company.References:1. Brigham, Eugene F., Fundamentals of Financial Management (1995).2. Buccino, Gerald P. and Kraig S. McKinley, â€Å"The Importance of Operating Leverage in a Turnaround,† Secured Lender (Sept./Oct. 1997), p. 64-68.