Academic literature on the topic 'Liquidating team'

Abstract Legally, LPS has been regulated in Law Number 24 of 2004 concerning the Deposit Insurance Corporation. LPS itself has two functions, namely guaranteeing bank customer deposits and resolving failed bank disputes through liquidation. The process of bank liquidation carried out by the Indonesia Deposit Insurance Corporation through the Liquidation Team of the bank is never complete or leaves a problem for bank customers whose savings are not guaranteed by the Deposit Insurance Corporation. The existence of the Deposit Insurance Agency is also expected to be able to carry out its functions properly in guaranteeing limited bank customer deposits so as to support efforts in stability in the banking sector. Keyword : customer bank; guaranteed; depositsl; LPS.

The article considers the concept of team, team roles according to M. Belbin, factors affecting team building, team building model aimed at improving the quality of professional training of higher school graduates . Also, an analysis of the research of Russian scientists, the content analysis of the search service "Yandex" on request was conducted: team formation, team building tools, team building scenarios, grouping of factors affecting the process of team building. Official statistics, official fertility rates and the liquidation rate of enterprises in the Russian Federation were analyzed. The interaction between the model of organizational behavior and the model of teambuilding is considered. An effective model of teambuilding in educational organizations was developed, which allows developing such qualities among students as: stress-resistance, sociability, creativity, ability to work in a team.

Shelley Valdez is a recent finance team hire at Duke’s Sporting Goods Store. She has 1 week to identify, gather, and analyze relevant information to calculate the financial value of the business, using the income and market approaches. She has also been asked to consider Duke’s liquidation value, and comment on the strategic options these calculations point to, before a board meeting of the owners next week.

Structural and functional SAET variation while rendering assistance to the territorial health organizations (health care authorities and agencies authorized to execute state sanitary and epidemiologic surveillance) has been evaluated on the basis of the purposeful analysis of SAET work experience. Distinguished have been three types of situations that define priority need in SAETs and tactics of their employment for liquidation of emergencies in the sphere of population sanitary and epidemiological welfare at the national and international levels.

Implementation of G8 Summit resolutions (2006) in the sphere of infectious diseases control and completing of modernization of the Russian specialized anti-epidemic teams (SAET) of Rospotrebnazor anti-plague institutes, including their usage abroad, assume identification of the unified object of their purposeful activity. Emergency situation in the sphere of population sanitary and epidemiologic welfare was specified within the normative documents as the unified object of epidemiologic surveillance, sanitary protection, prevention and liquidation of emergency epidemic situations, biosafety provision in the course of International Health Regulations (2005) implementation in the territory of the Russian Federation. This definition is suggested as the object of SAET activity.

Abstract Petroleum and natural gas still have their place among the most important resources in many industrial areas. Their global consumption influences an increasing demand on the quality of drilling works and the efficiency of extraction. Nonetheless, even in this field of human activity, we can encounter exceptional events and accidents. One of the most serious kinds of accidents during exploration is the so called open eruption of extracted medium. The specific case of this accident is an open eruption caused by drilling tools when a working crew is not capable of securing drilling workplace. In order to solve this emergency situation, Main Mining Rescue Station Hodonin (HBZS Hodonin), in cooperation with researchers from Faculty of Mining and Geology at VSB - Technical University of Ostrava, designed and developed specialised apparatus DPRP (Drill Pipe Rescue Press), working designation FIB-1. This apparatus enables the liquidation of eruption by pressing the drilling pipe. The residual crack, which remains following the pressing, must be eliminated by sealing materials. This paper reviews the testing of sealing elements (materials), designed by our team, in residual crack of circle shape with help of hydraulic press MTS 816 Rock Test System.

The problem of floods can be solved by investment activities in the form of the flood protection measures or by the potential liquidation of damages after the flood. In the frame of the solved grant projects, there was developed the basic methodology for the losses on the immovable property in the territory assessment and consequently the database of input data for its use. The output of the described methodology enables the comparison of the potential losses on immovable property with the investment costs for the flood protection measures. In order to be able to estimate the occurred losses, the own method has been developed by the members of the research team. This method consists of the specification of the territorial property valuation and the evaluation of the damage on the territorial property caused by floods. The basic quality of the Territorial Property Index is that it respects the generally defined structure of the real estate property in the given area. The Territorial Property Index is then calculated for the individual area categories. While evaluating the damage, first the measure of the damages of the property representatives depending on the hydrological situation defined in advance must be investigated. The damages are then estimated based on three defined primary parameters.  

We give short historical sketch about theoretical researches’ development started at various times at the Institute of Physics of NAS of Ukraine. The emergence and development of research teams and schools, whose creative activity continues today, is embodied through the personal contributions of prominent theorists, their colleagues and students. We describe the emergence and formation of the Institute of Physics as the first research physical institution and a prominent role of the famous Joseph Kosonogov student Alexander Goldmann in the process. It is noted that Profes- sor Leon Kordysh was who began theoretical research at the Institute of Physics continuing the tradition of theoretical studies, initiated at St. Wolodymyr University by Professor Nickolas Schiller and developed by Joseph Kosonogov. After Kordysh's death, Lev Strum known for his originality and masterful approach to complex problems determined the line of theoretical studies for four years. After the Strum liquidation and the Goldmann imprisonment, Rosen had two years of productive work at the Institute of Physics. With the beginning of the German-Soviet war, the Institute was taken to Ufa, where the work was focused on defense, the Institute itself was significantly reduced and merged with the Institute of Mathematics. In 1944, the Institute was returned to Kyiv, headed by Academician Aleksander Lejpunsky, and theoretical research was mainly conducted by Solomon Pekar with his staff and Aleksander Davydov and his group. Up to 1960, Pekar had created a powerful team of theorists, with whom he moved to the newly created Institute of Semiconductors. Since 1964, with the formation of a new theoretical department headed by Davydov, the subject of researches in the properties of molecular crystals has been expanded and deepened. Important for science and the history of theoretical research at the Institute of Physics were several activity years at it by N. N. Bogolubov and Professor Alex Sitenko. Former employees and students of these prominent scientists are now actively moving forward the theory. In fact, the staff of the theoretical department headed by Corresponding Member of our Academy Petro M. Tomchuk works very fruitfully at the Institute of Physics.

After the truce between Poland and Russia had been signed in October 1920, the soldiers of the Ukrainian People’s Republic who crossed the Polish border were first disarmed and then impris-oned in internment camps. In 1921 over 15 000 people were sent to camps on the territory of the province of Łódź, namely to Kalisz-Szczypiorno, Piotrków Trybunalski and Strzałkowo. The camps functioned until 1924 and after their liquidation, the internees had to leave the territory of Poland or, after obtaining the status of political immigrants, they were granted a permit to stay. Those who stayed settled in Kalisz, in the so-called Ukrainian Stanitsa. They lived in shabby con-ditions. However, although isolated and subjected to hostile agitation by Bolshevik authorities, they managed to restore their patriotic and national spirit as well as their sports and health character. Cultural and educational activity, apart from theatres, choirs, libraries, the press was run primarily by schools. The Ukrainian people attended both camp (Ukrainian) schools and Polish schools where they participated in PE classes as part of the curriculum. Moreover, the sports movement developed, supported by the American YMCA association. Their sports level made it possible to compete with the leading regional teams. Sports Activities, apart from their pro-health impact, integrated the Ukrainian community.

Despite the globalisation of European soccer, each professional league exhibits specificities. French Ligue 1 sometimes contends with the trading-off of financial performance against sporting performance of its teams in European soccer competitions, and its inner auditing body, the Direction Nationale du Contrôle de Gestion (DNCG), is in charge of controlling clubs’ financial accounts. Moreover, Ligue 1 operates with one of the best competitive balances in the Big Five, which is detrimental to its clubs’ success at the European level. However, the league and a number of clubs have not been able to curb payroll inflation and have not avoided being recurrently run in a deficit and accumulating debts, in particular payment arrears and player transfer overdue. Lax management occurs, since very few clubs have been sanctioned by a payment failure, even fewer by liquidation, and there has been no bankruptcy. The concept of a soft budget constraint theoretically encapsulates such empirical evidence. The novelty of the paper is to establish a link between the soft budget constraint and the players’ labour market where it crucially triggers market disequilibria: an excess of demand for superstars’ talents and an excess of supply for journeymen players are modelled. Data paucity about player individual wages hinders econometric testing of the aforementioned link and the model. However, a look at transfer fees that concentrates on a few of the top European soccer clubs provides a first insight into the arms race for talent that fuels an excess of demand for superstars and dips a number of clubs’ finance into the red.

Disrespect of economic laws and their relations or the violation of any law standards concerning company’s activities can result in its shutting down and following cessation. The cessation of the company is preceded by its dissolution with or without liquidation provided that its property is passed to a legal successor in title. The term liquidation refers to the settlement of debts and property of the dissolved subject. This diploma thesis is particularly focused on individual stages of liquidating process of business organizations and their relation on legal standards.

This chapter discusses the law on creditor claims in China. The rights and interests of creditors are protected by the 2006 Enterprise Bankruptcy Law (EBL). The term ‘insolvency claims’ is not officially used to refer to the claims against the insolvent debtor which are eligible for insolvency proceedings. In the text of the EBL, they are simply referred to as ‘claims’ (ie, creditors’ rights or obligatory rights). Only when bankruptcy liquidation proceedings start following the court’s ruling of bankruptcy declaration do the claims become known as ‘bankruptcy claims’. The rest of the chapter deals with insolvency claims, administration claims, and non-enforceable claims in turn. Each section is concerned with: the definition and scope of the claim; rules for submission, verification, and satisfaction or admission of claims; ranking of claims; and voting and other participation rights in insolvency proceedings.

This chapter discusses the available ‘toolkits’—or mechanisms—for resolving all types of banks and their affiliates, with the caveat that such tools can only be implemented on a case-by-case basis. In order to demonstrate the coverage of these methods, the hierarchy of approaches to bank failure is as follows: sale of the business by the purchase of assets and the assumption of liabilities (i.e. a purchase and assumption transaction), write-down or conversion of long-term unsecured debt into equity (bail-in), liquidation, and state aid (bail-out). Additionally, the normal state of resolution for a business in the commercial world is a restructuring in which creditors consent to a variation in their rights in order to maximize the residual value of an insolvent commercial company for the collective benefit of all its stakeholders and preserve its critical operations for the benefit of the broader market—a method that should be adapted for use in the banking industry.

The introduction discusses why dealing with insolvent banks is fundamentally different from dealing with insolvent commercial companies. In ordinary corporate insolvency practice, commercial companies can be allowed to continue to operate while insolvent, by suspending payments on their financial liabilities while continuing to make payments on their commercial liabilities. This allows them to be reorganized or recapitalized rather than liquidated, which almost always results in better recoveries for their creditors, including their financial creditors. The problem in applying this model to a bank is that with a bank there is no meaningful distinction between financial and commercial liabilities. Virtually all bank liabilities are financial liabilities. Instead, the important distinction for banks is between long-term unsecured debt and other capital structure liabilities on the one hand, and short-term unsecured debt and other operating liabilities on the other. Banks can be allowed to continue operating after they reach the point of insolvency if their capital structure liabilities are made subordinate to their operating liabilities in advance. If that has been done, payments on their capital structure liabilities can be suspended while payments on their operating liabilities continue to be made after they reach the point of insolvency and they can be recapitalized (made solvent again) by converting their long-term unsecured debt into equity. This approach should stem runs, avoid contagion and preserve their critical operations for the benefit of the economy as a whole, and also result in better recoveries for all creditors, including the holders of their capital structure liabilities, compared to an immediate liquidation.

The 2008 global financial crisis ushered in the biggest explosion in new bank regulation around the world since the Great Depression. Governments and regulators have sought to put measures in place to prevent the failure of banks, but have acknowledged the need for measures to address what happens when banks fail or are threatened with failure. This book deals with the measures which European, US, and international law and policy-makers have sought to put in place to manage failure of financial institutions. Measures such as ‘bail-out’ (protecting private shareholders and creditors against losses) and ‘bail-in’ (imposing losses on shareholders and long-term creditors without causing contagion among short-term creditors) are discussed. The work includes summaries and commentary on the EU Bank Recovery and Resolution Directive, the UK resolution laws including the Banking Act 2009 and amendments to that Act, the Orderly Liquidation Authority under Title II of the US Dodd‒Frank Act, resolution under Chapter 11 of the US Bankruptcy Code, the proposed new Chapter 14 to the US Bankruptcy Code, and the bank resolution provisions of the US Federal Deposit Insurance Act. Special emphasis is given to the practical effect of such measures on financial transactions and their impact on arrangements, such as netting and set-off. There is also commentary on the role of depositor protection schemes and their role in returning money to the depositors in a failing bank.

This chapter talks about Marshal Tito's encounter with Jewish painter and journalist Moša Pijade in the penitentiary in Maribor where he was sent to serve his jail term. It recounts how Pijade would become Tito's most reliable man and his most capable administrator, marking the beginning of the famous Tito-style cadre selection. It also highlights Tito's creation of his own apparatus within the apparatus, a secret group of henchmen within the global communist empire. The chapter elaborates Pijade's role as a consigliere, who carried out the most delicate missions, such as politically liquidating rivals and commanding troops and entire provinces in wartime. Pijade wrote the Yugoslav Constitution, led the highest-ranking diplomatic delegations, and was the deputy chairman of the Presidium of the Federal Assembly.

The underlying principle governing the application of assets in liquidation and bankruptcy is distribution in accordance with a system of priorities in which a creditor’s place is determined according to his status prior to the commencement of insolvency proceedings and the debtor’s assets are shared among creditors rateably according to the size of their admitted claims. This scheme is commonly referred to as pari passu distribution, based on equality; however, in view of the scheme of priorities that is in operation, the term pari passu is to a large extent misleading and its continued usage has been controversial. Arguably the term ‘pari passu distribution’ is best regarded as a convenient, although not wholly accurate, shorthand term to describe the collective scheme of distribution of the debtor’s estate in insolvencies

The powers of liquidators and trustees in bankruptcy to disclaim onerous property may be categorized as avoidance powers, in that they enable a transaction that a debtor has entered into to be set aside. They are, however, unconventional avoidance powers in that they do not enable the augmentation of the assets available for creditors: rather they are aimed at the disposal of assets. Moreover, it is perhaps stretching the definition of the term ‘avoidance provision’ to include the right of disclaimer, which is an administrative provision in nature, aimed at enabling the office holder to complete the administration of the liquidation or bankruptcy without being burdened by onerous property, such as unprofitable contracts or assets that are of no value to the estate. However, it may be argued that a further aim of the powers is in accordance with the general aims of many of the avoidance provisions: namely, to prevent needless depletion of the debtor’s assets by the continuance of contracts that are unprofitable or that give rise to liabilities.

<em>Abstract</em> .—For the past decade, French inland commercial fishers have faced increasing difficulties in maintaining their fishing and marketing activities for the fish consumption sector. Lack of political will, combined with short-sighted political decision making and increasing regulatory constraints, has made it difficult to develop opportunities for inland commercial fishing. A lack of collective organization among inland fisheries markets, the sector’s poor visibility and image, and conflicts with recreational angling associations have also contributed to these difficulties. Consequently, some small-scale commercial inland fisheries are undergoing liquidation. However, this sector has also made important contributions to society by diversifying its activities through environmental services such as data collection for knowledge and conservation of native fish biodiversity. Indeed, in most cases, professional inland fishers provide the only data on fish stocks and the health of continental aquatic ecosystems. Indeed, this information, knowledge, and associated heritage are part of a cultural legacy that deserves to be preserved, given that fishing plays an important role in the social and cultural identity of many fluvial and lakeside territories. Commercial fishers could also play a significant role in implementing long-term cross-sectoral policies through their contributions to sustainable hydrosystem management, local gastronomy, and ecotourism. This paper presents the strategy that was used to try to halt the general decline of small-scale commercial inland fisheries in France and Europe and describes why the strategy failed.

<em>Abstract</em> .—For the past decade, French inland commercial fishers have faced increasing difficulties in maintaining their fishing and marketing activities for the fish consumption sector. Lack of political will, combined with short-sighted political decision making and increasing regulatory constraints, has made it difficult to develop opportunities for inland commercial fishing. A lack of collective organization among inland fisheries markets, the sector’s poor visibility and image, and conflicts with recreational angling associations have also contributed to these difficulties. Consequently, some small-scale commercial inland fisheries are undergoing liquidation. However, this sector has also made important contributions to society by diversifying its activities through environmental services such as data collection for knowledge and conservation of native fish biodiversity. Indeed, in most cases, professional inland fishers provide the only data on fish stocks and the health of continental aquatic ecosystems. Indeed, this information, knowledge, and associated heritage are part of a cultural legacy that deserves to be preserved, given that fishing plays an important role in the social and cultural identity of many fluvial and lakeside territories. Commercial fishers could also play a significant role in implementing long-term cross-sectoral policies through their contributions to sustainable hydrosystem management, local gastronomy, and ecotourism. This paper presents the strategy that was used to try to halt the general decline of small-scale commercial inland fisheries in France and Europe and describes why the strategy failed.

The centralized system of radioactive waste management formed beyond of a nuclear fuel cycle exist in Russia. In territory of Russian Federation 16 regional specialized combines (SO) “Radon” are located, the majority of them is entered into operation in the first half 60th years. The specialized combines “Radon” are carrying out centralized collection, RW transportation, processing, localization and long-term storage of RW low and average activity, delivery service of new sources of ionizing radiation to users, take part in liquidation of radioactive contamination of served territory, carry out an nature-conservative measures of pollution prevention of the environment fromradioactive substances and ensuring radiation safety of population. For years of their existence total number of the personnel has made hundreds person. In most cases the personnel of combines are under a radiation control since time of introduction of objects in operation, about 40 years.

The paper deals with experience, techniques and new applied equipment durig undergoing decommissioning process of the A-1 NPP long-term pool storage and the follow-up decommissioning plan. For rad-waste disposal of the long-term pool storage (where most of the contaminants had remained following the removal of spent fuel) special equipment has been developed, designed, constructed and installed. The purpose of this equipment is the restorage, drainage and fragmentation of cartridges (used as a spent fuel case), as well as treatment of sludge (located at the pool bottom) and of the remaining liquid radwaste. The drainage equipment for cartridges is designed for discharging KCr2 solution from cartridges with spent fuel rods into the handling storage tank in the short-term storage facility and adjustment of the cartridges for railway transport, prior to the liquidation of the spent fuel rod. The equipment ensures full remote visual control of the process and exact monitoring of its technical parameters, including that of the internal nitrogen atmosphere concentration value. Cartridges without fuel and liquid filling are transferred to the equipment for their processing which includes fragmentation into smaller parts, decontamination, filling into drums with their sealed closing and measurement of radioactive dose. For the fragmentation, special shearing equipment is used which leaves the pipe fragment open for the following decontamination. For cleaning the cartridge bottom from radioactive sludge water jet system is used combined with slow speed milling used for preparing the opening for water jet nozzle. The sludge from the cartridge bottom is fixed into ceramic matrix. Nuclear Power Plant JE A-1 (since 1980 in decommissioning) is situated in the locality of Jaslovske´ Bohunice. So far the decommissioning of the Long-term storage was carried out within Stage I of A-1NPP decommissioning. This year the Stage I of decommissioning finished, and the performance of Stage II of decommissioning was started. Decommissioning of the long-term storage facility continues within Stage II of the A-1 NPP decommissioning process.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

Negative pressure is one of the metastable states of liquids at which it can be extended up to a certain limit without a gap of continuity. There are numerous experimental studies where a negative pressure up to 40 MPa has been obtained at laboratory conditions. However, these results of the experimental works were not practically implemented, as real liquids both in the nature and the technological processes contain impurities. Under certain kinetic and hydrodynamic conditions the waves of negative pressure in real liquids (crude oil, water, and water-based solutions) were observed. The wave of negative pressure is a turned soliton wave with one negative hump. It is a conservative wave, which maintains its shape and dimensions, and travels long distances with the speed of sound. An advanced technology of generation of the negative pressure wave in real systems allowed creating completely new energy saving technology. This technology based on negative pressure phenomenon has been already used for increasing oil production efficiency during various oil well operations, cleaning of oil well bore, and pipelines from various accumulations. It is shown that a new technology has a lot of potentials for bottom-hole cleaning operations, oil recovery enhancement, pipeline transportation, gas-lift operation etc. Negative pressure is known to be one of the metastable states at which liquids can be extended up to a certain limit. Theoretic evaluations show that in pure liquids negative pressure may reach large values while the liquid may stand significant extending efforts. For instance, the maximum negative pressure that may be sustained by ideally pure water is estimated as −109N/m2. It means that an imaginable rope of completely pure water with the diameter of 0.01m can sustain a huge extending effort more than 105 N. It is evident that the real experimental values of negative pressure are much less than the corresponding theoretic estimations. It is connected with the impossibility of obtaining ideally pure liquids without any “weak places” (gas bubbles, admixture, etc) and with the circumstance that in experience, the rupture often happens not in the liquid volume but on the surface touching the walls of the vessels weakened by the existence of thin films, embryos, etc. There are numerous results of the experimental work of static and dynamic character, where negative pressure has appeared in one or another degree [1]. In laboratory conditions, negative pressure apparently was first revealed in the experiences made by F. M. Donny (1843), who used degassed sulfuric acid and obtained negative pressure only −0.012 MPa. Among the further attempts of receiving bigger negative pressure, it is worth mentioning the experiences made by O.Reynolds, M.Bertelot and J.Meyer. Basing upon a centrifugal method and using mercury, L.J.Briggs obtained the record value of negative pressure (−42.5 MPa). But as a matter of fact, beginning from the first experiences by F. M. Donny, the main condition in the investigations for the appearance of negative pressure has been the homogeneous character of the liquid and high degree of the purity the liquid-vessel system. Significant values of negative pressure has been obtained under those conditions, however these results of a great scientific importance have no effective applications in practice as real liquids in Nature and technological processes are heterogeneous multicomponent systems. A long-term experimental work has been done to generate negative negative pressure in real liquid systems and investigate influence of this state on thermohydrodynamical characteristics of natural and technological processes [2,3]. Basing on the idea that negative pressure can be created due to the sudden character of extending efforts a direct wave of the negative pressure in real liquids (water, oil, solutions etc.) have been obtained experimentally. For impulsive entering into metastable (overheated) zone in a phase diagram “liquid-vapor” the pressure should drop so fast that the existing centers of evaporation (bubbles, embryos, admixtures etc.) would not be able to manifest themselves for this period. In these terms purity of the liquid is not decisive, and herewith there might exist states of an overheated liquid with the manifestation of negative pressure. It was determined that wave of the negative pressure resembling overturned soliton wave with one but negative peak propagates with speed of sound. The typical variation of the pressure in the petroleum stream in pipe is given in Figure 1. Reversed wave of the negative pressure was not recorded during the experiments. Evidently this is associated with considerable structural changes in the liquid after the passing of the direct wave. The arising negative pressure though being a short-term, results in a considerable overheating of the fluid system and leads to spontaneous evaporation and gas-emanation with the further cavitation regime. It was determined that after passing of the negative pressure wave hydraulic resistance in the system becomes much less, and significant increase of permeability of the porous medium and intensification of the filtration process take place. On the base of the investigations it was made a conclusion that any discharge in the hydraulic systems when the drop of the pressure requires much less time that relaxation of the pressure in the system inevitably results in the arising of rarefaction wave, in particular, the negative pressure wave [4]. The larger is the hydraulic system and the higher is the depression of the pressure, the more intensively the negative pressure wave may manifest itself. In certain terms waves of the positive pressure may be reflected from free surfaces, different obstacles, from contact surfaces between phases in the form of the reverse wave of the negative pressure. On this base there were presented numerous theoretical and experimental works on the simulation of the process, investigation of impact of the negative pressure on certain physical features of real systems [5]. The negative pressure wave may lead to very hard complications: showings of oil and gas leading sometimes to dreadful open fountains, borehole wall collapse, column crushing, gryphon appearance [6]. Analysis of numerous facts of complications, troubles in wells as water-oil-gas showings, crushing of columns, collapses, gryphon formation demonstrates that they arise usually as a result of round-trip operations in drilling of wells and their capital repairs. The negative pressure wave may be initiated by a sudden pulling of pipes or drilling equipment, as well as their sudden braking, quick opening of a valve at the well exit, etc, resulting in metastable extension of the working fluid agent. Though impulse negative pressure manifests itself as a significant dynamic factor, its structural consequences are more dangerous for an oil well. Moving along a well the negative pressure wave results in the spontaneous boiling of the water in the drilling fluid, and as a result of considerable reduction of its specific weight the hydrostatic column is “switched-off’ for some seconds and this may be sufficient for oil and gas showings of the well to be appeared accompanied often by crushing of columns and collapsing of wells due to great destroying energy manifestation. Negative pressure waves may be considered also as one of the dominant factors in geophysical processes, especially, in evolution and appearance of volcanic eruptions and earthquakes [7,8]. Extreme dynamic processes in the underground medium as a matter of fact can be considered as a synergetic manifestation of the negative pressure together with other thermohydrodynamical factors. The waves of negative pressure in the underground environment may be initiated by tectonic dislocations and faults as a result of different dynamic processes, dramatic decrease of pressure during the displacement of fluids and rocks. They may arise also in the form of a reverse waves as a result of reflection of ordinary seismic waves from different underground surfaces. On the basis of received results the method of artificial creation of negative pressure waves has been created [4]. The essence of the method is that negative pressure waves can be generated by means of discharge in hydraulic systems (pipes, wells, etc) when the drop of the pressure takes place during the characteristic time much less than that of pressure relaxation in the system. The greater is the volume of hydraulic system and the higher is the depression of the pressure, the more intensively the negative pressure wave may manifest itself. This method was taken as a basis of elaboration of principally new technologies and installations to increase effectiveness and efficiency of some oil recovery processes. It has been worked out and widely tested in field conditions new technologies on using of the negative pressure phenomenon for cleaning of oil producing hydraulic systems/well bore, pipeline/from various accumulations and increasing of effectiveness of oil producing at different well operation methods. The technology provides generation negative pressure waves in the well using the special mechanisms that leads to the shock depression impact upon the oil stratum, and as a result, to considerable growth in the oil influx, bottom-hole cleaning, accompanied by essential saving both reservoir and lifting energies, elimination and prevention of sandy bridging, paraffin, silt, water, etc. accumulations. For implementations of these technologies corresponding installations have been elaborated, in part, equipments for cleaning out of oil holes from sand plugs, increasing of efficiency and effectiveness of gas-lift well operations and bottom-hole pumping. In cleaning out of oil-holes from sand plugs the most operative and effective liquidation of different sand plugs irrespective of their rheological character is provided, associated with complete bottom-hole cleaning, essential increase of oil recovery and overhaul period. Elaborated equipment is simple and easy to use. Other comparatively advantageous application of the technology provides increase of efficiency of a gas-lift well operation, expressed in considerable reduction of a specific gas consumption associated with essential increase of oil recovery and overhaul period. The design of the equipment is reliable and simple to service. There are different modifications of the equipment for single-row, double-row lifts in packer and packerless designs. The introduced technologies have passed broad test in field conditions. The operative and complete cleaning of numerous oil wells was carried out, where the altitude of sand plugs varied from 20m to 180m; oil output of wells and their overhaul period have been increased and specific gas discharge reduced significantly.