Vietnam and Philippines Essay Example | Topics and Well Written Essays - 250 words

Vietnam and Philippines - Essay Example While the political elites in the country may not have wished to share their authority and command with other leaders and the populace, this situation was necessitated by the states experience of near starvation in the 80s - a situation that demanded that the political leadership open up to other interest groups for the country’s survival. Philippines on the other hand has a weak state that is characterized by weak social institutions and personalistic presidential politics. The national and central government has massive control over the public and private sectors with power entrenched in oligarchs, their families, and their cronies. Generally, the centralization of government in Philippines has led the country to be less competitive as oligarchs and clans retain control over resources. Even though electoral democracy exists in the Philippines, the country continues to witness systemic corruption and limited economic growth compared to Vietnam which has an authoritarian government. This is the case with the Philippines considering that the social institutions and government bodies that are charged with the responsibility of fighting corruption and putting the government on check are dominated by different clans and oligarchs who are keen on protecting their interests as opposed to performing their duties. The power that the oligarchs, their families, and their cronies wield together with the personalistic politics that characterize the country have seen corruption thrive in the Philippines. This is not the case in Vietnam where the government is decentralized, political leaders have responsibility to their constituents, and provinces have the power to control what is done at the state

What is a Barrier Island Essay Example | Topics and Well Written Essays - 2500 words

What is a Barrier Island - Essay Example Barrier island is normally a thin and elongated area of land that is largely made up of sand. Habitat: Barrier islands are located on the North America east coast in such places as North Carolina, New Jersey, and Florida. Some barrier islands are also situated along the gulf coast, i.e. Louisiana. Different components of a typical barrier island include but are not limited to dunes, salt marshes, oceans, mainlands, back dunes, and bays. A dune is a hilly area made up of sand brought with the passage of wind. Back due, as the name implies, forms that rear part of a dune. When salt water overflows somewhere, flat pieces of land emerge that are known as salt marshes. Small bodies of water that are distant from the main water body with a large volume are known as bays. All of these places provide different types of organisms with habitat. Organisms like spiders, egg-laying animals usually occupy the regions in the vicinity of the dunes or oceans. Some of the most common animals that live on the beaches of the barrier islands are seagulls, burrowing worms, pelicans and scavenging crabs. Different kinds of terns and crabs live in the dunes. The number of organisms living in a barrier island depends upon its size. In large barrier islands, there are more habitats to accommodate more organisms. Likewise, smaller islands offer fewer habitats for lesser animals. Weather conditions in the barrier islands: Barrier islands have harsh conditions. There are frequent speedy wind blows and sand blows that result into extreme dryness. The coastal storms are so powerful and full of energy that they can totally ruin the barrier islands. They are empowered by such features of the natural environment on the barrier islands as high tides and waves. The constant change in the weather conditions causes an equivalent change in the habitat. The animals that live there have adapted themselves to survive in extreme conditions accordingly. Likewise, the human population that lives on the ba rrier islands is also equipped with the required necessities to combat the extremity of weather. Most people who live in the barrier islands at a certain point in time do not occupy them permanently. People construct homes on them to use them temporarily as they spend their time on the barrier islands during summer vacations. Effects of storms on the barrier islands: Along with affecting the animals and humans, the coastal storms also have a severe impact on the form and shape of the barrier islands. A lot of erosion occurs on the dunes when coastal storms occur. Severe forms of coastal storms can fully damage the dune system. The power of the coastal storms can be estimated from the fact that just one storm can disintegrate all components of a barrier island and completely wash it away. Barrier islands may disappear as a result, though it only takes one to two years for a lost barrier island to resurface. Originally, the deterioration of an island is not physically noticeable. But the currents of wave increase in their size and energy level when the island is actually gone. Summary of the concept: A barrier island is a region that is largely made up of sand and its function is to serve as a barrier between the coastal storms and the mainland.  

Herta Company: Product Improvement Analysis and Plan

Herta Company: Product Improvement Analysis and Plan Report Title: A Study of a soy and wheat steak by the brand Herta in France    Summary The question of meat consumption is raised in almost every country in Europe. People are starting to reduce their meat consumption for various reasons such as its price, ethics, health or environment. Hence, the industry has to adapt and create an answer to that new demand. Some brands like Herta, a traditional cold meat brand company has created a new Vegetal range. The aim of this report is to study a soy and wheat steak from the brand Herta in France. First, the report will focus on an overall market situation of a product involving desk research of the current market situation and a focus group to evaluate the perceived quality of the product. The second part of the report will suggest a plan for product improvement, presenting variations that could be done to improve the product and its sales. In order to do that, a small survey was done to understand better the needs and the worries of the population who can potentially buy such a type of product. 2.1 What is Herta? The product of the Brand Herta is a soy and wheat steak. It belongs to a range of products called Le Bon Và ©gà ©tal, meaning The Good Vegetal. Herta is an industrial brand owned by Nestlà ©. It is famous for its pre-cooked Frankfurter, which is a seasoned smoked sausage made of beef and pork. Herta is currently the number one Frankfurter-brand throughout Europe, but not only that. Herta has an awareness rate of 96% and a penetration rate of 83% in France, and is the first brand of cold meats and has been the first brand overall in France for 3 years according to the Kantar World panel. Its position on the market has always been one of simplicity, and it has insisted a lot on this with its slogan The taste of simple things since 2012. Herta does the majority of its activity on the cold meat market with 60% of its sales in volume. It also sells fresh deli products. Recently, the brand announced an innovation which has broken with its usual business portfolio : the range Le Bon Và ©gà ©tal. According to Sophie Van Eeckhaute, brand manager at Herta, this new product is the latest strong undertaking of the company. Usually the market is only owned by specialists, but Herta wants to democratize the vegetal protein. While this product seems unusual for the brand, she highlights that Nestlà © is not new in this field since it owns Krupa, a product facility for production of such products. Le Bon Và ©gà ©tarien has more than 10 different recipes elaborated with vegetal proteins and each product is sold for around 2,75 â‚ ¬ with a weight of 150 to 200g. With this new product, Herta is aiming at flexitarians (30% of the population in France) who try to reduce their meat consumption, but also to vegetarians, who dont eat meat (2%) and vegans, who dont eat product from animals (0,5%). Herta wants to attract 30% of the vegetarian catering market of supermarkets. It is aiming at families who want to eat healthily and who want to reduce their consumption of animal proteins according to Catherine Petilon, marketing director at Herta. In Nestlà ©s opinion, the offer of fresh deli products doesnt fit with the needs of the French consumers. The consumers dont really know the brands which are positioned on the market of vegetal protein foods such as Sojasun, Cà ©rà ©al and Carrefour Veggie. The marketing director is convinced that Herta has a role to play on this market thanks to its notoriety. Indeed, the brand bets on its proximity to the meat market to erase the concern of a part of consumers to eat vegetal meat. (Prodimarques, 2016) 2.2 What does the product consist of? All the products from the range Le bon Và ©gà ©tal come with the European Label V with the mention vegetarian or vegan. However, it doesnt say anything about the presence or absence of GMO soy despite the fact that Herta assures that they only use non GMO soy. Focusing on the Soy and wheat steak: Figure 1 Picture of Hertas product Here is the list of ingredients: Soy proteins and rehydrated wheat proteins, water, vegetal oils, onions, corn starch, stabilizers E461, E407; salt, maltodextrin, yeast extract, aroma, onion powders, garlic powders, malt extract, caramel, spices, acidifier: E330. May contains eggs, sesame, celery and mustard. Table 1 Nutrition value of the soy and wheat steak by Herta Typical value For 100g Per portion (75g) % of recommended daily allowances Energy 158 kcal 119 kcal 6% Proteins 16g 12g 24% Fat (total) Saturated fatS 6g 0,7 4,5g 0,5g 6% 3% Carbohydrates 8g 6g 2% FibreS 4g 3g Salt 1,5 1,1g 19% (Source: OpenFoodFacts, 2016) 2.3 What is the situation of the market? The brand wants to establish itself in the niche of Vegetal meats which has a penetration rate, of 8,4% with only 4 purchases per year. But the sales are increasing by 10% each. Herta estimates that the sales are going to be multiplied by two within 2 years. In Germany, this market already represents 140 million of euros, while it is still only 28 million in France. The fresh deli products belonging to the vegetarian category like soya steaks have seen their sales increased by 11.9 % in mass retail in 2015 to reach 15.42 billion euros, according to IRI. Soy based products account for 2/3 of the sales. Over the same period, the overall fresh deli product market has also seen an augmentation of 5,6 % of its sale revenue. However, the average price of a vegetarian product decreased by 0.5% to 14,13 euros per kilo, while the average price of fresh products increased by 1,8% to 10,49 euros. 2.4 What is the situation of the product on the market? At the moment, there is no study available about the sales of the product and the sales of competitors. The market is still relatively new in France, and the company is not ready to reveal its sales figures. 2.5 Overall situation of the society Over the last years, significant changes have occurred in French food consumption habits. French people tend to eat more at home and in less time (according to euromonitor). But french people also spend less time cooking and want to eat more healthily at the same time. However, these differences of consumption also depend on criteria such as age. Hence, young adults (18-34) consume more processed foods than older people. They also use more delivery services and eat out more often. Besides, the generation born between 1977 and 1986 spends 8 times more money on processed food than the generation from 1920-1930 at the same age. This food consumption is the result of new aspirations which can be ethical, ecological, etc. This generation has to deal with the contradictions of the recommendations of nutrition from professionals and the pressure of the marketing of the government and of the food-business (Study from Agrimer: national French establishment of agricultural products, 2012). Therefore, 56% of the French say that they eat less meat compared to previous years. For 46% of interviewed people, this is because meat is too expensive. 35% say that industrial breeding doesnt respect animal welfare and 31% that meat is not good for health. Then, 26% quote the food scandals and 19% the respect of the environment. Among this panel, 61% eat meat at least once a day and 9% eat meat less than once a week. Now, 30% of French people are qualified as flexitarian. According to Terra eco (a specialized magazine), 26% of French people would be ready to become vegetarian. 1/2 French people occasionally consume vegetarian products and 1/5 vegan products. 1/5 declares themselves to be neo vegetarian. Nevertheless, 2/5 never have a meal without meat or fish. The profile of the typical vegan consumer is female, young and from a higher Socio-Professional Category. Above all, they look for healthy balanced and natural foods, which also respect the animal welfare, and also mistrust the food-industry. However, neo vegetarians prefer organic shops and brands. They also buy more in small local shops, sometimes up to twice as much as in supermarkets. (according to a report from arcane research). 2.6 Who are the main competitors? What are the main differences? To better understand the market, it is important to understand who the other competitors are. There are two different types of competitors: the ones from specialized shops, whose products have created the market, and the others which are sold in the same conditions as Hertas products and are more direct competitors. La Vie Claire: La Vie Claire is a chain of organic food stores. Products from La Vie Claire are only sold within their shops. They sell a very wide range of products which can substitute meat. Figure 2 Picture of La Vie Claires product Table 2 Nutrition value of the soy steak by La Vie Claire Characteristics Benefits Disadvantages Medium price: 3.50 â‚ ¬ for 180g Large range of product Only available in La Vie Claires shops Positioning: Specialized Food From real soy grains Too much fat: 22g against 6g in Hertas product From Organic Agriculture Not enough proteins: 11,6g against 16g in Hertas product The product can be seen Only 270 shops minimalistic Packaging (Source: La Vie Claire, 2016) La Vie Claire is not a direct competitor since their productS cant be found next to Hertas. However, indirectly it will challenge X Hertas brand and attract a part of the vegetarian and vegan consumers. The product benefits from the very good image of the brand which is seen as more trustworthy in this field, and whICH is specialized in this type of product. That is the reason why the product can be a little more expensive (2.91â‚ ¬ per 150g). Nevertheless, the visibility of the product is far smaller than Hertas and the product seems to have some nutritional issues since it cant really be a substitute for meat since there are not enough proteins in it, and that it contains also far too much fat. Grill vegetal by Cà ©rà ©al: Figure 3 Picture of Cereals product Table 3 Nutrition value of the soy and wheat steak by Grill Vegetal Characteristics Benefits Disadvantages Medium price: 3.07 â‚ ¬ for 180g Large range of product: 7 Rehydrated soy and wheat Positioning: Specialized Food A little more fat and mostly unsaturated: 8,5g against 6g in Hertas product Unknown by most consumers 6,1g of Fibers Only sold in specialized shops The product can be seen minimalistic Packaging Looks more like meat by the aspect and the packaging Made in France Specifies the absence of additives such as food colourings and preservatives. Good amount of proteins : 17g against 16g in Hertas product (Source: Grill Vegetal, 2016) Just like La Vie Claire, Grill Vegetal by Cà ©rà ©al is only sold in specialized shops. However, it is overall a good product with a lots of advantages such as its nutritional aspect, its place of production, and the price is even lower than Hertas (2,56 â‚ ¬ per 150g). The product seems to respond well to the consumers demand on all highlighted points by consumers. It also looks like meat and has a decent amount of proteins even if it is still less important than meat. Nevertheless, the rather poor visibility of the product may hold back its consumption. Sojasun: Figure 4 Picture of Sojasuns product Table 4 Nutrition value of the soy steak by Sojasun Characteristics Benefits Disadvantages Medium price: 3.50 â‚ ¬ for 200g Large range of products: 11 (7 steaks) Rehydrated soy Positioning: Supermarkets A little more fat and mostly unsaturated: 8,5g against 6g in Hertas product The real product cant be seen at all 5.0g of Fibers As many proteins as Hertas (16g) Soy cultivated in France No GMO (Source: Sojasun, 2016) Sojasuns products are more direct competitors to Herta since they are also sold in supermarkets. The nutrition value of the steak is very similar to Hertas regarding the protein, fat or fibre amount. However, they have an important range of products and even have 7 different soy steaks. The strong points of the product are the absence of GMO and the origin of the soy. The price is even less expensive than Hertas with only 2,63 â‚ ¬ per 150g. Despite all its strength, the product may suffer from its brand not being as famous as Herta. Veggie by Carrefour: Figure 5 Picture of Carrefours product Table 5 Nutrition value of the soy steak by Veggie (Carrefour): Characteristics Benefits Disadvantages Medium price: 2.20 â‚ ¬ for 200g Large range of product: 16 Rehydrated soy Positioning: Carrefour Supermarkets A little more fat and mostly unsaturated: 8,8g against 6g in Hertas product The real product cant be seen at all 6,6g of Fibers The product can only be bought at Carrefour A little less protein than Hertas (14g). Does not communicate on the origin of the raw products (Source: Veggie, 2016) Veggie was created by Carrefour in 2015 to become a competitor to Sojasun. They chose to have a very low price in comparison to other similar products. As a consequence, the quality seems to be a little lower. However, the range of products is very large and Carrefour is of great renown in THE food business and distribution. Therefore, Veggie may become an important competitor to Herta despite being only sold in Carrefours supermarkets. 2.7 Perceived quality of the product: A focus group of 6 people have been conducted on the subject of Hertas new range, and more particularly the soy and wheat steak. The participants were all between 20 and 24 years old and were postgraduate students. This panel was selected because it was composed of 3 men and 3 women, and because more educated people tend to be the major consumers of this type of product according the studies. Among the panel, only 2 people had tried vegetal meat. They are not common users but said that they rather enjoyed the product. All of them said that they would buy the Hertas product. Half of them said spontaneously that they liked the packaging. They also agreed on the fact that green was a simple but good choice of colour since it seems more natural. However, none of them knew that Herta had made a new vegetal brand, and it was a bit hard for them to associate Herta with vegetal product. Still, what concerned them the most about the product was the vegan tag. They found it very restrictive in a way that in may repel them. When the benefits of the products were asked, half of them talked about gas emission. Also, the group was very divided concerning the question of animal and vegetal proteins. Some of them fought proteins from animal were better while other said the exact opposite, and some did not intervene. Regarding the drawbacks of the product, they highlighted that the soy production was done in Brazil and that is was not as good as pretended for the environment. Moreover, they associated the soy from Brazil with GMO soy. They also argue about the transformation process and the factory work carried out to get the product and said it was not good for the environment neither, and that the people working in this factories were probably not paid enough. Before the nutrition value topic could have been addressed, they asked for the tag to get a clear idea of what was inside the product. To do a comparison, they also asked for the tag of a real steak. They concluded that there were more proteins in mea t and less fat in vegan steak. Moreover, they pointed out the higher concentration in salt and carbohydrates in the Herta product. Concerning the price, the opinions were very mixed. Some would pay between 3 and 3.5 euros while others would only pay around 2 euros. Those who were ready to invest less money told that they would start by comparing the price with other competitors. To conclude on the session, one of the major issue with the product was the vegan writing which was considered as too extreme by the panel. It seems that people may not be ready to go from meat diet to vegan diet even if this not on regular basis. The psychological impact of the word on people could repel them from the product. Also, the image of the brand is really associated with meat in the mind of the consumers, it will be something to work on for Herta. Moreover, whereas everyone knew Herta very well, none of them knew the vegetal range of product. Hence, it seems that the communication around Le bon và ©gà ©tal could be improved. Nevertheless, the product looked appealing for everyone, even if they had restraints about the conception of the product. 2.8 Conclusion of part 1: Herta is clearly trying to anticipate the future trends. The brand understood that an important part of the future of fresh deli food relies on meat substitutes, and chose to be part of this new market rather than opposing itself to the new ways of consuming. Being one on of the first on the market could also help Herta which is now an old French brand and need to show innovation to keep a dynamic image in the eye of the consumer. The major issue for them is to succeed to support the maximum of consumers to this changing without losing them on the path. However, other brands such as Veggie may be fierce competitors for the future, not to mention the other brands already positioned in the market. 3.1 A lack in terms of nutrition value The first thing that could be a problem for the future of the product is the quantity. indeed, the pack contains 2 steaks weighing only 75g each which means a total amount of soy and wheat of 150g. for hertas product, for 100g, there are exactly 150 kcal, corresponding to only 112,5 kcal for 75g. a beef steak in france has an average of 20g of proteins and between 5 to 15g of fat according to the steak (per 100g). often a steak weighs 125g meaning that is has even more proteins and fat in it. for a steak of only 100g and 10g of fat, there are 170 kcal. The difference in calories is very important and could cause a difference in the perception of satiety especially given that animal proteins give a more important feeling of satiety (Douglas Paddon-Jones., 2008). If the consumer after consuming the product is still hungry, it will affect its experience and he will be less likely to buy it again. moreover, all competitors use a quantity which varies between 180 and 200g while some of them focus more on the product of high quality aspect (grill vegetal, la vie claire) and are seen as less accessible products. If a comparison was to be made, it would probably weaken the position of herta who wants to be closer to the average person. The price is indeed higher than other competitors price if the calculation is proportional to the quantity. the results are even more disconcerting when comparing carrefour (1.10 â‚ ¬ per 100g) and herta (1.83 â‚ ¬ per 100g). keeping the price in the average of the competitors is very important for the brand. if people have the choice between sojasuns product and hertas product and consider them to be at the same price if considering the quantity, in would surely harm herta. the significant price difference of veggie by carrefour and herta is too important. the product from le bon và ©gà ©tal could be negatively affected by this competition. indeed, the main reason why people tend to consume less meat is the cost. 46% percent of the people who eat less meat are motivated by the price (according to a study lead by Mediaprism). 3.2 Consider adding information to the packaging Concerning GMO, if the brand actually uses non GMO soy, it will probably be better to write it on the packaging, even if it is not highlighted. Indeed, as the focus group showed, people are concerned about the origin of the product and particularly soy. This is an important question considering there are not much French soy production. Moreover, the product has a rather high proportion of proteins compared to competitors and also a low level of fat. The brand should therefore consider writing a slogan such as the benefits of meat without its disadvantages. Then, on the other side of the packaging, the brand should explain how the product is better for health thanks to its nutritional value, but also how it is good for the environment. However, while doing that, the brand should always consider its positioning and should not be too harsh with the meat industry since it is Hertas main revenue sources. However, if the brand judges it too dangerous, another possibility would be to just compare the nutritional value to the products of the competitors and praise Hertas product. 3.3 A survey for more accuracy To get a more accurate idea, a survey was made. This survey was addressed to people who are living in France. These people are mostly between 18-25 years old and are of a rather high education level. The first part of the survey is about questioning the connotation of the terms Vegetarian and Vegan to understand what people associate with these words and if they sound rather positive or negative. Hence, to the question What does the word vegetarian actually bespeak?, people tend to give a definition of the word for the vast majority of them. To the question What is the connotation associated to the word vegetarian for you?, more than 55% have a rather good to good opinion of the idea. Half of the rest is neutral while the other half has a negative idea of the word. However, to the question What does the word vegan actually bespeak? the majority tends to give a definition, while a significant number of people (around 25%) associate it with the notion of extremism, and that by themselves, only responding to an open question. What is even more astonishing, is the connotation of the term vegan, especially in comparison of the results of the same question with Vegetarianism. Therefore, around 65% of people have a rather negative to negative opinion of the word, while almost all the others have a neutral opinion of it. The significant difference between the two terms in peoples min d is confirmed by the question would you buy vegetarian/vegan products?. 65% of people would buy vegetarian product while only 50% would buy a vegan product. The second part of the survey focused on the product and the perception people have of it. To the question, would you buy this product?, showing only the picture of Hertas product, only 28% of people would buy it. This percentage is very weak and lower than what could have been expected. The following question asked to justify the choice helps to get a better idea of what people really think. The people who would not consume the product justify their choice with multiple reasons. One of them is the brand itself. Surprisingly, while it has a very good image among French people, some of the people interrogated said that they dont trust Herta to make a Vegetal product. Moreover, several people are reluctant to consuming soy. Other people dont have any interest for the product and a significant number actually doesnt like the shape of the product. They say that if they want a steak, they would buy a steak with meat, and not a substitute. Finally, this part deals with the price people would be ready to pay for the product. The results are rather homogeneous since every person who responded to this question would invest between 2 to 3 euros for the product. This result is very close to the actual price of the product. To get more precision, the last question was exactly the same but showing two other products from direct competitors: SojaSun and Veggie by Carrefour while also communicating their prices (respectively 3.50 euros and 2.20 euros). This question was askeed to put the people in a more real context where they can have access to other products. Hence when considering only people who would be ready to buy the product, the large majority of them would pay 2.50 euros for it while very few of them would be ready to invest more or invest less money in the product. 3.4 Analysis of the results The results that emerge from this survey confirm that the actual price is close to what people would be ready to pay for and that maybe the product could benefit from a slight decrease of its price. Indeed, Herta is a brand for everyone, it cannot be as expensive as another brand of higher range products such as SojaSun or some other specialized competitors. Nevertheless, the price of Carrefour Veggie seems very low and most of the people were ready to invest a little more money in Hertas product than in Veggie after having seen the price of the product by Carrefour. Also, the Vegan tag question raised after the analysis of focus group was more thorough explored with the survey. It is clear that the concerns shared by the focus group were also shared by the surveyed people. The connotation of the term vegan and the associations made around it give it a less appealing look than vegetarian. I would therefore advise to change vegan for vegetarian. In addition, some people seem a bit reluctant when it comes to soy. Keeping a good range of products where not all vegetal products come from soy seems a good idea. Despite the consistency of the results, the panel was only of 20 people. This means that the results are not completely reliable and should be treated with the utmost care. Carrying out another study by the group Herta on a more important population should en

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During the experiment the researcher explained the subject that first they will do a test, followed by a warm up and after they will repeat the same test. The participants were very receptive, following carefully what the researcher told them. When the test has started all the participants lined up, being ready to perform. The timer has started and each and every subject did their best. After the first test has ended, a warm up came next, where the subjects had to do jogging for two minutes, high knees both ways of the court, heel flicks, sidewalk running, jumping jacks, and sprints starting from a low to a high intensity. Some of the participants seemed very tired, saying that will have a bad result the second time and some participants said they did not need the warm up because second time will make sure to have a better score. It can be seen from the results that almost everyone has a better score than the first time, except one person. 7. From the results found in this experiment people can see that warm up has a good effect on athletes. What most of the researchers wrote in thei...

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Chevron Corporation United States http://database. iprofile. net/company/Chevron_Corporation/companyOverview. html 1 Contents @ 2012 iProfile. All Rights Reserved. Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps TABLE OF CONTENTS Chevron Corporation Corporate Overview Company Profile 6 Stock Performance Analysis 7 Org Charts & Contacts Executive Management 9 Senior IT Management 12 IT Management, Enterprise Architecture 14 IT Management, Strategy, Planning & Projects 16 Executive Management, Chevron Oronite Company 18 Executive Management, Chevron Venture Capital 9 Executive Management, Chevron Australia 20 Contacts Table 22 Bios, Interviews & Presentations IT & Executive Biographies 32 IT Executive Interviews 46 2 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps TABLE OF CONTENTS Chevron Corporation Patricia Yarrington 46 John Watson 47 Gary Luquette 48 IT Executive Presentations 49 J. P. Morgan Oil & Gas Conference: Global LNG 49 Australia Investor Meetings 50 UBS Global Oil & Gas Conference 2012 51 2012 UBS Thailand Natural Gas Field Trip 52 Credit Suisse Energy Summit 2012 53 Barclays Capital CEO Energy/Power Conference 4 IT Infrastructure & Applications Technology Implementations 56 QuantumRD 60 ThinManager 61 McLaren Enterprise Engineer 62 3 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps TABLE OF CONTENTS Chevron Corporation EnterpriseWizard 63 NRX Asset Information Management 64 Microsoft SQL Server 65 Wonderware IntelaTrac 66 OpenWorks R5000 67 CartoPac Field Server 68 Windows 69 IT Footprint and Budget 70 4 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps CORPORATE OVERVIEW Chevron Corporation 5 Corporate Corporate OverviewOrg Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps Chevron Corporation Headquarters Contact Information 6001 Bollinger Canyon Road San Ramon, California 94583 United States Phone: +1-925-842-1000 http://www. chevron. com Employees: 61000 D-U-N-S ® Number: 001382555 SIC: 2911 D-U-N-S is a registered trademark of the Dun & Bradstreet, Inc. and its affiliates. Financial Performance Company Profile Chevron Corporation is one of the world's leading integrated energy companies (#2 in the US behind Exxon Mobil), with proved reserves of some 11. 2 billion barrels of oil equivalent and a daily production of 2. million barrels. The company operates in the world’s most important oil and gas regions, and is a leader in refining, fuels, lubricants and additives. Chevron's interests range from chemical production and mining to energy research and nanoscience. Along with a range of power facilities, the company is also the world’s largest producer of geothermal energy. Chevron, which is restructuring its refinery and retail businesses to cut costs, owns or has stakes in some 8,200 g as stations in the US that operate under the Chevron and Texaco brands. Outside the US, the company owns or has stakes in almost 9,700 gas stations.It also owns 50% of chemicals concern Chevron Phillips Chemical. Sales by Division 6 Corporate Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps Chevron Corporation Stock Performance Analysis Compared to Index of Peers & Competitors 12 Months 5 Years 7 Corporate Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation 8 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts Executive ManagementChief Executive Officer & Chairman Biography Paul Bennett Corp Tele: +1-925-842-1000 Corp Tele: +1-925-842-1000 James Blackwell Matthew Foehr Corp Tele: +1-925-842-1000 [email  protected] com Corp Tele: +1-925-8 42-1000 Direct Tele: +1-925-790-3434 John McDonald Joe Geagea Corp Tele: +1-925-842-1000 Corp Tele: +1-925-842-1000 Stephen Green George Kirkland Corp Tele: +1-925-842-1000 Corp Tele: +1-925-842-1000 Chief Governance Officer & Corporate Secretary Executive Vice President, Technology & Services Chief Technology Officer & Vice President Vice President & Comptroller President, Chevron Gas & Midstream & Corporate†¦ BiographyExecutive Vice President, Upstream & Gas & Vice†¦ Presentation Vice President, Policy, Government & Public Affairs Vice President & Treasurer Presentation Biography Lydia Beebe Biography Biography Corp Tele: +1-925-842-1000 Interview Biography John Watson 9 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts Executive Management (II) Chief Executive Officer & Chairman Corp Tele: +1-925-842-1000 Roy Krzywosinski Corp Tele: +1-925-842-1000 Corp Tele: +61 -8-9216-4000 Joe Laymon Wesley Lohec Corp Tele: +1-925-842-1000Corp Tele: +1-925-842-1000 Gary Luquette Sandy Macfarlane Corp Tele: +1-925-842-1000 Corp Tele: +1-925-842-1000 Melody Meyer Hewitt Pate melody. [email  protected] com Corp Tele: +1-925-842-1000 Corp Tele: +1-925-842-1000 Interview Vice President, Human Resources, Medical & Security President, Chevron North America Exploration &†¦ President, Chevron Asia Pacific Exploration &†¦ Managing Director, Chevron Australia Pty Ltd. Vice President, Health, Environment & Safety General Tax Counsel Biography Biography Presentation Biography President, Chevron Oronite Company LLC Presentation Ronald Kiskis Interview Biography John WatsonVice President & General Counsel 10 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts Executive Management (III) Chief Executive Officer & Chairman Corp Tele: +1-925-842-1000 Rebecc a Roberts [email  protected] com Corp Tele: +1-925-842-1000 Corp Tele: +1-713-432-6000 Chuck Taylor Trond Unneland chuck. [email  protected] com Corp Tele: +1-925-842-1000 Biography Jay Pryor Corp Tele: +1-713-954-6000 Michael Wirth Patricia Yarrington Corp Tele: +44-1224-334-000 Corp Tele: +1-925-842-1000 Vice President, Business DevelopmentVice President, Strategic Planning Vice President & Managing Executive, Chevron†¦ Chief Financial Officer & Vice President Interview Executive Vice President, Downstream & Chemicals†¦ President, Chevron Pipe Line Company Biography Biography Interview Biography John Watson Rhonda Zygocki Executive Vice President, Policy and Planning Corp Tele: +1-925-842-1000 11 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts Senior IT Management Biography John McDonald Chief Technology Officer & Vice President Corp Tele: +1-925-842-1000Cor p Tele: +1-925-842-1000 Direct Tele: +1-925-842-4750 Lynn Chou Biography ahmed. [email  protected] com Corp Tele: +1-925-842-1000 Direct Tele: +1-925-842-1043 Denise Coyne General Manager, Technology Management &†¦ General Manager, Process Applications & Data Biography Corp Tele: +1-925-842-1000 Direct Tele: +1-925-842-4100 or +1-925-842-7212 Gilles Eberhard General Manager, IT Strategy, Planning & Project†¦ gilles. [email  protected] com Corp Tele: +1-925-842-1000 Louie Ehrlich President, Chevron Information Technology†¦ Corp Tele: +1-925-842-1000 Direct Tele: +1-925-790-3412 Jim Green Chief Information Officer & General Manager†¦ [email  protected] com Corp Tele: +1-925-842-1000 Biography Biography lynn. [email  protected] com Corp Tele: +1-925-842-1000 Chief Information Officer, Corporate Department†¦ Biography Peter Breunig Head, R&D, Energy Technology Biography Ahmed Badruzzaman Karen Grote Chief Information Officer, Global Marketing Corp Tele: +1-925-842-1000 Direct Tele: +1-925-842-4930 12 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts Senior IT Management (II) Biography John McDonald Chief Technology Officer & Vice President Richard Jackson aul. [email  protected] com Corp Tele: +1-925-842-1000 [email  protected] com Corp Tele: +1-925-842-1000 Direct Tele: +1-925-842-9021 Ashok Krishna Celia Lin Corp Tele: +1-925-842-1000 Direct Tele: +1-925-790-3789 Corp Tele: +1-925-842-1000 Jana Multhaup Kirk Rehage Director, IT Security Chief Information Protection Officer & General†¦ Vice President, Technology Downstream Chief Information Officer, Americas Products [email  protected] com Corp Tele: +1-925-842-1000 Chief Information Officer, Chevron Global Gas Biography Paul Huttenhoff Biography Biography Corp Tele: +1-925-842-1000 General Manager, IT AuditCorp Tele: +1-925-842-1000 Direct Tele: +1-925-827-7491 13 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts IT Management, Enterprise Architecture Biography Peter Breunig General Manager, Technology Management &†¦ Corp Tele: +1-925-842-1000 Direct Tele: +1-925-842-4750 Kelly Becker Tom Bell [email  protected] com Corp Tele: +1-925-842-1000 [email  protected] com Corp Tele: +1-925-842-1000 Direct Tele: +1-925-842-1470 Dennis Bourque Wendy Brumbach [email  protected] com Corp Tele: +1-925-842-1000 [email  protected] comCorp Tele: +1-925-842-1000 Henry Cariaso Lee Conroy [email  protected] com Corp Tele: +1-925-842-1000 Direct Tele: +1-925-358-7084 lee. [email  protected] com Corp Tele: +1-925-842-1000 Joseph Fielding Sebastian Gass [email  protected] com Corp Tele: +1-925-842-1000 sebastian. [email  protected] com Corp Tele: +1-925-842-1000 Manager, Information Technology Manager, Emerging Infrastructure Techno logies Biography Senior Manager, Windows Server Security Manager, Applications Development Manager, Enterprise Architecture Manager, Organizational Capability Manager, Information Technology, MidContinent†¦ Manager, Business Analytics 14Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts IT Management, Enterprise Architecture (II) Biography Peter Breunig General Manager, Technology Management &†¦ Corp Tele: +1-925-842-1000 Direct Tele: +1-925-842-4750 Ricky Gilbert Manager, Manufacturing, IT Systems [email  protected] com Corp Tele: +1-925-842-1000 Dennis Mores Manager, Data Center Office Corp Tele: +1-925-842-1000 Direct Tele: +1-925-358-7314 Shenita Ramsey Jennifer Scriabine [email  protected] com Corp Tele: +1-925-842-1000 [email  protected] comCorp Tele: +1-925-842-1000 Direct Tele: +1-925-842-5074 Client Manager, Information Technology Audit Manager, IS Ope rations Lisa Tharaud Global Category Manager, Enterprise Software lisa. [email  protected] com Corp Tele: +1-925-842-1000 15 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts IT Management, Strategy, Planning & Projects Biography Gilles Eberhard General Manager, IT Strategy, Planning & Project†¦ gilles. [email  protected] com Corp Tele: +1-925-842-1000 Josh Burdick Paul Fontenot josh. [email  protected] comCorp Tele: +1-925-842-1000 paul. [email  protected] com Corp Tele: +1-925-842-1000 Patrick Garcia Jamie Gibbs Corp Tele: +1-925-842-1000 jamie. [email  protected] com Corp Tele: +1-925-842-1000 Gene Guidry Franz Helin [email  protected] com Corp Tele: +1-925-842-1000 franz. [email  protected] com Corp Tele: +1-925-842-1000 Darryl Martin Laura Pollock Corp Tele: +1-925-842-1000 [email  protected] com Corp Tele: +1-925-842-1000 Project Manager Manager, Gl obal Infrastructure Design, Project†¦ Project Manager, Information Technology Program Manager Project Manager, IT Project Manager Project Manager, TCO Project Manager, Information Technology 6 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts IT Management, Strategy, Planning & Projects (II) Biography Gilles Eberhard General Manager, IT Strategy, Planning & Project†¦ Denise Sexton Dipak Vekaria denise. [email  protected] com Corp Tele: +1-925-842-1000 dipak. [email  protected] com Corp Tele: +1-925-842-1000 Senior Project Manager, Information Technology Project Manager, Information Systems, Gorgon IM&T Biography Biography gilles. [email  protected] com Corp Tele: +1-925-842-1000 Tommy YanowskiProgram Manager, Global Supply & Trading Corp Tele: +1-925-842-1000 17 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts Executive Management, Chevron Oronite Company Ronald Kiskis President, Chevron Oronite Company LLC Biography Corp Tele: +1-925-842-1000 David Seals Chief Information Officer, Chevron Oronite†¦ david. [email  protected] com Corp Tele: +1-925-842-1000 Direct Tele: +1-925-216-0026 Jirong Xiao Vice President, Products & Technology Corp Tele: +1-925-842-1000 18 Corporate Overview Org Charts & ContactsBios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts Executive Management, Chevron Venture Capital Trond Unneland Vice President & Managing Executive, Chevron†¦ Biography Corp Tele: +1-713-954-6000 John Hanten Desmond King Corp Tele: +1-713-954-6000 Direct Tele: +1-713-954-6360 Corp Tele: +1-713-954-6000 Colleen Mazza Matthew McElhattan Corp Tele: +1-713-954-6000 Corp Tele: +1-713-954-6000 Richard Pardoe Don Riley Corp Tele: +1-713-954-6000 Corp Tele: +1-71 3-954-6000 Venture Executive President, Chevron Technology Ventures Business Support Principal PrincipalVenture Executive 19 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts Executive Management, Chevron Australia Presentation Roy Krzywosinski Managing Director, Chevron Australia Pty Ltd. Corp Tele: +61-8-9216-4000 Colin Beckett Rick Biddle Corp Tele: +61-8-9216-4000 Corp Tele: +61-8-9216-4000 Kaye Butler Kevin Cunningham Corp Tele: +61-8-9216-4000 Corp Tele: +61-8-9216-4000 Brian Dalzell Peter Fairclough Corp Tele: +61-8-9216-4000 Corp Tele: +61-8-9216-4000 David Fielder Gerry Flaherty Corp Tele: +61-8-9216-4000Corp Tele: +61-8-9216-4000 General Manager, Greater Gorgon Area General Manager, Human Resources Manager, Finance Manager, Operational Excellence, Health†¦ General Manager, Operations General Manager, Policy, Government & Public†¦ Planning Manager General M anager, Asset Development 20 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation full org charts Executive Management, Chevron Australia (II) Presentation Roy Krzywosinski Managing Director, Chevron Australia Pty Ltd. Corp Tele: +61-8-9216-4000 David Minemier Brian SmithCorp Tele: +61-8-9216-4000 Corp Tele: +61-8-9216-4000 Neil Theobald Mike Williams Corp Tele: +61-8-9216-4000 Corp Tele: +61-8-9216-4000 Manager, Non-Operated Joint Ventures General Manager, Gas Marketing &†¦ General Manager, Wheatstone Development Managing Counsel 21 Corporate Overview Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation Contacts Company First Name Last Name Title Rank Telephone E-Mail Chevron Corporation – HRD Helen Alm HR Business Partner, AD HR Project Team Others Direct: +1-925-842-8236 [email  protected] com Chevron Corpor ation –HRD Leslie Ann Rodarte HR SAP Payroll Administrator Administrator Direct: +1-925-842-0803 [email  protected] com Chevron Corporation – HRD Jennifer Backer-Walton Manager, Global HR Reporting Manager Corp: +1-925-842-1000 jennifer. [email  protected] com Chevron Corporation Ahmed Badruzzaman Head, R&D, Energy Technology Head of Direct: +1-925-842-1043 ahmed. [email  protected] n. com Chevron Corporation Kelly Becker Manager, Information Technology Manager Corp: +1-925-842-1000 [email  protected] com Chevron Australia Pty Ltd. Colin Beckett General Manager, Greater Gorgon Area C-Level Corp: +61-8-9216-4000 Chevron CorporationLydia Beebe Chief Governance Officer & Corporate Secretary C-Level Corp: +1-925-842-1000 Chevron Corporation Tom Bell Manager, Enterprise Architecture Manager Direct: +1-925-842-1470 Chevron Corporation Paul Bennett Vice President & Treasurer Treasurer Corp: +1-925-842-1000 Chevron Corporation – HRD Norm Berkley Manager, Human R esources Manager Corp: +1-925-842-1000 Chevron Australia Pty Ltd. Rick Biddle Manager, Operational Excellence, Health, Environment & Safety C-Level Corp: +61-8-9216-4000 Chevron Corporation James Blackwell Executive Vice President, Technology & Services Vice President Corp: +1-925-842-1000Chevron Corporation Dennis Bourque Manager, Emerging Infrastructure Technologies Manager Corp: +1-925-842-1000 Chevron Corporation – HRD Susan Boyle Manager, Corporate HR Communications Manager Corp: +1-925-842-1000 Chevron Corporation Peter Breunig General Manager, Technology Management & Architecture C-Level Direct: +1-925-842-4750 Corporate Overview Org Charts & Contacts [email  protected] com [email  protected] com [email  protected] com 22 Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation Contacts Company First Name Last Name Title Rank Telephone Chevron Corporation – HRDKyle Bromley Manager, Human Resources Manager Corp: +1-925-842-1000 Chevron Corporation Wendy Brumbach Manager, Organizational Capability Manager Corp: +1-925-842-1000 Chevron Corporation – HRD Linda Buchanan Manager, Employee Development & Organization Capability Manager Corp: +1-925-842-1000 Chevron Corporation Josh Burdick Project Manager Manager Corp: +1-925-842-1000 Chevron Australia Pty Ltd. Kaye Butler General Manager, Human Resources C-Level Corp: +61-8-9216-4000 Chevron Corporation Henry Cariaso Senior Manager, Windows Server Security Manager Direct: +1-925-358-7084 [email  protected] com Chevron Corporation Lynn ChouGeneral Manager, Process Applications & Data C-Level Corp: +1-925-842-1000 lynn. [email  protected] com Chevron Corporation – HRD Sean Connors Supervisor, Staffing Supervisor Corp: +1-925-842-1000 Chevron Corporation Lee Conroy Manager, Information Technology, MidContinent & Alaska Manager Corp: +1-925-842-1000 Chevron Corporation Denise Coyne Chief Information Officer, Corporate Department & S ervices CIO Direct: +1-925-842-4100 or +1-925-842-7212 Chevron Australia Pty Ltd. Kevin Cunningham General Manager, Operations C-Level Corp: +61-8-9216-4000 Chevron Australia Pty Ltd. Brian Dalzell Manager, Finance Manager Corp: +61-8-9216-4000Chevron Corporation – HRD Janet Duncan HR Business Partner Others Direct: +1-925-842-7739 janet. [email  protected] com Chevron Corporation Gilles Eberhard General Manager, IT Strategy, Planning & Project Management C-Level Corp: +1-925-842-1000 gilles. [email  protected] com Chevron Corporation – HRD Jennifer Edris Team Leader, Human Resources Lead Corp: +1-925-842-1000 Corporate Overview E-Mail [email  protected] com josh. [email  protected] com lee. [email  protected] com 23 Org Charts & Contacts Bios, Interviews & Presentations IT Infrastructure & Apps ORG CHARTS AND CONTACTS Chevron Corporation Contacts Company First Name Last NameTitle Rank Telephone E-Mail Chevron Corporation Louie Ehrlich President, Chevron Info rmation Technology Company & Chief Information Officer, Chevron Corp CIO Direct: +1-925-790-3412 Chevron Corporation – HRD Helen Fairclough Manager, HR Strategy & Talent Management, Downstream & Chemicals Manager Corp: +1-925-842-1000 Chevron Australia Pty Ltd. Peter Fairclough General Manager, Policy, Government & Public Affairs C-Level Corp: +61-8-9216-4000 Chevron Australia Pty Ltd. David Fielder Planning Manager Manager Corp: +61-8-9216-4000 Chevron Corporation Joseph Fielding Manager, Applications Development Manager Corp: +1-925-842-1000

Future of Pakistan

Future of Pakistan After a great struggle Muslims of the sub-continent succeeded to get a homeland where they could lead their lives according to their religion. On 14th august, 1947. Pakistan came into being. unto now Pakistan has made much progress in different fields. Although Pakistan has been In troubles from the very first day yet It has made much progress . Now Pakistan is the 6th atomic power in the world. Exploring current images of Pakistan's futures is the task for this essay. Based on a literature review ofPakistani magazines, newspapers and Journals as well as conversations with Pakistani scholars and interviews with members of the general public, we develop and evaluate five Images or scenarios of the future. This essay concludes with suggestions for designing alternative futures for Pakistan. Before we articulate these images of the future, let us first examine the â€Å"futures approach† to the study of social reality. A futures view focuses primarily on tempor ality. Where are we going? What are the possibilities ahead? What strategies can we use to realize our goals?How can he Image of the future help us better understand and change today? who are the losers and winners In any particular articulation of time? The futures perspective Is initially similar to traditional political analysis in that it begins with an exploration of economic, International and social events and the choices made by actors that make these events possible. However, the futures view also attempts to place events and choices within an historical dimension; that is, the larger and deeper structures that make these discrete events intelligible, such as core-periphery. ban-rural, gender, caste, and macro patterns of social change. Also important in the futures view is the post-structural dimension; the larger meaning system or the epistemological ground plan of the real as embedded in language that constitutes events and structures. unfortunately, most efforts to unde rstand the future remain in the predictive mode. It Is often asked. what and when will a particular event occur and how can we profit or increase our power from a specific prediction? Economists and strategic analysts claim to excellent this task.Our efforts here-sensitive to the richness of reality and the need to decolonize the study of the future from narrow models of reality–is to explore images or scenarios of the future. Our task is not to predict and thereby make this essay political fodder for technocrats but to use the future to create real possibilities for change. We thus do not intend to give a familiar reading of Pakistan's future, as might be available In a five year plan, rather we enter Into a discussion of alternative futures, of the many choices ahead as contoured by the structure of istory and the modern boundaries of knowledge that frame our identity.In the images or scenarios that follow it should be remembered that these images are meant as tools for dis cussion and dialog; they are intended to clarify the futures ahead not to reify social reality. Our goal is Insight not prediction. As an Initial caveat, an important failing of this essay is that the textual sources and conversations were entirely in English–one might get different images with local Pakistani languages.By Zainabazharl 2 here they could lead their lives according to their religion. On 14th august, 1947, Pakistan came into being. Unto now Pakistan has made much progress in different fields. Although Pakistan has been in troubles from the very first day yet it has made and evaluate five images or scenarios of the future. This essay concludes with the image of the future help us better understand and change today? Who are the losers and winners in any particular articulation of time?The futures perspective is economic, international and social events and the choices made by actors that make ake these discrete events intelligible, such as core-periphery, urban-ru ral, gender, Unfortunately, most efforts to understand the future remain in the predictive mode. It is often asked, what and when will a particular event occur and how can we profit claim to excellent this task. Our efforts here–sensitive to the richness of reality and future, as might be available in a five year plan, rather we enter into a discussion of ahead not to reify social reality. Our goal is insight not prediction. As an initial caveat,

The 14th Amendment to the U.S. Constitution

The 14th Amendment to the U.S. Constitution The 14th Amendment to the United States Constitution deals with several aspects of U.S. citizenship and the rights of citizens. Ratified on July 9, 1868, during the post-Civil War era, the 14th, along with the 13th and 15th Amendments, are collectively known as the Reconstruction Amendments. Although the 14th Amendment was intended to protect the rights of the recently freed slaves, it has continued to play a major role in constitutional politics to this day.   In response to the Emancipation Proclamation and the 13th Amendment, many Southern states enacted laws known as Black Codes designed to continue to deny African Americans certain rights and privileges enjoyed by white citizens. Under the states Black Codes, recently freed slaves were not allowed to travel widely, own certain types of property, or sue in court. In addition, African Americans could be jailed for not being able to repay their debts, leading to racially-discriminating labor practices like the leasing of convicts to private businesses. The 14th Amendment and the Civil Rights Act of 1866 Of the three Reconstruction amendments, the 14th is the most complicated and the one that has had the more unforeseen effects. Its broad goal was to reinforce the Civil Rights Act of 1866, which ensured that all persons born in the United States were citizens and were to be given full and equal benefit of all laws. The Civil Rights Act of 1866 protected the â€Å"civil† rights of all citizens, such as the right to sue, make contracts, and buy and sell property. However, it failed to protect â€Å"political† rights, like the right to vote and hold office, or â€Å"social† rights guaranteeing equal access to schools and other public accommodations. Congress had intentionally omitted those protections in hopes of averting the bill’s veto by President Andrew Johnson (1808–1875). When the Civil Rights Act landed on President Johnsons desk, he fulfilled his promise to veto it. Congress, in turn, overrode the veto and the measure became law. Johnson, a Tennessee Democrat and staunch supporter of states’ rights, had clashed repeatedly with the Republican-controlled Congress. Fearing President Johnson and Southern politicians would attempt to undo the protections of the Civil Rights Act, Republican congressional leaders began work on what would become the 14th Amendment. Ratification and the States After clearing Congress in June of 1866, the 14th Amendment went to the states for ratification. As a condition for readmittance to the Union, the former Confederate states were required to approve the amendment. This became a point of contention between Congress and Southern leaders. The 14th Amendment.   U.S. National Archives Connecticut was the first state to ratify the 14th Amendment on June 30, 1866. During the next two years, 28 states would ratify the amendment, although not without incident. Legislatures in Ohio and New Jersey both rescinded their states pro-amendment votes. In the South, Louisiana and North and South Carolina refused initially to ratify the amendment. Nevertheless, the 14th Amendment was declared formally ratified on July 28, 1868. The 14th Amendment and the Civil Rights Cases of 1883 With its passage of the Civil Rights Act of 1875, Congress attempted to bolster the 14th Amendment. Also known as the â€Å"Enforcement Act,† the 1875 Act guaranteed all citizens, regardless of race or color, equal access to public accommodations and transportation, and made it illegal to exempt them from serving on juries. In 1883, however, the U.S. Supreme Court, in its Civil Rights Cases decisions, overturned the public accommodation sections of the Civil Rights Act of 1875 and declared that the 14th Amendment did not give Congress the power to dictate the affairs of private businesses.   As a result of the Civil Rights Cases, while African Americans had been declared legally â€Å"free† U.S. citizens by the 14th Amendment, they continue to face discrimination in society, economics, and politics into the 21st century. Amendment Sections The 14th Amendment contains five sections, of which the first contains the most impactful provisions.   Section One guarantees all rights and privileges of citizenship to any and all persons born or naturalized in the United States. It also guarantees all Americans their constitutional rights and prohibits the states from passing laws limiting those rights. Lastly, it ensures that no citizens right to life, liberty, or property will be denied without due process of law.    Section Two specifies that the process of apportionment used to fairly distribute seats in the U.S. House of Representatives among the states must be based on the whole population, including freed African American slaves. Prior to this, African Americans had been under-counted when apportioning representation. The section also guaranteed the right to vote to all male citizens age 21 years or older. Section Three forbids anyone who participates or has participated in â€Å"insurrection or rebellion† against the United States from holding any elected or appointed federal office. The section was intended to prevent former Confederate military officers and politicians from holding federal offices. Section Four addresses the federal debt by confirming that the neither the United States nor any state could be forced to pay for lost slaves or debts that had been incurred by the Confederacy as a result of their participation in the Civil War.   Section Five, also known as the Enforcement Clause, grants Congress the power to pass â€Å"appropriate legislation† as necessary to enforce all of the amendments other clauses and provisions. Key Clauses The four clauses of the first section of the 14th Amendment are the most important because they have repeatedly been cited in major Supreme Court cases concerning civil rights, presidential politics and the right to privacy. The Citizenship Clause The Citizenship Clause overrules the 1875 Supreme Court Dred Scott decision that freed African American slaves were not citizens, could not become citizens, and thus could never enjoy the benefits and protections of citizenship. The Citizenship Clause states that â€Å"All persons born or naturalized in the United States, and subject to the jurisdiction thereof, are citizens of the United States and of the state wherein they reside.† This clause played an important role in two Supreme Court cases: Elk v. Wilkins (1884) which addressed citizenship rights of Native Americans, and United States v. Wong Kim Ark (1898) which affirmed the citizenship of U.S.-born children of legal immigrants. The Privileges and Immunities Clause The Privileges and Immunities Clause states No state shall make or enforce any law which shall abridge the privileges or immunities of citizens of the United States.  In the Slaughter-House Cases (1873), the Supreme Court recognized a difference between a persons rights as a U.S. citizen and their rights under state law. The ruling held that state laws could not impede a persons federal rights. In McDonald v. Chicago (2010), which overturned a Chicago ban on handguns, Justice Clarence Thomas cited this clause in his opinion supporting the ruling. The Due Process Clause The Due Process Clause says no state shall deprive any person of life, liberty, or property, without due process of law. Although this clause was intended to apply to professional contracts and transactions, over time it has become most closely cited in right-to-privacy cases. Notable Supreme Court cases that have turned on this issue include Griswold v. Connecticut (1965), which overturned a Connecticut ban on the sale of contraception; Roe v. Wade (1973), which overturned a Texas ban on abortion and lifted many restrictions on the practice nationwide; and Obergefell v. Hodges (2015), which held that same-sex marriages deserved federal recognition. The Equal Protection Clause The Equal Protection Clause prevents states from denying to any person within its jurisdiction the equal protection of the laws.  The clause has become most closely associated with civil rights cases, particularly for African Americans. In Plessy v. Ferguson (1898) the Supreme Court ruled that Southern states could enforce racial segregation as long as separate but equal facilities existed for blacks and whites. It wouldnt be until Brown v. Board of Education (1954) that the Supreme Court would revisit this opinion, ultimately ruling that separate facilities were, in fact, unconstitutional. This key ruling opened the door for a number of significant civil rights and affirmative action court cases. Bush v. Gore (2001) also touched on the equal protection clause when a majority of justices ruled that the partial recount of presidential votes in Florida was unconstitutional because it was not being conducted the same way in all contested locations. The decision essentially decided the 2000 presidential election in George W. Bushs favor. The Lasting Legacy of the 14th Amendment Over time, numerous lawsuits have arisen that have referenced the 14th Amendment. The fact that the amendment uses the word state in the Privileges and Immunities Clause- along with interpretation of the Due Process Clause- has meant state power and federal power are both subject to the Bill of Rights. Further, the courts have interpreted the word person to include corporations. As a result, corporations are also protected by due process along with being granted equal protection. While there were other clauses in the amendment, none were as significant as these. Updated by Robert Longley   Sources and Further Reading Baer, Judith A. Equality Under the Constitution: Reclaiming the Fourteenth Amendment. Ithaca NY: Cornell University Press, 1983.  Lash, Kurt T. The Fourteenth Amendment and the Privileges and Immunities of American Citizenship. Cambridge UK: Cambridge University Press, 2014.Nelson, William E. The Fourteenth Amendment: From Political Principle to Judicial Doctrine. Cambridge MA: Harvard University Press, 1988