Secondary Air Damper Control in Boiler

Secondary Air Damper Control in Boiler In this proposed work, design and development of controlling Secondary air dampers in a draft system of a power plant which is presently working on DCS technique has been accomplished by using high computing software ARDUINO and results has been shown with suitable simulation in VISUAL BASICS. The goal of this work is to control the air dampers in a different way according to the unit load thereby increasing the boiler efficiency and to reduce the pollution. A set of six interlock conditions were provided for this purpose. Since DCS is applicable only for big system not less than 5000 input and output but this is costly. It consists of separate server, processor and computers where as ARDUINO does not require a separate processor, no workstation, no operator station here directly connect interfacing card with computer itself. Keywords- Secondary air dampers, Draft system, ARDUINO, Power plant (TTPS), Software control. I. INTRODUCTION In power plant boilers, the draft is obtained by means of fans namely Forced draft and Induced draft fan. The FD and ID fans develop enough draft to move the tremendous volume of air and gases through the flue gas ducts and stack to atmosphere maintaining a balanced draft in the furnace. The secondary air for combustion primarily enters into the windbox. The wind box assembly is a tall structure divided in its height into thirteen compartments which houses 6 no. of Coal nozzles and 5 auxiliary air nozzles alternatively at different elevations from top to bottom. Louvre dampers named as secondary air dampers each of which is operated by an individual damper drive cylinder located at the side of the wind box. The coal nozzle elevations are designated as A,B,C,D,E,F elevation from bottom to top, the bottom end air and top end air elevations as AA and FF respectively. The auxiliary air nozzles in between coal elevations are designated as elevations AB,BC,CD,DE,EF. The furnace corners are designated as corner 1, 2, 3 and 4 in clockwise direction. The heat released in the furnace is received by the Water/steam/air to the maximum extent to have boiler efficiency of the order of 86%. II. OPERATIONAL PROCEDURE OF SECONDARY AIR The operation of the auxiliary and fuel air dampers in the windbox assemblies are affected by the FSSS. A. Auxiliary air dampers: During the furnace purge period and initial operations up to 30% boiler loading all elevations of auxiliary and end air dampers modulate to maintain a predetermined (approx. 40 mmWC) set point differential pressure between windbox to furnace. 30 to 40% of total air flow to have an air rich furnace will be supplied during the above period to avoid unhealthy furnace conditions. When the unit load exceeds 30% MCR, the differential pressure set point is changed and ramps to a higher setting (approx. 100 mmWC). Simultaneously, the auxillary air dampers associated with coal or oil elevations not in service close in timed sequence starting with the upper elevation of dampers and progressing to the lowest elevation. When the unit loading is reduced below 30% loading, the auxillary air dampers open in a timed sequence starting with the lowest elevation of dampers. Simultaneously, the differential set point changes to its lowest setting. All the auxillary air dampers maintain the status quotient upon a boiler trip and will open fully when both the FD fans are off. The bottom end air damper is normally kept open to a fixed predetermined position to reduce unburnt coal dust fall out. B. Fuel (oil) air dampers: Elevation AB, CD and EF dampers modulate according to the oil header pressure when heavy oil is being fired. Otherwise they open and close with the rest of the aux air dampers. Elevation AB dampers are kept at a fixed opening when light oil is being fired. C. Fuel (coal) air dampers: Their operations are independent of Boiler load. All coal air dampers are normally closed. They open fifty seconds after the associated feeder is started, and modulate as a function of feeder speed. Fifty seconds after the coal feeders are removed from service, the associated fuel air dampers close. The fuel (coal) air dampers open fully, when both FD fans are off or when the boiler trips on master fuel trip. Importance of secondary air: Protect Boiler Equipments Control the Pollution Improve the Efficiency of the Boiler III.METHODOLOGY This project is to automatically control the air inlets that are termed as dampers which are operated using pneumatic valves. The pneumatic valves are controlled by sensors depending on the windbox to furnace differential pressure. Thus this project controls dampers based on arduino coding And its visually displayed in visual basics. This forms the basic methodology for this project. A. Hardware Description: The hardware components consist of 4potentiometers of range 10kà ¢Ã¢â‚¬Å¾Ã‚ ¦. These are assumed to be the coal mills/diesel input i.e. inputs for coal. Secondary air dampers are present near all coal and diesel elevations. The percentage opening of a damper depends on the amount of coal/diesel input. Therefore variation of potentiometers indicate amount of coal/diesel input. The damper opening depends on the variable point of the potentiometers. 4 potentiometers are so connected for explanation and they are connected to the A/D convertor pins of AT MEGA 8.0 controller. Then the freeduino board in which the AT MEGA 8.0 is fixed is connected to PC and arduino coding is uploaded in the controller. Then VB shows graphical representation of percentage of damper opening and all other factors. B. Software Description: The software coding was developed based on several conditions on which the secondary air damper openings depend. These form the base for developing a program. These conditions are based on some fixed values and formulas. As already mentioned the percentages of secondary air damper opening depend on the amount of fuel input to the furnace. The algorithm for visual basics coding are as below. 1) Operation Of Coal Elevation Dampers: (A, B, C, D, E, F) The coal dampers at elevations A, B, C, D, E and F will be fed with coal depending on the load of the power plant. Feeding (30 tonnes per hour) any three of these coal elevations is sufficient enough to supply the predetermined full load (210 MW) of the unit. All dampers always have a minimum opening of 30%. In general,less than 20% of the secondary air to the fireball will maintain substoichiometric combustion which limits the flame temperature of the fireball and provides the curtain of secondary air over the walls. The curtain of secondary air militates against the formation of slag on the furnace walls. All this proportioning of the air requires tools of adjustment available to the furnace operator. The dampers modulate according to coal input in three different ways as: When coal is fed into a particular(own) elevation ,the corresponding air damper starts modulating based on the fuel input to let the secondary air required for the combustion of given input. Rather when coal is fed into an (auxillary) elevation adjacent to a particular damper, the damper modulates to maintain the windbox to furnace differential pressure, thereby controlling the constant negative pressure essential to create swirling fireballs of combustion in tangentially fired boilers. When the condition of tripping the whole unit arises, all the six coal elevation dampers are opened to100 % (maximum). When there is no fuel input in any of the above elevations then the dampers will be in minimum opening position. (0%) 2) Operation of oil elevation dampers (AB, BC, CD, DE, EF): Oil is used as fuel input during startup and during scarcity of coal. Each pair of coal nozzle elevations is served by one elevation of oil burners (4 nos. /elevation) located in the auxiliary air nozzle. Thus 12 oil guns, non retractable type, are accommodated in the three elevations AB, CD and EF. Heavy fuel oil can be fired at the oil guns of all these three elevations, whereas light fuel oil (High speed diesel oil) can also be fired at AB elevation. Each oil gun is associated with a retractable high energy arc (HEA) igniter, arranged at the side of the oil gun in the auxiliary air compartment and they directly light up the oil guns. The dampers modulate according to oil input in three different ways as: When oil is fed into a particular(own) elevation ,the corresponding air damper starts modulating based on the fuel input to let the secondary air required for the combustion of given input. When steam input is higher than 30% with adjacent elevation opened then windbox to furnace differential pressure is maintained. Rather when oil is fed into an (auxillary) elevation adjacent to a particular damper, the damper modulates to maintain the windbox to furnace differential pressure, thereby controlling the constant negative pressure essential to create swirling fireballs of combustion in tangentially fired boilers. When the condition of tripping the whole unit arises, all the oil elevation dampers are opened to 100 % (maximum). When there is no fuel input in any of the above elevations then the dampers will be in minimum opening position. (0%) 3) Operation of AA, FF elevation dampers: The AA elevation of air damper is always fully (100%) opened and the FF elevation is always closed to enhance combustion. Thus the coding for the project is developed based on  the conditions of the coal and oil inputs. IV. SEQUENCE OF OPERATION The opening of dampers depends on the load and coal input. The above table I illustrate the percentage of coal input in each mill for given percentage of load. Here 30 Tonnes/Hr of coal is the 100% input and 10 Kg/cm2 of oil is the 100% input of oil. When unit load is 50%, then coal mills A, B are in full operation and C mill operates 10% with AB elevation having oil. For a load of 60%, coal mills A, B, C will operate till 30% and mill D has 10% input. AB oil elevation is fed with full percentage of oil. If the load is 70%, then there is no need for oil but coal mills A, B, C, and D are fed with maximum input. For 90% ,there is no need for oil but the coal mills A, B, C, D is fed with maximum input and E with 20% of fuel input. For 100% load, all the coal elevations are fed with maximum input. V. SIMULATION RESULTS Visual Basic is a third-generation event-driven programming language and integrated development environment (IDE) from Microsoft for its COM programming model first released in 1991. Visual Basic was derived from BASIC and enables the rapid application development (RAD) of graphical user interface (GUI) applications, access to databases using Data Access Objects, Remote Data Objects, or ActiveX Data Objects, and creation of ActiveX controls and objects. VBA is effectively the same language as Visual Basic but VBA-code is tied to Microsoft Office and can only run within that environment. A programmer can put together an application using the components provided with Visual Basic itself. The four fuel inputs are received via the potentiometer to the AT MEGA 8 microcontroller. The variation of potentiometers indicate amount of coal/diesel input. The damper opening depends on the variable point of the potentiometers. The controller board is connected to PC and arduino coding is uploaded in the controller. Then VB is used for graphical representation of damper opening. The simulation results showing the air dampers status variation according to the various input set points is as follows: The amount of coal input given is shown in the above fig 5. This show the percentage of input given, timer, coal mill that is active, amount of load, steam input set point and steam input in percentage. This form shows all the elevation of dampers and denotes the damper that is open and the percentage of damper opening is also shown. In addition to that reactive power produced for corresponding load is also calculated. VI CONCLUSION Based on the graphical programming language and the data stream operating mode, the software instead of apparatus, the use of virtual instrument technology has opened up our new field of control. Compared to the traditional control it has obvious advantages. Programming is simple by the graphical programming language. A form of visual basics personalizes button design and layout, with the virtual knobs and switches to struck the friendly human, intuitive control interface makes vivid, so that the operators are involved in the operation easier to control the process and results at a glance. The main advantage of controlling secondary air dampers by using arduino is lesser cost as compared to DCS technique, since the interfacing of inputs and outputs are directly given to the PC (which works as work station i.e. block panel and operator station i.e. front panel) .This paper was made in a Coal Based Thermal power plant at tuticorin, TTPS as the existing is running on DCS system. VII ABBREVIATIONS: DCS Distributed Control System FSSS Furnace Safeguard Supervision System FD fan Forced Draft Fan ID fan Induced Draft Fan ADC Analog to Digital converter PC Personal Computer VB Visual Basic 6.0 Draft difference of pressure causing flow of air Elevation -position of dampers Windbox -secondary air storage compartment between FD fan and furnace.

Leading Teams Essay

The following report presents an analysis of Shell Oil, and the ways in which it incorporates team leadership concepts in balancing stakeholder needs. Stakeholders are defined in The Times 100 case study Balancing Stakeholder Needs as â€Å"anyone who has an interest in what a business does or an influence on the business†. The case study continues on to identify Shell’s stakeholders as shareholders, employees, suppliers, customers, local communities, and interest groups. It is vitally important for large corporations such as Shell to balance the needs of these parties, in order to ensure profitable, safe and continuous operations. In order to do so, Shell must consider what the needs of each of these groups are, and how to use leadership to control the effects of conflicting needs. a) Making reference to appropriate theory what aspects of leadership and team dynamics may Shell have considered when considering their approach to balancing Stakeholder needs? The leadership tactics employed by Shell in balancing stakeholder needs will be varied, but will no doubt include an assessment of its vision and principles, the corporate leadership style, and how to construct its teams to maximise performance. The statement â€Å"Begin with the end in mind† (Covey 2004 cited Benson and Rice 2009a, p.3), gives a fair indication as to the purpose and necessity of a corporate vision. Where is the business going, and how is it going to get there? An essential element to leadership, a vision defines the goal that everyone in the company should be working towards. Kotter (1990, p.105) suggests that a key part of vision is â€Å"how well it serves the interests of important constituencies†. In other words, Shell should display balanced stakeholders needs in the company vision. According to Nanus (1992 cited Southwest Educational Development Laboratory, 1993), a vision should also display the following  characteristics, which Shell would likely have taken into account for each group of stakeholders: * Attracts commitment and energises people * Creates meaning in workers lives * Establishes a standard of excellence * Bridges the present to the future * Transcends the status quo. Shell publishes its vision, along with its core values and other operating principles in the Shell General Business Principles, which is widely communicated, and available for download from the company’s website. Shell has clearly recognised for quite some time the value and necessity for a vision in balancing needs, as the first set of principles was originally published in 1976 (Royal Dutch Shell plc 2005). It is important to separate leadership from management. Kotter (1990, p.104) states that â€Å"Management is about coping with complexity†, and that â€Å"Leadership, by contrast, is about coping with change.† And what is a vision, if not an anticipated change to the company? The management of change is a key role of leadership. The recent corporate restructuring and appointment of a new CEO in July 2009 (Wighton 2010), shows that Shell’s leaders are required to consistently react to changes such as market conditions, and adjust its focus to ensure al l stakeholder needs are still being met. The study of leadership in general has led to many differing leadership theories, which can essentially be divided into two categories; Behaviour Models, and Situational Leadership. Behaviour Models tend to address the personal traits of the individual leader, and Situational Leadership addresses a customisation of style to each new situation. While it is possible to apply some Behaviour Model theories to an organisation, it is more likely that Shell apply Situational Leadership methods, altering the balance of task vs. relationship dependent on which stakeholder group is being considered. Shell will also have spent considerable time finding the most effective teams for their business profile. Owing to the highly technical nature of Shell’s operations, there is a good possibility that it uses expert teams to ensure that shareholder needs are incorporated at every level of the organisation. For example, and expert in say, oil drilling, may not have the expertise to determine what effects a proposed course of action would have on the local  community. It is worth noting however, that it may be time for Shell to re-evaluate the effectiveness of its teams. Wighton (2010) reports that Shell has been â€Å"plagued by delays and budget overruns on big projects†, indicating that its teams are not performing. To ensure that stakeholder needs are being met, Shell will have incorporated ways in which to monitor and control performance within the organisation. Shell begins by reporting. It reports on several sectors of the business, to include annual financial reports, which are particularly relevant to shareholders, and sustainability reporting, which will be of interest to local communities and interest groups (Shell International B.V. 2010a). It became apparent, through the annual reporting to their shareholders in May 2009 that Shell had misinterpreted its shareholders needs. This resulted in a tense annual meeting where the shareholders voted 60% against the proposed incentive scheme for executives, which would have seen top executives receive large bonuses, even if they failed to meet performance targets (Lindsay and Pagnamenta 2010) b) How may Shell’s approach to balancing Stakeholder need’s impact upon employee motivation? There are two major motivational theories which are widely used in the field of management; Herzberg’s Two Factor Theory (1959 cited Boddy 2008, p. 500-502), and Maslow’s Hierarchy of Needs (1970 cited Boddy 2008, p. 494-497). The Two Factor theory suggests that there are two elements to motivation, Motivating Factors, and Hygiene Factors. Motivating Factors contribute to an employee’s satisfaction, and Hygiene Factors contribute to their dissatisfaction. The theory identifies these factors as: Motivating Factors| Hygiene Factors| Achievement| Company Policies| Recognition| Supervision| The work itself| Relationship with Supervisor and Peers| Responsibility| Work conditions| Advancement| Salary| Growth| Status| | Security| Herzberg went on to conclude that satisfaction and dissatisfaction are not opposites. The opposite of satisfaction is no satisfaction, with the opposite of dissatisfaction being no dissatisfaction. In other words, the absence of Motivating factors does not create dissatisfaction, and the existence of the Hygiene Factors does not create satisfaction. On the other hand, in the Hierarchy of Needs, Maslow speculates that everyone has a prescribed set of needs that must be met in a certain order, as follows: Maslow maintains that employees begin by looking to fill Physiological needs, for example a properly heated/cooled workplace. Only when Physiological needs are met, or mostly met, will an employee seek to fulfil their Security needs, for example a permanent contract. And so on through the other needs. Both of these theories have identified common areas of motivation relating to security (job security, salary), recognition (status, advancement, self-esteem, rewards), and job development (growth, achievement, self actualisation, responsibility). Regardless of which theory, if any, that Shell has chosen to adopt, these are the basic employee needs that they will need to have taken into account. It is a widely held belief that employees are a company’s greatest asset, which means that their role as stakeholders is an important one. If Shell is getting the stakeholder balance right, they will have addressed their employee’s needs, which should result in positive levels of employee motivation. As we saw in Question a) however, it is not always that easy to get the balance right. If Shell has favoured its shareholder needs, this could potentially lead to employee pay cuts and a reduction in safety costs, in order to maximise profits. If interest groups and local communities are favoured, this could potentially lead to the cancellation of new and innovative projects that would have allowed employees to develop new skills and achieve new discoveries. All of these outcomes would have a noticeably negative effect on employee motivation. If we are to believe Shell, it recognises this need for balance, and goes to great efforts to ensure that employee’s needs for recognition and job development are met (Shell International B.V. 2010b). It professes on its website: * â€Å"Joining Shell means getting more out of your working life than you thought possible.† (Shell International B.V. 2010b) * â€Å" [We make] every effort to provide the kind of rewards and benefits that will complement your own particular lifestyle and needs† (Shell International B.V. 2010c) Certainly, the testimonials offered by Shell employees, from every facet of the organization, seem to support these statements (Shell International B.V. 2010d). It is worth noting however, that nowhere in the literature published in the Jobs & Career section of the Shell website, does it address the subjects of job stability, employee safety, or personal security. It was reported by Wighton (2010) that within weeks of his taking over at the helm of Shell in July 2009, Peter Voser had cut 5000 jobs. Combine this with the inherent safety risks of the petrochemical industry, and the security risks associated with operations in locations such as Nigeria, and some doubt is cast on Shell’s ability to meet all of their employee’s needs. c) What conflict situations may Shell have needed to consider and manage in order to successfully achieve its balance towards Stakeholder needs? Shell has five main stakeholder groups, shareholders, employees, suppliers, customers, local communities, and interest groups (The Times 100 ca.2009, p. 133-136). The nature and the needs of each one of these groups differs to such a degree that conflict is nearly inevitable. â€Å"Conflict frequently has its roots in difference† (Benson and Rice 2009b, p.2), this statement supports the idea that conflict management can also be regarded as the management of differences. Shell’s balancing of stakeholder needs could essentially be redefined as management of the differences in stakeholder needs; or conflict management. With a multinational company such as Shell, listing potential conflicts could be a daunting task. To begin with, the shareholder’s need to earn the greatest dividends possible is obviously at odds with the em ployee’s desire for greater remuneration and benefits packages. The shareholder’s and employee’s dedication to innovative new technologies and projects may oppose the goals of interest groups who strive  to protect the environment and human rights, and local communities who are stretched to accommodate a new industry. The customer’s desire for a reprieve from the ever increasing cost of fuels is in direct opposition to a supplier’s objective of selling their product at the most profitable price. The list is virtually inexhaustible. Shell has incorporated measures throughout its organization to mitigate potential conflicts, which centre on ensuring balance, communication and involvement. The first and foremost of these measures is Shell’s decision making criteria (The Times 100 ca.2009, p. 136), which is specifically designed to achieve a good balance of stakeholder needs and provide a transparency by assessing: * the economic impact of the activity is likely to yield a good return for shareholders * the social impact will be suitable for employees and communities * the long-term effect of its activity will harm the environment As mentioned in Question a) Shell report openly and honestly on its activities and their effects, through financial and sustainability reporting. According to Shell, they have â€Å"voluntarily reported on our environmental and social performance since 1997 because this performance matters to our stakeholders and to our business success† (Shell International B.V. 2010a). This provides a consistent avenue for communication with stakeholders. The greatest volume of resources dedicated to mitigating conflict can be found in Shell’s social programmes. A brief review of its website reveals that it has no fewer than seven separate social programmes, which focus on a myriad of topics, from sustainable development, to road safety, to HIV/AIDS (Shell International B.V. 2010e). There is an underlying conflict however that is not so easy to identify, and which is not evidently addressed in the mitigation measures. It is the diversity of the stakeholders that presents Shell with perhaps the biggest challenge of all. In order to truly balance stakeholder needs, Shell must consider the cultures in which it operates, and strive to understand â€Å"the richness and strength of the many different facets of diversity, including age, gender, colour, race, ethnicity, religion, differing abilities (physical and cognitive), sexuality, socio-cultural and economic background† (Benson and Rice 2009c, p.2). This will not only affect the way in which it must represent itself in each region, but it will also have a great impact on the internal development of its teams in order to maximize performance.  Again, the management of differences between cultures becomes the management of conflict. d) Conclude by taking the key elements of your observations in steps a-c regarding Shell in order to make a recommendation for other organisations to consider implementing the approach of balancing Stakeholder needs as a means to business success? Shell Oil began as an antiques dealer in London, who diversified into importing shells from the Far East in 1833 (Shell International B.V. 2010f). This is a far cry from the multinational petrochemical company of today that is a recognized symbol around the globe. The business success that has propelled Shell from local antiques store to global giant will not have happened by accident. It will be well calculated and methodically achieved. This outstanding business success will certainly provide many other organizations with insight regarding balancing stakeholder needs which will be beneficial. First and foremost is the need for vision and leadership. Business success on the scale of Shell Oil cannot be achieved without establishing a vision of what that success will look like, and how to get there. A properly composed and communicated vision will essentially be the battle cry that enlists all of your stakeholders to joining in and making the increased business success a reality. To accompany this, it is necessary to embrace the ideas of leadership over management, after all, â€Å"No one yet has figured out how to manage people effectively into battle, they must be led† (Kotter 1990, p.104). Once a vision has been communicated, it will quickly lose momentum if the stakeholders are not informed of its progress. Tools to measure and disseminate the organisation’s and individual’s performance to the vision should be developed. No matter how inspiring the vision and enthusiastic the leadership, effective teams who are able to perform will be essential. Dependent on the type of organization, and its particular stakeholders, the team dynamic required to meet expectations will be different. For example, the approach to technical innovation required by Shell will not be needed in a non-profit organization that gives support to individuals through social programming. Research into effective team structures for the desired outcome is highly recommended. While no one group of stakeholders should overshadow the rest, it is perhaps the employees who will have the most complex needs to balance against the other stakeholders. Every organisation should ensure that the balance of stakeholder needs promotes positive employee motivation  in order to achieve its envisioned business success. A study of motivational theories should be undertaken to understand the various factors, before assessing them within the organisation. As concluded in Question b), Shell has heavily promoted its ability to meet the job development and recognition needs of its employees, though it may have fallen down on fulfilling needs such as job and personal security. This will in part be owing to research and feedback directly from their employees. The employees most valuable to Shell and achieving its vision may be those who are eager to participate in the innovative and technical projects that Shell has to offer, and are willing to sacrifice in other areas as a result. Every organisation should work with its employees to determine what their needs are against the desired outcomes of the company, before assessing how these needs will fit into the balance of stakeholders. An organisation who is striving to achieve business success would benefit from approaching the balancing of stakeholder needs as if it were the management of differences in needs, in other words, conflict management. Consistent communication will be required with each stakeholder group in order to identify and discuss potential conflicts. This will allow the introduction of appropriate mitigation measures within the balance. It is acknowledged that not every organisation will be conducting multinational business; however careful research into the diversity of the stakeholders is recommended. This will allow the organisation to harness the differences within its stakeholder groups, with a view to maximising potential for performance. This report has summarised some of the key areas addressed by Shell Oil in its balancing of stakeholder needs, and has made some high level recommendations for other organisations to consider. Any organisation that is keen to achieve business success will no doubt find value in research regarding Shell’s approach. References Benson, A., and Rice, M., 2009a. Developing and Sustaining Effective Teams Guide 2: What are you there for? Setting Objectives. London: Royal College of Nursing. Available from: http://www.rcn.org.uk/__data/assets/pdf_file/0003/78735/003115.pdf [Accessed 02 February 2010]. Benson, A., and Rice, M., 2009b. Developing and Sustaining Effective Teams Guide 6: Some thoughts about conflict. London: Royal College of Nursing. Available from: http://www.rcn.org.uk/__data/assets/pdf_file/0003/78735/003115.pdf [Accessed 02 February 2010]. Benson, A., and Rice, M., 2009c. Developing and Sustaining Effective Teams Guide 4: Is everyone involved? Diversity. London: Royal College of Nursing. Available from: http://www.rcn.org.uk/__data/assets/pdf_file/0003/78735/003115.pdf [Accessed 02 February 2010]. Boddy, D., 2008. Management: An Introduction. 4th ed. Edinburgh: Pearson Edutcation. Kotter, J.P., 1990. What Leaders Really Do. Harvard Business Review, 68 (3), 103-111. Available from: Business Source Premier, EBSCOhost [Accessed 31 March 2010). Lindsay R. and Pagnamenta, R., 2010. Shell tries to appease investors with caps on pay. The Times, 17 February. Available from: http://business.timesonline.co.uk/tol/business/movers_and_shakers/article7029759.ece [Accessed 21 April 2010]. Royal Dutch Shell plc, 2005. Shell General Business Principles. The Hague: Shell International Limited. Availa ble from: http://www.shell.com/home/content/aboutshell/who_we_are/our_values/sgbp/sgbp_30032008.html [Accessed 03 April 2010]. Shell International B.V., 2010a. Our approach to reporting. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/environment_society/approach_to_reporting/our_approach/our_approach_to_reporting_26042007.html [Accessed 03 April 2010]. Shell International B.V., 2010b. Jobs & Careers. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/careers/ [Accessed 03 April 2010]. Shell International B.V., 2010c. Rewards & Benefits. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/careers/professionals/rewards_and_benefits/professionals_rewards_benefits_13092006.html [Accessed 03 April 2010]. Shell International B.V., 2010d. Meet Our Professionals. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/page/careers/our_people/tool/app_xp_meet_ our_people.html [Accessed 03 April 2010]. Shell International B.V., 2010e. Programmes. The Hague: Shell International B.V.. Available from: http://www.shell.com/home/content/environment_society/society/our_neighbours/social_investment/programmes/ [Accessed 03 April 2010]. Shell International B.V., 2010f. The beginnings. The Hague: Shell International B.V.. Available

Gender Related Issues Essay

Complete a search for journal articles (professional) that include gender related cognitive issues. Report back to the group through the discussion forum on an understanding of the gender related cognitive abilities. Look for flaws and strengths in specific examples and applications. Thinking is a normal process in everybody’s life. The activities of the neurons giving signals to the brains are helpful in giving the body commands to act on a certain activity or to feel and even to think. Men and women think in every part of their lives, except when they are under comatose by which patients remain unconscious for over a certain time. Studies often say that men and women think very differently. Many various tests in college and even in high schools show that men are far more different in abilities in math than of women; this is also the same reason why men are more selected on job opportunities, especially to those in depth analysis. Women are often regarded as underdogs in the fields where numbers exist. An article from â€Å"Think Again† says that the old belief of the big thinking difference among men and women is a bluff. It suggests a cultural shaping wherein minds of the people are programmed to expect less from women in terms of thinking. Evidences from the article say that the shaping mentioned above is a controlling factor to the performance of many. With the psychological mind – set that men are better than women, women tend to perform and feel insecure about them and in turn would result to grades that are really degrading. The article focuses on the factors that are apparent in the 18th to the 21st centuries by which the â€Å"shaping† is already present. It could have presented or showed us factors from the time before Christ or in the Middle Ages to greatly describe the so-called cultural reasons. It could have given a proof why girls are often regarded for household chores and not with jobs that they can participate with boys. On the other hand, the article may be a helpful guide to parents and teachers to mold the children without inculcating the notion of men being superior in analyzing and solving things. The statements that tell about performances after giving the biases may be true for people around the world and should be avoided to have optimum performance in different work places. 2. Complete a search for journal articles (professional) that include gender related communication issues. . Report back to the group through the discussion forum on an understanding of gender related communication. Look for flaws and strengths in specific examples and applications. Emotions are part of a well-being. It is also a measure if a person is healthy or not. Girls tend to have more emotions than boys, or have it something to do with the misinterpretation of the crowd? As girls or women are termed to be good in emotions, they are also termed as good communicators than men. Girls are very vocal with their ideas and feelings. An article of Cynthia Burggraf Torppa says that the idea of women having an edge with communicating with other people is a misnomer. It said that men and women just don’t understand each other with the lines that they say. Also, there are terms given such as â€Å"rapport talkers† which women are experts on. Women communicate with other people that trigger emotions and feelings while men are termed â€Å"report talkers† that focus on facts and details about a certain topic. Indeed, there are differences about men and women as also stated in Men are from Mars, women are from Venus. The article mentioned can help readers understand more others. That is to say, men and women should practice listening between the lines so that misunderstandings will be avoided. Since women are really emotional, they must be sensitive also with what their men are feeling. The differences matter mostly on marriages, so I recommend that the article could have started and stated on something that happens in childhood and teenage life so that readers will also be guided when and where to hit their punch lines. Men and women must be treated equally as they are all created with the same will and love of the Lord Almighty. References Cynthia Burggraf Torppa. Gender Issues: Communication Differences in Interpersonal Relationships. 2002. Retrieved 11 April 2008 from http://ohioline. osu. edu/flm02/FS04. html. American Psychological Association. Psychology Matters. Think Again: Men and Women Share Cognitive Skills. 2006. Retrieved 11 April 2008 from http://www. psychologymatters. org/thinkagain. html

Law Personal Statement - 797 Words

Law has always been of great interest to me. My curiosity of the subject stems from younger years which consisted of frequent visits to the Courthouse in Dublin to see my Uncle and Aunt, a barrister and high court judge respectively, in action. Since then I have felt drawn to a life of in the legal system. Information I received at a careers open day I attended in fifth year outlined the new skills I would acquire and vast career opportunities available following a degree in law. This confirmed for me that a career in law was imminent. Clinical Law (BCL Clinical) was my first preference on my CAO application. I was offered my second choice and accepted Bachelor of Civil Law in UCC (BCL). Throughout my degree, I have been exposed to a†¦show more content†¦The trip was one of the first times when textbooks no longer mattered and was an opportunity for me to see the law in action in a variety of contexts. In August 2011 I organised a week’s work experience in Naughton McGrath Solicitors in Tralee followed by a week shadowing Chief Justice Elizabeth Dunne in Cork Courthouse. In summer 2012, I spent the summer as a legal assistant in Toher Vincent Co Solicitors in Cork. I completed a Moot Court project in my final year. I represented the applicant in a fictional case, in a mock court, in front of two lecturers and a High Court Judge. These opportunities allowed me to put the skills and knowledge I had learnt on paper to practice in reality and I worked well on my own and as part of a team. Overall, I th ink these academic experiences enhanced my critical thinking abilities and practical skills and will contribute to my future graduate research work. As a member of Ceoltas na hEireann and a gold medallist in Irish dancing, I have learnt the importance of hard work and discipline in order to get results. 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