Graduation Speech: Our Next Big Climb :: Graduation Speech, Commencement Address

Class of 2012, we've finally made it, but not without the help of our parents, teachers and mentors along the way. Maybe what they did for us was that they were a good rudder and we're the ship, and they got us to the sea where we remember who we are. Because we all get in that fog, where we forget who we are or what we're about, we get overwhelmed. I mean I've been there plenty of times in my life. But we're not going to remember most of our lives until the end. But we will remember certain moments. Maybe it's our first 4.0 report card, maybe it's our first 100 percent biology test, maybe it's our first homerun, our first touchdown. Whatever it may be, it will stay with us forever. Many of us have been together through elementary, middle and high school, and we have all had to work hard and remain focused to be where we are today. All change happens in a minute. Your life changes in a moment. Something triggers you and you finally make a decision and it all shifts. As years go by, y our body is going to change, your relationships are going to change, your attitude is going to change. Change is automatic, but progress is not. Our progress has brought us here tonight, and tonight will become one of those moments that we will cherish forever. I have been in the martial arts for about 12 years now, and I remembered my martial arts instructor, Mr. Charles Pearson, sitting everybody down during a black belt testing and telling us, "Earning a black belt is very much like climbing a mountain. You work hard, and eventually you'll work your way up to the top. But once you're there, your journey is not over; it simply has just begun. And you realize that there are other mountains for you to climb." As I now reflect back, I realize that school is very much the same. Our first mountain was a long, yet a fun, 12-year climb. Like all of the other unforgettable moments, this climb, in about 90 minutes or so will come to an end. We have finally reached our high school mountain top, and for a lot of us our next big climb may be to go to college. And for some of us, our next big climb may be to get a job, to travel around the world, start a new business, or even a career.

Eia Malaysia

ENVIRONMENTAL IMPACT ASSESSMENT (EIA) Procedure and Requirements in Malaysia CONTENTS Page I. ENVIRONMENTAL IMPACT ASSESSMENT What is Environmental Impact Assessment (EIA) Why do we need EIA? Which activities are subject to EIA How to conduct EIA II. THE EIA PROCEDURE IN MALAYSIA Integrated Project Planning Concept How is EIA Report Processed and Approved ? Organisational Structure Preliminary EIA Reports Detailed EIA Reports Classification of Projects by Timing of EIA Report Submission (Project Planning Cycle) Consultation III. ACTIVITIES SUBJECT TO EIA 1 1 1 1 1 1 2 4 4 4 5 9 9 9LIST OF FIGURES 1 2 3a 3b Outline of Environmental Impact Assessment Procedure in Malaysia Integrated Project Planning Concept Organisational Structure of EIA Report Processing and Approval Procedure at State Offices Organisational Structure of EIA Report Processing and Approval Procedure at the Department of Environment Headquarters Organisational Structure of Detailed EIA Report Processing and Approval Pr ocedure LIST OF TABLES 1 2a 2b 2c Classification of Projects by Timing of EIA Report Submission (Project Planning Cycle) Summary of Activities Subject to Environmental Impact Assessment (Activities Defined by Quantum) Summary of Activities Subject to Environmental Impact Assessment (Activities Defined by Project Size) Summary of Activities Subject to Environmental Impact Assessment (Activities Not Defined by Unit of Measure) 3 4 4 5 3c 6 7 11 12 13 ii LIST OF APPENDICES Appendix 1 Environmental Quality Act, 1974 1985) Section 34a 2 Environmental Quality Act, 1974. Environmental Quality (Prescribed Activities) (Environmental Impact Assessment) Order 1987 Offices of the Department of Environment Page (Amendment, 14 16 21 3 iii I. ENVIRONMENTAL IMPACT ASSESSMENT What is Environmental Impact Assessment (EIA)? EIA is a study to identify, predict, evaluate and communicate information about the impacts on the environment of a proposed project and to detail out the mitigating measures prior to project approval and implementation.Why do we need EIA? EIA is essentially a planning tool for preventing environmental problems due to an action. It seeks to avoid costly mistakes in project implementation, either because of the environmental damages that are likely to arise during project implementation, or because of modifications that may be required subsequently in order to make the action environmentally acceptable. In Malaysia, EIA is required under section 34A, Environmental Quality Act, 1974 (APPENDIX 1). EIA when integrated into the existing planning and decision-making machinery, provides additional information towards better decision-making. Which activities are subject to EIA?Activities subject to EIA are prescribed under the Environmental Quality (Prescribed Activities) (Environmental Impact Assessment) Order, 1987 (APPENDIX 2). A copy of this Order may be obtained from the Government Printers or from any office of the Department of Environment (APPENDIX 3). How to conduct EIA? To assist you in the preparation of environmental impact assessment reports, you may refer to â€Å"A Handbook of Environmental Impact Assessment Guidelines† and EIA guidelines for specific activities published by the Department of Environment. II. THE EIA PROCEDURE IN MALAYSIA The EIA procedure adopted in Malaysia consists of three major steps.The steps in the EIA procedure, which are shown in Figure 1, can be described as follows: Preliminary assessment relates to the initial assessment of the impacts due to those activities that are prescribed. Preliminary assessment is the stage of the EIA procedure that should normally be initiated at the pre-feasibility study stage of the development of an activity. Project options are identified at this stage and any significant residual environmental impacts are made known. The preliminary report that is prepared is reviewed by a technical committee in the DOE internally. However, where expertise within the Department is lacking, assistance from other government and non-government agencies may be sought.Detailed assessment is undertaken for those projects for which significant residual environmental impacts have been predicted in the preliminary assessment. The assessment should ideally continue during project feasibility, and the detailed EIA Report be submitted for approval by the Director General of Environmental Quality prior to the giving of approval by the relevant Federal or State Government authority for the implementation of the project. Detailed assessment is carried out based on specific terms of reference issued by an ad hoc Review Panel appointed by the Director General. The EIA Report that is prepared is reviewed by the ad hoc Review Panel chaired by the Director General.Review of EIA Reports is carried out internally by the DOE for preliminary assessment reports and by an ad hoc Review Panel for detailed assessment reports. Recommendations arising out of the review are transmitted to the relevant project approving authorities for consideration in making a decision on the project. The normal period allocated for a review of a preliminary assessment report is one month while that for a detailed assessment report is two months. The DOE maintains a list of experts who may be called upon to sit as 1 members of any Review Panel established. The selection of the experts depends on the areas of environmental impacts to be reviewed.Other main features of the EIA procedure as shown in Figure 1 include the following: The Approving Authority is the Government Authority that has the task of deciding, whether or not a project should proceed. The authorities include the following: 1. The National Development Planning Committee (NDPC) for Federal Government sponsored projects; 2. The State Executive Council (EXCO) for State Government sponsored projects; 3. The various Local Authorities or Regional Development Authorities (RDA) with respect to planning approval within their re spective area; and 4. The Ministry of Trade and Industry or MIDA for industrial projects. Recommendations arising from the review of the EIA Reports are forwarded to the relevant project approving authorities.At the completion of the review period for a detailed EIA, a Detailed Assessment Review Document is issued by the Review Panel. This document may include: 1. Comments on the Detailed Assessment report; 2. Recommendations to the project proponent and the project approving authority including any specific conditions attached to the project approval; and 3. Recommendations for environmental monitoring and auditing. Integrated Project Planning Concept The EIA Procedure in Malaysia is designed to follow the Integrated Project Planning Concept as shown in Figure 2. The features of the concept include the following: 1. At the onset, during the project identification stage, the need to conduct an EIA study is also determined. 2.If the project requires Preliminary Assessment, it is done in parallel with the Pre-feasibility Study for the project. 3. Similarly, if Detailed Assessment is required, it is conducted as part of the Feasibility Study for the project. 4. The Preliminary Assessment and Detailed Assessment reports are reviewed simultaneously with the Pre-feasibility and Feasibility reports respectively, before a final decision on the project is made. During project construction and project operation environmental monitoring is carried out. 2 3 The concept is recommended to be followed to minimise project delay and improve project planning. How are EIA Reports Processed and Approved?Organisational Structure As of 1st January 1994, all Preliminary EIA Reports are processed and approved by the Department of Environment State Offices except for Kedah and Perlis. EIA Reports for Kedah and Perlis and those for projects within the Exclusive Economic Zone (EEZ) and projects involving more than one state are processed by officers at the Department of Environment Head quarters. All Detailed EIA Reports are processed and approved at Headquarters. Preliminary EIA Reports Figure 3a illustrates the organisational structure of the Preliminary EIA Report processing and approval procedure at the Department of Environment State Offices. The organisational structure is headed by the State Director.He is responsible for approving or rejecting an EIA Report. One-Stop Agency meetings with other relevant agencies or departments are held when necessary. Comments and verifications from relevant agencies or departments are sought for certain cases. The State Director is assisted by Environmental Control Officers and Assistant Environmental Control Officers. Figure 3a. Organisational Structure of EIA Report Processing and Approval Procedure at State Offices Figure 3b shows the organisational structure of the EIA Report processing and approval procedure at the Department of Environment Headquarters. The organisational set-up is headed by the Director of Prevention Division.He is assisted by the Head of Evaluation Section and Senior Environmental Control Officers chairing the EIA Technical Committee meeting. The EIA Technical Committee is an in-house committee set 4 up to examine the Preliminary EIA Reports. One-Stop Agency meetings with relevant departments or agencies are held when necessary. Comments and verifications from the departments or agencies are acquired when necessary. The Committee formulates recommendations to the Director of Prevention Division on the acceptability of the Preliminary EIA Report. Detailed EIA Reports Figure 3c illustrates the organisational structure of the Detailed EIA Report processing and approval procedure.The Organisational set-up is headed by the Director General of Environment Quality who is responsible for approving or rejecting the EIA report. He is assisted by the Director of Prevention Division, who also functions as Secretary to the Detailed EIA ad hoc Review Panel. The Chairman of this panel is the Director General of Environmental Quality. The Detailed EIA Review Panel’s main task is to critically review Detailed EIA Reports and formulate recommendations to the relevant project approving authority. The Detailed EIA Review Panel is established on an ad hoc basis specifically for a particular project. The panel comprises independent members of relevant disciplines, from different organisations such as Universities and Non-Governmental organisations.Detailed EIA Reports are also displayed at all Department of Environment Offices, as well as public and university libraries for public comments. The public are widely notified through the mass media when and where the Detailed EIA Reports are available for review and comment. The Evaluation (EIA) section which is headed by a Principal Assistant Director comprises EIA Report Processing Desk Officers assisted by Assistant Environmental Control Officers. The desk officers are trained in different disciplines including Environme ntal Engineering, Agricultural Engineering, Chemical Engineering, Civil Engineering, Electrical Engineering, Mechanical Engineering, Environmental Sciences, Biology, Chemistry, Environmental Studies, Physics, Economics, Sociology and Ecology. 5 6TABLE 1 CLASSIFICATION OF EIA REPORTS BY TIMING OF SUBMISSION (PROJECT PLANNING CYCLE) PROJECT PLANNING CYCLE Project Identification Sourcing for Technology or Licence Pre-feasibility/ Siting Decision Feasibility/Project Design REPORT CLASSIFICATION 0 1 EIA ISSUE ENVIRONMENTAL PLANNING CYCLE Exploring environmentally sound projects Assessment for environmentally sound technology Base line study and submission of preliminary assessment report Extended cost benefit analysis and submission of complete or detailed EIA report EIA report to be approved by the Director General of DOE, prior to licence to be granted by relevant government agencies, or lease to be given, land conversion or change of ownership approval by State Government Budget appro val Contract 4 Are sufficient environmental specifications and safeguard incorporated in contract documents and agreements? Is the design complying with all the specifications? PROJECT APPROVAL Is the project environmentally sound? Is the technology most advanced and clean? Is the proposed site environmentally least sensitive? Own approval or Memorandum of Understanding Business transactions, technology transfer and licence agreement DOE clearance 2 3 Does the project design incorporate all the required pollution control and other environment mitigating measures?Written permission Detailed Design 5 Submission of plans on pollution control and other environmental mitigating measures Tendering 6 Is sufficient budget provided for environmental control and other environmental mitigating measures in the tender exercise and award? Are project development and construction closely supervised? Does the project meeting all set standards and conditions? Is the project fully complying with the imposed standards all the time? Are there significant residual environmental impacts? – Development and Construction Commissioning 7 Environmental monitoring Approval by land, resources, safety, health, environment and local authorities Certification by safety, health, environment, and local authorities – 8Continuation of monitoring and project auditting Source and environmental monitoring Operation and Maintenance Abandonment/End of Project Line 9 x Continued environmental monitoring Approval by the relevant Federal, State and Environment Authorities 7 Key Classification 1 – High Distinction 2 – Distinction 3 – High Credit 4 5 6 – Credit – Simple Credit – Low Credit 7 – Low Pass 8 – Just Pass 9 – Fail 8 Classification of Projects by Timing of EIA Report Submission (Project Planning Cycle) In order to integrate the environmental dimension in the project planning or designing process, the timing of submissio n of an EIA Report to the Department of Environment for approval is vital.The proper timing of submission of an EIA Report is essential so as not to cause any major disruption to the overall project planning cycle. The project initiator is encouraged to submit the EIA Report as early as at the project identification stage to enable recommendations on environmental changes or modifications to the project plan to be incorporated. On the other hand, submission of an EIA Report towards the end of the project planning cycle will reduce the value of an EIA, and possibly increase environmental costs or delay implementation of the project. In order to guide project proponents, a classification system for EIA reports has been made in accordance with time of submission as tabulated in Table 1.The timing of submission of an EIA Report corresponding to the stage of project planning cycle has been divided into nine classifications. The nine classifications are ranked from ‘high distinction ’ to ‘failure’. In addition, the corresponding environmental issues, and requirements for project approval have also been identified for the various stages of project planning. For example, the submission of an EIA Report at the stage of project identification or sourcing for technology is classified as Class 1 and given ‘high distinction’, whilst reports submitted towards the end of project construction or commissioning falls under Class 8 and is ranked ‘low pass’.An EIA Report submitted at the commencement of the project identification stage will give an opportunity to project planners to exhaust environmental issues and to find solutions to them prior to project implementation. In instances where undesirable significant adverse environmental impacts are identified, alternatives which are environmentally acceptable should be found. This exercise should be repeated until an acceptable solutions is found. Consultation Although there is n o requirement for notification and a project proponent is under no formal obligation to consult the Department of Environment about his proposal before submission of his EIA Report, there are practical reasons for doing so.The Department of Environment and other relevant departments will often possess useful information in particular, data on environmental quality, local problems, as well as aspects of the project most likely to be of concern and requiring emphasis in the EIA Report. It would be beneficial for all concerned if project approval authorities can advise potential project proponents as soon as a project is conceived to check with the Department of Environment to ascertain if EIA is required. By doing this, the issues of timing and delay can be avoided. III. ACTIVITIES SUBJECT TO EIA The Environmental Quality (Prescribed Activites) (Environmental Impact Assessment) Order 1987 which is made under powers conferred by section 34A of the Environmental Quality Act, 1974 (Amend ment) 1985 specifies those activities that are subject to EIA.Nineteen categories of activities are prescribed and these include those related to: agriculture, airport, drainage and irrigation, land reclamation, fisheries, forestry, housing, industry, infrastructure, ports, mining, petroleum, power generation, quarries, railways, transportation, resort and recreational development, waste treatment and disposal, and water supply. Many of the activities related to these nineteen categories are defined in terms of project size (as area), capacity (quantum) while others are not defined by any unit of measure. Hence, to assist project initiators or project approving authorities to make quick decisions on whether a proposed activity is subject to the Act or otherwise, three simple checklists have been prepared as follows: a) Activities defined by quantum (Table 2a); 9 b) Activities defined by project size (Table 2b); and c) Activities not defined by unit of measure (Table 2c). 10Table 2a Malaysia: Summary of Activities Subject to Environmental Impact Assessment (Activities Defined by Quantum) Quantum 60000 5000 4500 200 100 100 100 100 50 50 50 30 10 Unit Barrel Tonne Cubicmetres Tonnes/ day Family Tonnes/ day Tonnes/ day Tonnes/ day Tonnes/ day Tonnes/ day Tonnes/ day Tonnes/ hour Megawatts Activity Construction of product depot for storage of petrol, gas or diesel Shipyards Groundwater development for industrial, agricultural or urban water supply Iron and steel industries using scrap iron Agricultural programmes necessitating resettlement Chemical production industries Lime production industries using rotary kiln Iron and steel industries using iron ore Non ferrous industries other than aluminium and copper Lime production industries using vertical kiln Pulp and paper industry Cement industries Construction of steam generated power stations using fossil fuels 8 (c) 8 (d) 8 (g) 8 (d) 1 (b) 8 (a) 8 (d) 8 (e) Number 12 (e) 8 (f) 19 (b) 8 (e) 13 (a) 11 Table 2b Malay sia: Summary of Activities Subject to Environmental Impact Assessment (Activities Defined by Project Size) Project Size Unit Activity Number 5000 Hectare 500 Hectare 500 Hectare 500 Hectare 400 Hectare 250 Hectare 200 Hectare 200 100 100 80 50 50 Hectare Family Hectare Room Hectare Hectare 50 Hectare 50 Hectare 50 Hectare 50 Hectare 50 50 50 40 Hectare Hectare Kilometre Hectare 2. 5 KilometreIrrigation schemes Land development schemes to bring forest land into agricultural production Development of agricultural estates involving changes in types of agricultural use Logging Construction of dams and hydroelectric power scheme reservoirs Mining of mineral in new areas Construction of dams and man-made lakes and artificial enlargement of lakes Construction of dams or impounding reservoirs Agricultural programmes necessitating resettlement Drainage of wetland, wild-life habitat or virgin forest Construction of coastal resort facilities or hotel Coastal reclamation Land-based aquaculture projects accompanied by clearing of mangrove swamp forest Conversion of hill forest land to other land use Conversion of mangrove swamps for industrial, housing, or agricultural use Housing development Industrial estate development for medium and heavy industries Sand dredging Hill station resort or hotel development Construction of off-shore and on-shore pipeline Construction of dams and hydroelectric power schemes with dams over 15 metres high Construction of airports 3 (c) 1 (a) 1 (c) 6 (c) 13 (b) ii 11 (a) 3 (a) 19 (a) 1 (b) 3 (b) 17 (a) 4 5 (c) 6 (a) 6 (d) 7 9 (b) 11 (c) 17 (b) 12 (b) 13 (b)i 2 (a) 12 Table 2c Malaysia: Summary of Activities Subject to Environmental Impact Assessment (Activities Not Defined by Unit of Measure) Prescribed Activity AIRPORT FISHERIES Activity Airstrip development in state and national parks Construction of fishing harbours Harbour expansion involving an increase of 0 per cent or more in fish landing capacity per annum Logging or conversion of fore st land to other land use within the catchment area of reservoirs used for municipal water supply, irrigation or hydropower generation or in areas adjacent to state and national parks and national marine parks Clearing of mangrove swamps on islands adjacent to national marine parks Petrochemicals industries – all sizes Primary smelting of aluminium and copper – all sizes Construction of hospitals with outfall into beachfronts used for recreational purposes Construction of expressways Construction of national highways Construction of new townships Construction of ports Port expansion involving an increase of 50 per cent or more in handling capacity per annum Ore processing including concentrating for aluminium, copper, gold or tantalum Oil and gas fields development Construction of oil and gas separation, processing, handling and storage facilities Construction of oil refineries Construction of combined cycle power stations Construction of nuclear-fueled power stations Number 2 (b) 5 (a) 5 (b) FORESTRY 6 (b) 6 (e) 8 (b) 8 (c) 9 (a) 9 (c) 9 (d) 9 (e) 10 (a) 10 (b) INDUSTRY INFRASTRUCTURE PORTS MINING 11 (b) 12 (a) 12 ( c) 12 (d) 13 (c) 13 (d) PETROLEUM POWER GENERATION AND TRANSMISSION 13Table 2c (Continuation) Prescribed Activity QUARRIES Activity Proposed quarrying of aggregate limestone, silica, quartzite, sandstone, marble and decorative building stone within 3 kilometres of any existing residential, commercial or industrial areas, or any area for which a licence, permit or approval has been granted for residential, commercial or industrial development Construction of new routes Construction of branch lines Construction of Mass Rapid Transport projects Number 14 15 (a) 15 (b) 16 RAILWAYS TRANSPORTATION RESORT AND RECREATIONAL DEVELOPMENT Development of tourist or recreational facilities in national parks 17 (c) Development of tourist or recreational facilities on islands in surrounding waters which are gazetted as national marine parks 17 (d)WA STE TREATMENT AND DISPOSAL (Toxic and Hazardous Waste) Construction of incineration plant Construction of recovery plant (off-site) Construction of wastewater treatment plant (off-site) Construction of secure landfill facility Construction of storage facility (off-site) Construction of incineration plant Construction of composting plant Construction of recovery/recycling plant Construction of municipal solid waste landfill facility Construction of wastewater treatment plant Construction of marine outfall 18 (a)i 18 (a)ii 18 (a)iii 18 (a)iv 18 (a)v 18 (b)i 18 (b)ii 18 (b)iii 18 (b)iv 18 (c)i 18 (c)ii (Municipal Solid Waste) (Municipal Sewage) 14 APPENDIX 1 ENVIRONMENTAL QUALITY ACT, 1974 (AMENDMENT, 1985) SECTION 34A The Environmental Quality (Amendment) Act 1985, amended the Environmental Quality Act, 1974.Amendments include the insertion of section 34A which requires any person intending to carry out any prescribed activity to submit report on the impact on the environment to the D irector General of Environmental Quality for examination. The Amendment act was gazetted on 9 January 1986 and section 34A reads as follows:â€Å"34A (1) The Minister, after consultation with the Council, may by order prescribe any activity which have significant environment impact as prescribed activity. Any person intending to carry out any of the prescribed activities shall, before any approval for the carrying out of such activity is granted by the relevant approving authority, submit a report to the Director General.The report shall be in accordance with the guidelines prescribed by the Director General and shall contain an assessment of the impact such activity will have or is likely to have on the environment and the proposed measures that shall be undertaken to prevent, reduce or control the adverse impact on the environment. If the Director General on examining the report and after making such inquiries as he considers necessary, is of the opinion that the report satisfies the requirements of subsection (2) and that the measures to be undertaken to prevent, reduce or control the adverse impact on the environment are adequate, he shall approve the report, with or without conditions attached thereto, and shall inform the person intending to carry out the prescrived activity and the relevant approving authorities accordingly.If the Director General, on examining the report and after making such inquiries as he considers necessary, is of the opinion that the report does not satisfy the requirements of subsection (2) or that the measures to be undertaken to prevent, reduce or control the adverse impact on the environment are inadequate, he shall not approve the report and shall give his reasons therefore and shall inform the person intending to carry out the prescribed activity and the relevant approving authorities accordingly. Provided that where such report is not approved it shall not preclude such person from revising and re-submitting the revised re port to the Director General for the approval. The Director General may if he considers it necessary require more than one report to be submitted to him for his approval. Any person intending to carry out a prescribed activity shall not carry out such activity until the report required under this section to be submitted to the Director General has been submitted and approved.If the Director General approves the report, the person carrying out the prescribed activity, in the course of carrying out such activity, shall provide sufficient proof that the conditions attached to the report (if any) are being complied with and that the proposed measures to be taken to prevent, reduce or control the adverse impact on the environment are being incorporated into the design, construction and operation of the prescribed activity. Any person who contravenes this section shall be guilty of an offence and shall be liable to a fine not exceeding ten thousand ringgit or to imprisonment for a period not exceeding two years or both and to a further fine of one thousand ringgit for every day that the offence is continued after a notice by the Director General requiring him to comply with the act specified therein has been served upon him. † 15 (2) (3) (4) (5) (6) (7) (8) 16 APPENDIX 2 P. U. A) 362 ENVIRONMENTAL QUALITY ACT, 1974 ENVIRONMENTAL QUALITY (PRESCRIBED ACTIVITES) (ENVIRONMENTAL IMPACT ASSESSMENT) ORDER 1987 In exercise of the powers conferred by section 34A of the Environmental Quality Act 1974, the Minister, after consultation with the Environmental Quality Council, makes the following order: 1. This order may be cited as the Environmental Quality (Prescribed Activities) (Environmental Impact Assessment) Order, 1987 and shall come into force on the 1st April 1988. 2. The activities specified in the Schedule are prescribed to be prescribed activities. SCHEDULE 1. AGRICULTURE (a) Land development schemes covering an area of 500 hectares or more to bring forest land into agricultural production. Agricultural programmes necessitating the resettlement of 100 families or more.Development of agricultural estates covering an area of 500 hectares or more involving changes in types of agricultural use. (b) (c) 2. AIRPORT (a) (b) Construction of airports (having an airstrip of 2,500 metres or longer) Airstrip development in state and national parks. 3. DRAINAGE AND IRRIGATION (a) Construction of dams and man-made lakes and artificial enlargement of lakes with surface area of 200 hectares or more. Drainage of wet land, wild-life habitat or of virgin forest covering an area of 100 hectares or more. Irrigation schemes covering an area of 5,000 hectares or more. (b) (c) 4. LAND RECLAMATION Coastal reclamation involving an area of 50 hectares or more. 5.FISHERIES (a) Construction of fishing harbours. 17 (b) Harbour expansion involving an increase of 50 per cent or more in fish landing capacity per annum. Land based aquaculture projects accompanied by clear ing of mangrove swamp forests covering an area of 50 hectares or more. (c) 6. FORESTRY (a) (b) Conversion of hill land to other land use covering an area of 50 hectares of more. Logging or conversion of forest land to other land use within the catchment area of reservoirs used for municipal water supply, irrigation or hydro-power generation or in areas adjacent to state and national parks and national marine parks. Logging covering an area of 500 hectares or more.Conversion of mangrove swamps for industrial, housing or agriculture use covering an area of 50 hectares or more. Clearing of mangrove swamps on islands adjacent to national marine parks. (c) (d) (e) 7. HOUSING Housing development covering an area of 50 hectares or more. 8. INDUSTRY (a) Chemical – Where production capacity of each product or of combined product is greater than 100 tonnes/day. – All sizes. – Primary smelting: Alluminium Copper Others (b) (c) Petrochemicals Non-ferrous – all sizes. – all sizes. – producing 50 tonnes/day and above of products. for clinker throughput of 30 tonnes/hour and above. – 100 tonnes/day and above burnt lime rotary kiln or 50 tonnes/day and above vertical kiln. (d) Non-metallic – Cement – Lime e) Iron and steel – Require iron ore as raw materials for production greater than 100 tonnes/day; or – Using scrap iron as raw materials for production greater than 200 tonnes/day – Dead Weight Tonnages greater than 5,000 tonnes. 18 (f) Shipyards (g) Pulp and paper industry – Production capacity greater than 50 tonnes/day 9. INFRASTRUCTURE (a) (b) Construction of hospitals with outfall into beachfronts used for recreational purposes. Industrial estate development for medium and heavy industries covering an area of 50 hectares or more. Construction of expressways. Construction of national highways. Construction of new townships. (c) (d) (e) 10.PORTS (a) (b) Construction of ports. Port e xpansion involving an increase of 50 per cent or more in handling capacity per annum. 11. MINING (a) Mining of minerals in new areas where the mining lease covers a total area in excess of 250 hectares. Ore processing, including concentrating for aluminium, copper, gold, or tantalum. Sand dredging involving an area of 50 hectares or more. (b) (c) 12. PETROLEUM (a) (b) (c) (d) (e) Oil and gas fields development. Construction of off-shore and on-shore pipelines in excess of 50 kilometres in length. Construction of oil and gas separation, processing, handling, and storage facilities. Construction of oil refineries.Construction of product depots for the storage of petrol, gas or diesel (excluding service stations) which are located within 3 kilometre of any commercial, industrial or residential areas which have a combined storage capacity of 60,000 barrels or more. 13. POWER GENERATION AND TRANSMISSION (a) Construction of steam generated power stations burning fossil fuels and having a capacity of more than 10 megawatts. Dams and hydroelectric power schemes with either or both of the following: i) dams over 15 metres high and ancillary structures covering a total area in excess of 40 hectares. 19 (b) ii) (c) (d) 14. reservoirs with a surface area in excess of 400 hectares. Construction of combined cycle power stations. Construction of nuclear-fueled stations.QUARRIES Proposed quarrying of aggregate, limestone, silica, quartzite, sandstone, marble and decorative building stone within 3 kilometres of any existing residential, commercial or industrial areas, or any area for which a licence, permit or approval has been granted for residential, commercial or industrial development. 15. RAILWAYS (a) Construction of new routes. (b) Construction of branch lines. 16. TRANSPORTATION Construction of Mass Rapid Transport projects. 17. RESORT AND RECREATIONAL DEVELOPMENT (a) (b) (c) (d) Construction of coastal resort facilities or hotels with more than 80 rooms. Hill station r esort or hotel development covering an area of 50 hectares or more.Development of tourist or recreational facilities in national parks. Development of tourist or recreational facilities on islands in surrounding waters which are gazetted as national marine parks. 18. WASTE TREATMENT AND DISPOSAL (a) Toxic and Hazardous Waste i) Construction of incineration plant. ii) Construction of recovery plant (off-site). iii) Construction of wastewater treatment plant (off-site). iv) Construction of secure landfill facility. v) Construction of storage facility (off-site). Municipal Solid Waste i) Construction of incineration plant. ii) Construction of composting plant. iii) Construction of recovery/recycling plant. iv) Construction of municipal solid waste landfill facility.Municipal Sewage i) Construction of wastewater treatment plant. ii) Construction of marine outfall. (b) (c) 19. WATER SUPPLY 20 (a) (b) Construction of dams or impounding reservoirs with a surface area of 200 hectares or mor e. Groundwater development for industrial, agricultural or urban water supply of greater than 4,500 cubic metres per day. Made on the 30th September, 1987. [KST & AS(U) 902/JAS/4(2); PN. (PU2)280/111] DATUK AMAR STEPHEN K. T. YONG, Minister of Science, Technology and the Environment 21 APPENDIX 3 OFFICES OF THE DEPARTMENT OF ENVIRONMENT For further information and enquiries, you may contact the following offices: HEADQUARTERS DirectorGeneral Department of Environment 12th & 13th Floor, Wisma Sime Darby Jalan Raja Laut 50662 KUALA LUMPUR Tel: 03-2947844 Tlx: MOSTEC MA 28154 Fax: 603-2931480/2937655 Cable â€Å"SEKITAR† Kuala Lumpur STATE OFFICES Director Department of Environment Selangor/Wilayah Persekutuan 17th Floor, Wisma MPSA Persiaran Perbandaran 40000 SHAH ALAM Tel: 03-5594787/5594788 Fax: 03-5594788 Director Department of Environment Johor 23rd Floor, Kompleks Tun Abdul Razak Jalan Wong Ah Fook 80000 JOHOR BAHRU Tel: 07-2226723/2224431 Fax: 07-2230567 Director Departme nt of Environment Pahang 4th Floor, Bangunan Asia Life Jalan Tekul Sisek 25000 KUANTAN Tel: 09-529211/529075 Fax: 09-529075 Director Department of Environment Trengganu/Kelantan Lot 2, 5th Floor Bangunan Tabung Haji/Bank Pertanian Jalan Sultan Ismail 20200 KUALA TERENGGANU Tel: 09-6227877 Fax: 09-6226877 Director Department of Environment Kedah/Perlis 22Aras 1, Menara Zakat Jalan Teluk Wanjah 05200 ALOR SETAR Tel: 04-7332832 Fax: 04-7337530 Director Department of Environment Pulau Pinang 5th & 6th Floor, Wisma Peladang Jalan Kampong Gajah 12200 BUTTERWORTH Tel: 04-340441 Fax: 04-316078 Director Department of Environment Perak 9th Floor, Bangunan Seri Kinta Jalan Sultan Idris Shah 30000 IPOH Tel: 05-2542744 Fax: 05-2558595 Director Department of Environment Melaka 2nd Floor, Bangunan Graha Maju Jalan Tan Chay Yan 75300 MELAKA Tel: 06-247825 Fax: 06-247845 Director Department of Environment Negeri Sembilan 3rd Floor, Block C Wisma Negeri 70503 SEREMBAN Tel: 06-722311 Fax: 06-731397 Di rector Department of Environment Sabah 7th Floor, Block E, Bangunan KUWASA Jalan Karamunsing 88000 KOTA KINABALU Tel: 088-250122 Fax: 088-241170 Director Department of Environment Sarawak 9th Floor, Bangunan Sultan Iskandar Jalan Simpang Tiga 93592 KUCHING Tel: 082-418535 Fax: 082-422863 23

Econet Wireless International and the African Telecommunications Industry Essay

Activities to be completed in this presentation: Carry out a SWOT analysis for Econet Wireless International, identifying the key issues that Econet needs to address from the results of your analysis. Undertake an industry analysis of the African Telecommunications market using Porter’s Five Force Model. Using a competitor analysis framework of your choice, analyse the Big Five mobile operators in the African market Econet Wireless International is facing or faced challenges in a number of markets it entered. Identify these challenges and the sources of these challenges. What Marketing strategy options should Econet use at it tries to grow its operations (Justify your options) and what should it do to successfully implement these strategies? Introduction The selection of a growth strategy is ultimately determined by the company’s strategic goals, core competencies and strategic assets as well as by its target customers, collaborators and the overall economic, technological, socio cultural, regulatory and physical context. An integrative approach of analysing these factors is essential for the development of a successful growth strategy. Overview Econet Wireless International (hereafter to be referred to as EWI) is a Zimbabwean –owned international telecommunications group. The result of Dr. Strive Masiyiwa’s vision, Econet began in mobile telephone service in July 1998, after years of legal battles. Thus it began leading the change in the telecommunications terrain. Zimbabwe has issued only 3 mobile  telecommunication licenses to EWI, Orascom-owned Telecel and the government-owned NetOne. SWOT Analysis for Econet Wireless International As a result of the internal and external analysis, our SWOT analysis is as follows: Strengths Growth through international expansion. As EWI expands onto 3 continents in 10 countries, they are able to develop global footprint, thus increasing their capital base and securing their company. Innovative product range. They continuously developed product range, they developed into becoming a full-service communications company offering mobile telephony, traditional landline telephony, Internet services, data streaming services, transactions systems and contract services for other operators. For example, in Zimbabwe alone, they have a number of viable product offerings, namely Buddie, Ecocash, EcoFarmer, EcocashSave, Econet Solar, Econet Broadband and BusinessPartna Contract Lines. Their business model enabled them to offer quality products at competitive prices. They collaborated in the form of consortium partnerships and also joint ventures. For example, it was able to penetrate markets such as Nigeria, Kenya, Botswana, New Zealand, Lesotho, Malawi and Burundi. Their joint venture was with Altech in South Africa. The benefit of this partnership firm was listed in the Johannesburg Stock Exchange thus exposing them to a new source of capital. Their mutually formed company, Newco, would have eventually taken over almost all of Econet’s companys, allowing EWI to backward intergrate with a supplier which in terms of future growth, would enable them to develop an even wider product offering. This alliance would have been mutually beneficial, with Econet getting access to technology products, finance and administrative structures while Altech would get the opportunity to diversify riding on EWI’s mobile network. Multi-branding. EWI used it’s name in countries where it had a controlling stake such as in Nigeria, Lesotho, New Zealand, Malawi and Burundi. In countries where it was the minority shareholder, it operated under different names, namely Mascom ( Botswana), Gulfsat Maghreb SA ( Morocco). Their management structure was such that in each country, the operation was headed by a national, who knew the business climate in that country but the financial aspect was headed by an expatriate from head  office thus maintaining effective control and providing support. This encouraged business relations in those nations as the national heading the operation was able to negotiate deals from a knowledgeable point. Weaknesses Limited capital for operations, thus curtailing their growth, especially in New Zealand and Nigeria as the case study says, the consortium partners resisted a higher stake in Econet, believing they did not have the financial means and/ or resources to invest. In addition, Econet did not have enough money to finance the upgrading of its network and it came under government threat of having its licence revoked, thus they had to borrow $75 million Export-Import Bank. Also, in Kenya, their license was cancelled due to failure by the consortium to fully honour the license fee obligations within the given time frame. They failed to provide a service recovery alternative for the suspended Buddie cards in 2002 in Nigeria. The implication here was that they created low switching costs for their subscriber base, boosting the sales of their competitor. Econet gave their competitors an edge over them in Nigeria, as evidenced by the outcome of their decisions to suspend Buddie cards and also, during their subsequent reintroduction. Both times, MTN gained from these moves. In reintroducing the cards, they were not able to support the resulting call volumes. They had not had the foresight to prepare for this possibility as a result of their reintroduction. Network quality problems resulting from failure to support capacity when the Buddie lines were reintroduced. It was a situation of demand outstripping supply. They had also not expected this outcome as a result of reintroducing the previously popular lines. It’s strong dependance on their Zimbabwean operations means they weakened their efforts at expansion due to the unfavourable economic climate. They had raised capital via the Zimbabwe Stock Market but could not use it externally due to stringent government controls on the basis of hard currency remittance limitations. Their failure to capitalise on the license in New Zealand meant a loss on their part. Opportunities Their listing on the Zimbabwe Stock Exchange gave them the opportunity to raise more capital. Acquisition of licenses in various countries through consortium partnerships meant they gained a foothold in countries such as  Nigeria, Kenya, Botswana, Morocco, New Zealand, Lesotho, Malawi and Burundi though from a minority position in the consortium. They were able to obtain licenses in various countries. Threats Stringent government controls. Restrictions to remit it’s foreign currencies to finance it’s operations in other countries, e.g. in New Zealand Intense competition, e.g. in New Zealand where the market was duopoly delaying their entry into that market. Low switching costs. In most of their markets, subscribers are multi-networked. As subscribers used a number of networks to maximise on particular network availability and promotions, EWI could not in depend totally on that these subscribers would be faithful. Key Issues Limited capital for operations. They could list on the Stock Exchange to attract investors. They could offer rights issues to existing shareholders, thereby attracting new capital. Network challenges. They need to upgrade their systems. They need to ensure they have enough technological infrastructure, e.g. base stations, to be able to cater for network loads. Collaboration with suppliers. Government regulations and restrictions. They need to form relationships with the host governments. Decision making. Improve their decision approach at corporate level, e.g. their decision to limit the number of days subscribers had access to the network. From the above analysis, the following threats are of high importance and Econet would do well to take notice: Stringent government controls Intense competition Low switching costs Mergers and acquisitions present an attractive and profitable opportunity thus Econet should explore this avenue further. Industry analysis of the â€Å"Big Five† using Porter’s Five Forces model. Threat of new entrants – High because: There are strong barriers to entry in terms of obtaining an operational license due to government restrictions, e.g. Zimbabwe, as shown in the case when Masiyiwa argued the case that the Telecel consortium should be  disqualified as they did not meet tender specifications. Restrictive license fees in terms of costs of getting the license such as in Kenya when EWI had their license cancelled after only two months due to failure to meet their obligation in terms of the license fee. A lot of capital is needed to start the business. It is estimated that $14 billion on average is needed as investment in the mobile phone business. Bargaining power of buyers: High because: Low switching costs such as in Nigeria when Econet opted to suspend the sale of its prepaid Buddie cards for 6 months due to quality problems, resulting in them losing subscribers. The buyer’s power is strong in Burundi because they have a population of 7 million people with only 4 mobile subscribers. Bargaining power of suppliers – High because: The government controlled operator supplier, Nitel, had strong bargaining power, as evidenced by their holding back to supply Econet with transmission links for more than a year and Econet had no option but to wait. There were few suppliers. Industry rivals – High because: Customer base grew rapidly between year 2000 and 2005 Intense competition among players in the mobile industry. Substitutes – Low because: Landlines penetration rates were low, for example, in Chad, the rate was on average one landline per 70 people while the mobile phone users expanded between year 2000 and 2005 from 15.6 million to 135 million. The overall rating is high because rivalry is high, threat of new entrants is high, bargaining power of suppliers is high and bargaining power of buyers is high. Competitor Analysis Competitor Key Strengths Key Weaknesses Perceived Strategies Key Segments Millicom First-mover position Market leader status Cost leadership Multi-branded Wide market coverage within South America Less aggressive business approach Easy to attack Low revenues in the big five Mass-marketing Multi-branding Cost leadership Low population markets International markets MTC Innovator High capital base Strong market coverage Market strength through acquisition An aggressive player High rate of economic growth Narrow product range Multi-branding Full market segmentation High population areas MTN Market coverage Market leader Strong capital base Economies of scale Resource utilisation Wide product range No multi-branding Blue ocean Leveraging existing business Growing new markets through acquisitions Research and development High population areas Niche, e.g. Middle Eastern Orascom Strong capital base through conglomeration Multi branding Cost leadership Wide product range Market leader Multi-branding Removed operations in Africa Market development High population Vodacom Strong revenue base Market leader Adequate resources for expansion Investment opportunities Least internationalised Market growth limitations Taking unnecessary risks Joint venture franchising Forward integration Domestic International Table 2 Company Capital/ Revenue (in billions $) Market Coverage (number of countries) Mobile Subscriber Number (in millions) Millicom 1.4 16 13 MTC 3 20 23 MTN 3 21 32 Orascom 2.1 9 41 Vodacom 3 5 27 From the analysis above, the market leaders are MTC, MTN and Orascom in terms of revenue. Millicom and Vodacom take the role of market challengers. In looking at mobile subscriber, Orascom and MTN are the market leaders followed by Vodacom, MTC and Millicom respectively. In terms of market coverage, MTN leads followed by MTC. Millicom is the market challenger. Orascom and Vodacom are nichers as they focus on specific markets. Challenges Legislation Government controls in the form of price controls, barring establishment of private mobile networks Trading policies License to operate Government regulations – licensing board Intense competition Duopoly in New Zealand Infrastructure problem Network support Lack of foreign currency Government foreign currency regulations in Zimbabwe Changes in exchange rate Economical meltdown in Zimbabwe Lack of capital Delay in listing on stock exchange Poor quality Buddie cards in Nigeria Product development and testing was poor Marketing Strategy Options Ansoff Matrix Market penetration – The organisation tries to grow it’s market share through sales of existing products to the present market, for example Econet Zimbabwe trying to grow its market share from 70% to 80%. They could achieve this through promotions such as offering discounted tariffs. This can be done through ensuring that they have got enough capital to support the reduction of cost on pricing. The company needs to develop budgets to steer ample resources towards promotion and advertising. Product Development – Coming up with new or modified products, for example Ecocash has been modified to include an account, that is, EcocashSave. They need to invest in a Research and Development department, tasked to come up with more innovative products. They also to need to emphasize on Total Quality Management to avoid product recalls, for example, in Nigeria where the cards had quality problems. Market development – The company seeks for and finds new markets in which to expand, for example they go into a totally new market such as penetrating Canada. They can do this through acquisition of licensing in that country.  Before acquiring the license, they would need carry out market research to ensure that that market is attractive and can be profitable for them. They should also ensure that they have enough capital to successfully implement this marketing strategy. In addition, they need to have the right management and organisational structures. Blue ocean The process of identifying an untapped market in an effort to run away from competition. For example, Econet came up with Econet Solar where they tapped into the solar provision market in an effort to ensure that their customers’ phones’ battery life did not affect their network accessibility. In these topsy-survy times where clients have become complicated, the only way to survive in business is through eliminating competition through investing in new technology and/ or Research and Development. As a result, they can realise much in terms of profit. We advise Econet to take the Ansoff matrix strategies because it covers the wide scope of marketing strates or options of growth.

Joseph Campbell’s Monomyth Essay

1. Hero introduced in his ordinary world Odysseus is a strong ruler of Ithaca (Greek city-state), however lacks experience in war. He is also the son of Là ¤ertes 2. The call to adventure  He wins the Trojan war through his guile nature. As his fleet left for Ithaca, strong winds sweep them off course 3. Hero is reluctant at first Odysseus and his men get a little afraid after realizing that they had no idea where they were heading for 4. Encouraged by the wise old man/woman Along the way, Odysseus obtains lots of advice of how he should carry on with his expedition from Circe the Enchantress 5. Hero passes the first threshold The first issue that Odysseus faces would be in the beginning of the Odyssey, where his fleet land on the city of Ismara, and plunder the Cicones inhabiting the region 6. Hero encounters tests & helpers Other hazards for Odysseus were: Polyphemus, The Lotus-Eaters, Hades, The Sirens, Scylla etc. 7. Hero reaches the innermost cave The largest issue ever faced by Odysseus’s fleet would be the Man-eating Cyclops named Polyphemus. Being the son of Poseidon, Odysseus’s trickery angered the God of the sea, which would cause much more implications on them. This would largely affect Odysseus’s quality to a greater extent 8. Hero endures the supreme ordeal Odysseus try to escape Polyphemus’s island first, but Odysseus hubris turns against their own people. Polyphemus attacks Odysseus’s men with boulders and rocks. With luck, they escape into the waters, out of reach from danger 9. Hero seizes the sword Odysseus finally defeats all enemies 10. The road back Unfortunately, as he does so, he loses all his men, when Poseidon strikes his  fleet with the power of the raging sea 11. Resurrection He alone gets away from the impending danger and realizes his mistakes. He finally reaches the Phaeacians, and tells them his story, since it had been more than 10 year since he had left for battle 12. Return with the treasure His â€Å"treasure† is more in a form of a lesson, where he realizes that greed is something that corrupts a man. His adventure is definitely an example, since with his greed came the loss of his men and valuables

Team Paper Essay Example | Topics and Well Written Essays - 500 words

Team Paper - Essay Example As the fields of criminal justice and drug offenders’ treatment are getting a lot of help from the drug courts, the number of drug courts all over the world is significantly increasing. Drug courts are improving the judicial system because they provide leadership for the treatment of offenders, provide supervision as a vital component of the drug courts and it also helps in improving communication between the offenders and the drug court teams. Apart from the cons related to drug courts, drug courts are not only helping those people who are brought to such places by their relatives for the purpose of drug addiction treatment, but also it has proved to be a great place for such people who really want to get treatment, not a forced one by their relatives. Bewley-Taylor (1999) found that drug courts are important for drug offenders because they provide the offenders with such treatment programs which may result in dismissal of the charges and lesser penalties. A model drug court includes incorporation of drug testing into case processing, creation of an association between a defendant and the court, sending the defendants for treatment soon after identification, providing access to a range of not only treatment but also rehabilitation services and observing self-denial through drug testing. Nolan (2001) found that a single agency can’t alone tackle drug and crime offenders, so drug courts work in cooperation with judge s, court personnel and treatment providers. A large number of drug court evaluations have been done over a decade mainly focusing on two outcomes; criminal recidivism and rates of retention and completion. After discussing pros and cons of drug courts, it is recommended for the county to create an operational drug court which will not only help the government and the tax payers in saving money but also will help in reducing case load of judicial courts. Use of

People, Profit and Price Essay Example | Topics and Well Written Essays - 1500 words

People, Profit and Price - Essay Example Q2: What do you mean by income elasticity? Identify the symbolic form of income elasticity. Income elasticity of demand refers to the reaction of demand to change in consumers' income. In other words, it is the extent of change in demand to a change in consumers' income. Income elasticity of demand is calculated by the ratio of percentage change in demand to income (Anon., 2005, p.22). According to Anon (2005, p.22) it is represented as: Income Elasticity of Demand = In symbolic form, eY=  Where eY =Income elasticity of demand; Y =income of consumer, Q=quantity demand, Y=proportionate change in income Q: 3 what is mean by production function? What is the use of production function in production analysis? The production function refers to a technological relationship between input and output (Anon., 2005, p.50).It indicates the output of a business, industry, or economy for the input. When it comes to the use of production function in production analysis, assume a firm that uses N amount of inputs, such as, machinery, labor, and materials, for producing a single output. Production function (q=f(x)) is used to summarize the technological possibilities of that firm. Here, q represents the output and x=(x1, x2†¦xn)' is an N?1 vector of inputs (Coelli, Prasada, Christopher and George, 2005, p.12). Q: 4 what are the characteristic features of free market economics? How are the central problems of resource allocation solved in such economic? Characteristics of free market economy include: consumers, producers, private owners, and government are primary actors, three actors (consumer, producer, property owners) are driven by self-interest while government is driven by social welfare, all factors of production are the property of private owners, owners have the right to buy and sell through market mechanism, competition exists when there is freedom to allocate resources. Decision making is decentralized since individual economic actors are free to allocate th eir resources. Resource allocation is defined by individual economic agents. Economic actors pursue their interest but resource allocation is in interest of society (Anderton, 2006, p.22). Q: 5 explain the term â€Å"economic costs†? How do these differ from accounting costs? Use examples to illustrate your answer The economic cost (EC) is greater than the accounting cost (AC) because EC includes both explicit accounting cost and implicit cost which is the value of owner's personal resources.EC incorporates implicit costs that could have been gained when same resources are invested somewhere else. If a couple decides to invest $100,000 on building for opening a restaurant. Implicit costs would be 3 percent or $3,000 or the money earned from some other investment. It is because of different rate of return in mutual funds (9 percent) and capital investment (6 percent) on $100,000(Musgrave and Elia, 2001). Task: 2 Explain the causes of market failure. Should market failure alway s invite government intervention? Discuss the different ways in which government intervene in the market. Give example in support of your answer? Introduction "Market failure is a blanket term used by economists to describe situations in which markets might not work and/or markets might

German paper 3+4 Essay Example | Topics and Well Written Essays - 500 words

German paper 3+4 - Essay Example He was consistent with conventional history when he said that after the US joined the war, Germany was defeated. But what conventional history did not say, which he said was that the Germans blamed Zionist Jews for the entry of the US, thus their defeat (Freedman, par.24). This he said was the root of German discrimination against Jews which was indeed justified. If what he said was true, was conventional history then wrong in saying that the Germans at that time were envious of the economic success of Jews? Was it wrong in saying that the Germans were blaming their difficulties on the Jews because the Jews were in control of media and a lot of the industries then? As an aside, Freedman also said that â€Å"Jews happened to be maybe 98 percent of the Communists in Europe at that time† (Freedman, par. 26).† Unbelievable! To fight back, the Jews declared war on Germany (Daily Express, p.1). It called on Jews all over the world to boycott all products made in Germany. Germa ny depended a lot on its exports. By declaring economic and financial war, its aim was to hurt Germany economically, starve its people, and compel Germany â€Å"to end its campaign of violence† against Jews (Daily Express, par. 7).