Utpb Basketball Essay - 794 Words

The UTPB Men’s basketball program is coming off its most successful season in program history. Last season’s performance put UTPB basketball on the map and has set this season up for high expectations. So, what are the expectations? Another regular season conference championship? A conference tournament championship? A high seed in the south-central region followed by winning the region? No, it’s winning a national championship. After coming out of nowhere last season, where they were ranked 9th in the Lone Star conference preseason poll, the team shocked everyone and won the Lone Star Conference Regular Season and Tournament championships in just their first season in conference play. Their magical season ultimately came to an end in†¦show more content†¦Last season Allen had 35 steals and was selected to the Lone Star Conference Defensive Team, but he’s the guy also who if you don’t know who Draymond green, is the guy who is going to make hustle plays, and do whatever the team needs from him to win games. Overall there are a total of 9 seniors on this year’s squad with the addition of new comers Jevon Thomas a graduate point guard from Seaton hall, Amari Bryant a guard from Dallas Baptist, Trayvond Massenburg a forward from Tennessee Chattanooga, and perimeter shooter, Garret Baggett from Northeastern Junior College in Colorado. This team values having a Close-knit unit with good chemistry and while that is very important to the success for a team on the court, these guys are close off the court as well. Head Coach Andy Newman returns after being selected as the 2017 LSC Coach of the Year. Newman’s style of coaching play is fast and that means lots of scoring, but more importantly he believes in his guys. He wants their success as basketball players, students, and their future after they leave UTPB, which speaks volumes of the character of the man leading this team. The Falcon coaching staff also added assistant coach Dustin Yoder after spending the last five seasons at Kansas State under Head Coach Bruce Weber. So yes, the expectations are big, and Street and Smith in its annual preview magazine

The Importance Of Integrity And Good Work Ethics - 885 Words

With any profession there`s rules that has to be followed for that person to be successful in their field of choice. Maintaining a professional relationship at all times should be my number one goal when knowing that at any moment I can be in the spotlight. As a Parole Officer, it is important to use integrity and good work ethics when supervising offenders. Parole Officers play a major role in the lives of the offender, community, and court systems; so being trustworthy is a big part of a parole officer. Working with many different clients on a daily basis is a big responsibility, therefore the Parole Officer should make sure that their client is following the rules put in place by the courts to ensure that they can be a productive member of society, and being able to remove the individual from the community if any potential dangers arise. Secondly, honesty could earn you a promotion at work. If a Parole Supervisor knows that a certain Probation Officer is able to be trusted, they could get a promotion and it could earn them a good reputation. Thirdly, being honest leads to good work ethics. For instance, since Parole Officers deal with a variety of caseloads, and not all individuals are compliant and power have drugs or items that are prohibited during a scheduled Parole meeting, it is important for a Parole Officer to resist any offer of taking the items for any personal gain. Good work ethics is also significant as a Parole Officer this means following the governmentShow MoreRelatedEthical And Ethical Aspects Of Business Ethics1350 Words   |  6 Pagesbusiness industry have provided different definitions for business ethics. Moreover, definition varies for different people and different organizations. In general, Business ethics:-- -is a set of moral values or applied ethics that’s drives the operation of business. It’s more than operating a business under existing laws. 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Strategic Analysis of Rio Tinto Plc Free Essays

Rio Tinto PLC holds a dominant position in the global metals and mining industry. Even though the company has a range of strategic strengths, trends in this industry mean that it needs to take further action in order to remain competitive. Three key actions are recommended. We will write a custom essay sample on Strategic Analysis of Rio Tinto Plc or any similar topic only for you Order Now Introduction Rio Tinto is the world’s third largest mining company and the eighth highest FTSE 100 company in terms of market capitalisation (PwC, 2012) (Anon., 2012). With operations spread across six continents, and activities ranging from exploration to extraction to processing, Rio Tinto has grown substantially from the Spanish mine that it started from in 1873. Annual revenue in 2011 was ?60.9 billion, profit margins stood at 24%, and the company currently employs 67,930 people worldwide (Orbis, 2011). Market capitalisation stands at ?43.3 billion (Anon., 2012) Rio Tinto focuses its efforts on finding and mining five groups of minerals. These are aluminium, copper, diamonds and industrial minerals, energy minerals (coal and uranium), and iron ore. The central strategy of the business is to find large, cost-effective mines that will remain viable in the long-term (Rio Tinto PLC, 2011), and the company claims that a long-term approach underpins all of its work. Key Industry trends In the long-term, demand for metals and minerals remains strong despite the economic recession. Demand for metals has bounced back faster than expected (Helbling, 2012), and continued development in countries like China is likely to push up demand for other minerals as well (PwC, 2012). For example, the use of coal is expected to increase by 65% over the next 15 years in response to growing energy demands (IEA, 2011). In the short-term, prices for these commodities remain volatile. The global economy is still fragile, and a four percent change in industrial production can lead to a 22 percent rise or fall in commodity prices (Temperton, 2012) in response. This can pose serious risks for the viability of individual mines: two other large mining companies have already postponed expansion or made significant cutbacks this year due to a fall in the price of iron ore (The Telegraph, 2012) (Bloomberg, 2012). The price volatility is expected to continue (PwC, 2012). Operating costs are expected to increase in both the short and the long term. The cost of labour and equipment has risen (PwC, 2012), and regulation to tackle climate change is becoming more stringent internationally. New environmental regulation will herald higher compliance costs. Based on the trends above, companies in this industry will need to fulfil four key criteria in order to remain competitive. As well as being able to ramp up production in order to meet new demand, they will need to astutely manage their operating costs, reduce their exposure to short-term risks, and incorporate environmental sustainability into their longer term planning. Any company that is able to meet all four of these criteria will gain a competitive advantage. Ability of Rio Tinto to respond to trends Rio Tinto is in a strong position to respond to price volatility and increases in demand. The diversity of its assets means that changes to the price of one metal has a limited effect on the company overall. For example, the drop in iron ore prices has had a lighter effect on the company as compared to rivals, and so it has been able to continue its plans for spending. It also has the resources to bring new aluminium and copper production online in the near future (Singh, 2012). The company has displayed impressive foresight in its efforts to manage and reduce operating costs. Finding low cost mines has always been a key strategic goal, and recent investment has focused on automating mining equipment. For example, the Pilbara mine will use the first automated long-distance heavy rail network in the world when it opens in 2014 (AnsaldoSTS, 2012), and Rio Tinto has already invested significantly in driverless trucks (Mining Magazine, 2011). By setting up a â€Å"Mine for the Future† program in 2008, the company has been able to dedicate significant research attention into operational efficiency (Rio Tinto PLC, 2011). The company’s efforts to tackle climate change are less advanced. Although an Energy Climate Strategy is in place, and one of the seven company KPIs is on climate change, only modest efforts have been made to reduce energy use. The company is only aiming for a 10% improvement in energy intensity by 2015. Given that coal is itself a major source of carbon dioxide, that 45% of Rio Tinto’s carbon dioxide emissions come from Australian operations, and that Australia is now considering a carbon trading scheme, Rio Tinto is also at a significant risk of extra compliance costs (Carbon Disclosure Project, 2011). These will have a substantial impact on its ability to be competitive. The Australian presence of Rio Tinto also brings additional risks. First, the new Marginal Rent Reduction Tax from the Australian government will incur an extra cost of ?1 billion on operations there (Rio Tinto, 2012), which will dig into profitability. Second, a number mines are vulnerable to flooding: four Queensland mines had to submit a force majeure in 2010 due to the impacts of heavy rain (Rio Tinto PLC, 2011). The concentration of activity in this area carries a strategic risk as well as a benefit. Overall, Rio Tinto is in a strong position to cope with trends in its industry. However, to remain competitive, it needs to accelerate its efforts to reduce both operating costs and carbon dioxide emissions. A renewed focus on finding mines that are outside of Australia would also help to reduce the costs of taxation, flooding and environmental regulation. Conclusion Rio Tinto has the potential to become a market leader in its industry. However, although its direct exposure to price and cost risks is lower than competitors, its exposure to indirect risks requires more careful strategic management. Accelerating existing efforts and seeking more mines outside Australia will help it to remain a strong player in the years to come. Appendix Anon., 2012. FTSE All-Share Index Ranking (unofficial), as at close Monday 10th September. [Online] Available at: http://www.stockchallenge.co.uk/ftse.php [Accessed 10th September 2012]. AnsaldoSTS, 2012. Ansaldo STS wins EURO 289 million contracts in Australia. [Online] Available at: http://www.ansaldo-sts.com/sites/ansaldosts.message-asp.com/files/downloads/asts_2012_07_06_australia_eng.pdf [Accessed 10 Sept 2012]. Bloomberg, 2012. Vale seen cutting budgets as iron ore collapses: corporate Brasil. [Online] Available at: http://www.bloomberg.com/news/2012-09-10/vale-seen-cutting-budget-as-iron-ore-collapses-corporate-brazil.html [Accessed 10 Sept 2012]. Carbon Disclosure Project, 2011. Investor CDP 2011 Information Request: Rio Tinto, s.l.: CDP. Helbling, T., 2012. Commodities in Boom. Finance and Development, 49(2), pp. 30-31. IEA, 2011. World Energy Outlook, Paris: International Energy Agency. Miller, J. W., 2012. Why Mega Mining Deals are so Difficult to Pull Off. [Online] Available at: http://blogs.wsj.com/deals/2012/09/06/why-mining-deals-are-so-hard-to-pull-off/ [Accessed 10th September 2012]. Mining Magazine, 2011. Rio Tinto boosts driverless truck fleet to 150. [Online] Available at: http://www.miningmagazine.com/panorama/rio-tinto-boosts-driverless-truck-fleet-to-150 [Accessed 12 Sept 2012]. Orbis, 2011. Company Report of Rio Tinto PLC, s.l.: s.n. PwC, 2012. Mine – a review of global trends in the mining industry, s.l.: PwC. Regan, J., 2012. Rio upbeat on copper amid end of boom fears. [Online] Available at: http://uk.reuters.com/article/2012/08/24/uk-riotinto-copper-idUKBRE87N06120120824 [Accessed 10th Sept 2012]. Rio Tinto PLC, 2011. Annual Review, s.l.: Rio Tinto plc. Rio Tinto, 2012. Exporation fact-sheet, s.l.: Rio Tinto. Rio Tinto, 2012. Rio Tinto announces first half underlying earnings of $5.2 billion. [Online] Available at: http://www.riotinto.com/media/18435_media_releases_22270.asp [Accessed 12 September 2012]. Roache, S. K., 2012. China’s Impact on World Commodity Markets: IMF Working Paper, s.l.: International Monetary Fund. Singh, S., 2012. Rio Tinto intends to maintain spending plan. American Metal Market, 120(6), pp. 32-34. Temperton, P., 2012. Commodities: how large an exposure?. Financial Times, 10th September. The Telegraph, 2012. BHP Billiton and Xstrata cut coal jobs in Australia. [Online] Available at: http://www.telegraph.co.uk/finance/newsbysector/industry/mining/9532629/BHP-Billiton-and-Xstrata-cut-coal-jobs-in-Australia.html [Accessed 20 Sept 2012]. How to cite Strategic Analysis of Rio Tinto Plc, Essay examples