Critical Review of "Aggression among young adults in the social Article

Critical Review of "Aggression among young adults in the social context of the bar" by Kathryn Graham and Samantha Wells - Article Example Though a number of studies were directed to examining the connection between aggressive behaviour and intoxication little or now research were conducted in the specific places for alcohol consumption. Therefore, the authors supposed that social context of the bar has certain effects on the participants of the aggression. First the authors outline the previous research done in this sphere. And it turns out that the previous research conducted in this sphere aimed to study the following notions in the context of aggression in bars: the average number of the participants as well as the characteristics, cross-cultural differences as well as environmental factors that contribute to the aggressive behavior. The triggers of aggressive behaviour in bars were also the object of attention of different studies. The very nature of the aggression in social context of the specific environment such as a bar was the least examined phenomenon that is why Graham and Welis directed their attention to it primarily. They hypothesized that the specific environment as well the context of the incident contributed to the appearance of aggressiveness among individuals to a certain extent. The authors aimed to find out how the behaviour of all participants involved into the aggressive episode influences its course and what as pects of social interaction define the aggressive incident. Moreover, the authors aimed to outline the general course of events development during aggressive incidents: general number of participants involved, levels of aggression and intoxication of participants, the environment that influenced the incident directly and indirectly. The chosen methods of research allowed authors to define the context of the aggressive incidents and compare it to the context defined by previous research in this sphere. As the methods of the

Hinduism, History of Christian Thought, and Greek Philosophy Research Paper

Hinduism, History of Christian Thought, and Greek Philosophy - Research Paper Example A study of the religious scriptures in Hindu mythology reveals various forms of Krishna and its simultaneous worships. The figures of Krishna as the supreme manifestation of power have been portrayed in every form. Three levels of Krishna mythology have been evident from the study of religious doctrines. The oldest and the most popular form of Krishna are evident in the oldest core of the Mahabharata. In Mahabharata Krishna is depicted as the son of the Vasudeva and Devaki. In Mahabharata Krishna has been portrayed to belong from the Yadava society and plays an instrumental part in the war of Kurukshetra where he served as the charioteer of Arjuna. In the expanded version of Mahabharata we find Krishna as the incarnation of Vishnu and the wisdoms of the Bhagwad Gita, The holy book of the Hindu’s are proclaimed through him. The form of incarnation of Visnu was found after 300 B.C.E which is popularly known as the early Hindu period. After 200 C.E. Krishna is depicted as the cowherd of Vrindavana and symbolizes as the passionate lover of Gopis and Radha in particular. This depiction of character of Krishna is found in Harivamsa and Vishnu purana. Other than a passionate lover Krishna he is portrayed as a slayer of demons. However in the Pre Aryan period there is no evidence of w orship of Krishna. The first two images of Krishna as the chief of Yadava and the reincarnation of lord Vishnu settled from the area of Dwarka to Mathura. However the form of Krishna as the cowherd of Vrindavana is not there in the Bhagwat Gita. The divine power of Krishna is evident in the Vishnu purana from his childhood where he demolishes various demons encountered by him. In Viishnu Purana however Krishna is not portrayed to take part in the war nor is a teacher of Gita. (Hopkins, p 99-104) The different form of Krishna often raises confusion. But the portrayal of Krishna in different forms in different era of Hindu mythology stresses on the fact that the presence of Krishna is there as a form of good source of energy and its presence cannot be ignored. The idea of re-incarnation of Vishnu as Krishna also is based on the same propositions as Vishnu is claimed to have ten other avatars. The Hindus have handled the different adaptations oh Krishna but worships them as a single fo rce of power. The importance of historical study is important in understanding the theology of Hindu. The different forms of Krishna and its significance can be clearly understood by studying the different religious chronicle in different times of history. The division of Hindu mythology is also very vast and should be studied minutely to have a clear understanding of the proceedings. The depiction of varied character of Krishna in Vishnu purana and Gita shows considerable link between them and helps to conclude that both of the characters are of the same person. Worksheet -15 1. The teachings of Athanasius were held as harsh by the church of Alexandaeria. His teachings tried to pry matters outside his domain which made him look unpopular. However his teachings were in favor of the council of Nicaea. He also used homousious and he believed that the divinity of the worlds would not have been possible by the divine participation of god. His meltian opponents were Eusebius and Arsenius . He exiled to Trier to prevail peace between the church and the east and the rise of the hostility with the opponents. He refused to attend many types of council as charges would be stacked against him. (Frend, 524) 2. The council of Sardica took place under a series of events. Constantine was governing the empire and he himself murdered his wife Fusta. The eastern frontier on the other hand was managed by his nephew. Constantine used his administrative skills to manage the empire. The importance of the council lies in the fact that the three brothers who were ruling had different views. Constantine II and Constants promoted the views of Nicaea whereas Constantius was guided by the view of Eusebi. In order to prevent the difference of view and reach a

Rolls Royces Strategic And Business Management Management Essay

Rolls Royces Strategic And Business Management Management Essay Rolls-Royce is founded in 1906 by Frederick Henry Royce and Charles Stewart Rolls (Pugh, Peter, 2001).Headquartered in London. As a diversified company, Rolls-Royce operates in four global markets namely civil aerospace, defense aerospace, marine and energy-in each of which it is among the worlds top three competitors. The company has manufacturing sites or service centers located in 50 countries around the world. Rolls-Royce produces both commercial and military engines civil and defense aerospace business for a broad customer base, including more than 650 airlines, 4,000 corporate and utility aircraft and helicopter operators, and 160 armed forces around the world. Rolls-Royce also supplies power generation systems to the oil and gas industry and is one of the worlds largest makers of marine propulsion systems. It maintains key operations in North America, Europe, and Asia, with emerging presence in the Middle East (Nancy Daniels, 2001). Rolls-Royces revenue for the year 2009 was  ¿Ã‚ ¡10,414 million, definitely higher than the figure for 2008, which is  ¿Ã‚ ¡9,082 million. In 2009, 44% of Rolls-Royces revenue came from civil aerospace, while defense aerospace, marine and energy each accounted for 20%, 26%, 10% (Rolls-Royce, 2009). 2. Analysis of the Current Business Environment Affecting the Industry 2.1 Macro-Environmental Analysis The PESTLE analysis (appendix A) details the main macro-environmental trends affecting the aviation industry. Of these, the economic crisis is the most pressing current issue but in the longer term, technological advancements remain central to the industrys progression. More international cultural exchange will accelerate the development of aviation industry, and the growth in developing countries needs more energy and a range of products serviced by Rolls-Royce. 2.2 Micro-Environmental Analysis Porters Five Forces analysis (appendix B) indicates that the threat of substitution in the aviation industry is fairly low. Limited to the technologies and standards, the airline company can only get the suitable parts from the original corporation which supplied the products. Threat of entry is quite low because the aviation industry needs the latest scientific and technological achievements and long-term technology accumulation as well as a lot of money and human resources, so the potential competitors are hard to entry. Suppliers are hard to influence the aviation industry, for the reason that big corporations such as General Electric (GE) and Rolls-Royce possess the key technologies, while the suppliers are so many that can be easily replaced. The power of buyers has increased somewhat due to ease of switching, transparency of costs. But they dont have many choices but only three. Overall, competitive rivalry within the aviation industry is very high due to the presence of General Electric (GE) and Pratt Whitney (PW), rapid technological change and intense products and services competition. 2.3 Main Opportunities and Threats The main opportunity is the increasing business in the jet aircraft market and growing aerospace and defense market as well as Rolls-Royces Strategic alliances and investments. The most prominent threat currently faced by the industry is the economic crisis. Based on a survey of randomly selected flight departments about their expected use and purchase plans over the next five years, market forecasters believe Europe will remain a major source of demand for business aircraft, and orders will reach record levels in the next five years. While most of Europe entered recession about a year later than the America, European orders are expected to recover once economic growth resumes (Ian Goold, 2010). The challenge of climate change will present a range of exciting opportunities for Rolls-Royce. Many customers will potentially consider investing in new technology earlier in order to minimize emissions. Equally there is likely to be a lot of interest in future low carbon technologies as well as alternative energy sources (Rolls-Royce, 2009). And as manufacturing employment has declined in Britain, there has been less reason for the best and brightest to study the subjects that manufacturing demands. Rolls-Royce executives say that the pool of experienced engineers, process managers and skilled workers from which the company can recruit is shrinking (The Economist, 2009). Any company engaged in global business should be aware of the risks of currency fluctuations. In such an economic environment, the exchange rate fluctuations can affect Rolls-Royces earnings and value. They are fully exposed to what is known as an exchange risk. 3. Analysis of Rolls-Royces Strategic Capabilities 3.1 How the various market trends have affected Rolls-Royce plc And after 1987 the various market trends are as following: Rolls-Royce was rescued by being nationalised by a Conservative government when the firm reached its nadir in 1971. Margaret Thatcher privatised it in 1987, when Rolls-Royces engines were then used by only a handful of airlines. There was a trend that the engine market would be dominated by GE and Pratt Whitney. After that, the core of the firms strategy had been to increase the number of its engines powering the worlds civil jets. There was a trend that defence spending would be reduced after 1987, which was the edge of the end of cold war. Growth in civil business was doubly important because Rolls-Royce was badly hit by the fall of the Soviet Union-at which time defence accounted for 60% of its revenues (The Economist, 2005). Government began to reduce defence spending, thus Rolls-Royce got less orders from the military. Worse for the firm, British Airways, which was Rolls-Royces old customer, equipped its new Boeing 777 wide-body planes with GE engines (The Economist, 2005). From then on, Rolls-Royce tried its best to get its engines on the wings of big airlines around the world. The British government used to be Rolls-Royces biggest customer, buying its jet engines for Royal Air Force planes and its nuclear power plants for Royal Navy submarines. But nowadays America (the biggest defense market by far) is its biggest defense customer, using its jet engines on todays jump-jet aircraft and planning to do so on the Lockheed Martin F-35 fighter, which promises to be the subject of the biggest contract in military history (The Economist, 2005). Nowadays America and British are facing the threat of international terrorist organizations, so the market is still promising. With the development of the worlds emerging economies, the world needs ever more tankers to transport oil and gas over long distances, and demand is growing for economical but high-power marine gas turbines to drive them, in place of the diesel-electric hybrid motors that have dominated until now. 3.2 Rolls-Royces development strategies According to these various market trends, Rolls-Royce increased the number of its engines to civil jet, and bought copper in order to push oil and gas along pipelines. In order to expand American market share, Rolls-Royce bought Allison. With over 80 per cent  of global commercial shipbuilding taking place in Asia, Rolls-Royce recently relocated its global headquarters for the Marine business to Singapore, bringing the Group closer to the customer base. The company had already placed its Global Headquarters for Marine Services and the regional headquarters for the Commercial Marine business covering Asia, the Middle East, India and Australia in Singapore. The operations also house one of Rolls-Royces global repairs and overhaul service centers. Rolls-Royce stands out as well for being the only company to offer an expanded OEM warranty (Rolls-Royce, 2009). As the expansion of the new markets and the use of new engine, Rolls-Royce has sold more services together with their products. Ansoff: product/ market matrix Product Current new Current penetration product development Market New market development diversification The theory of the Ansoffs: Product penetration refers to current product for current market. Aircraft engines Automation and control equipment Diesel and gas turbine engines Electric propulsion systems Engine support services Fuel cells Generators Offshore drilling equipment Overhaul and repair services Technical publications Training (Hoovers, Inc., 2009) Product development -it means new product for current market. Diesel and gas turbine engines; providing a better service Market development it means current product for new market. Marine motors ¼Ã…’Fuel cells ¼Ã…’Engine support services; Expanding American market share Diversification-It means new products for new market. Such as jet engines 3.3 How the main competitive advantage have been built up Competitive advantage refers to condition which enables a company to operate in a more efficient or otherwise higher-quality manner than the companies it competes with, and which results in benefits accruing to that company. After 1987 Rolls-Royce focused on four sectors which are civil, military, and marine as well as energy, and the firm continued its expenditure on investment and RD, it provides new products and new technologies. Rolls-Royces competitive advantage mainly focuses on core markets and core technology. We can see that, for the past decades years, the core strategy of the company has been to focuses on the four chosen markets namely civil aerospace, defense aerospace, marine and energy, now each of them are the top three in the world. Meanwhile, Rolls-Royce has increased the number of its engines powering the worlds civil jets, and the whole firm mainly makes all kind of engines, which accounts the majority of their revenue.   3.4 Evaluate the companys use of acquisitions Acquisitions means acquiring control of a corporation, called a target, by stock purchase or exchange, either hostile or friendly, also called takeover. After 1987 Rolls-Royce had several acquisitions as a method of strategic growth as following: (1) In 1996 Rolls-Royce bought Allison, its an American maker of small jet engines, mostly for corporate jets. This gave Rolls-Royce a significant presence in America-essential for any firm seeking to increase sales to the Pentagon (The Economist, 2005). From then on, American gradually  replaced Britain as Rolls-Royces largest market.   (2) In 1999 the company bought Vickers, a struggling arms-and-marine business. This acquisition took Rolls-Royce into the business of marine propulsion systems for warships. (3)In the same year Rolls-Royce bought Coopers, another specialist company, as the short cut in compressors with gas turbines in order to push oil and gas, which was very good for Rolls-Royces energy business. 3.5 Main Strengths and Weaknesses Rolls-Royces main weakness is they have to employ a lot of employee, which is very common in the manufacturing industry. It means Rolls-Royce has to pay a lot benefit for the retail employee. And sometimes, the orders may not be implemented well in such a big group corporation. There is another issue that Rolls-Royce has to focus on, that is, the increasing inventory which is caused by the unexpected order or demand. This will increase the companys operating costs. Rolls-Royces main strength is they are a leading integrated power systems company operating in the civil and defense aerospace, marine and energy markets. They have built their golden quality of their band, and they have regular partners and customers, for whom they will provide sustainable products and services. Furthermore, Rolls-Royce is a global corporation, so their business has a diversified geographic spread, which can be a source of guaranteed profit. Also they have a strong and trustful leadership to guarantee the right direction the corporation goes. Evaluation of Rolls-Royces Recent Strategies Rolls-Royces recent strategy is based on five key elements: 4.1 Address four global markets Rolls-Royce should focuses on the four core businesses, civil aerospace, defense aerospace, marine and energy, which are the most four profitable markets to the corporation. And there are still a lot to be done in order to develop the international market. As we know, Europe and the American market accounted for the majority of revenue, thus Asia and African are two emerging markets to emphasize. In some developing countries, Rolls-Royce will benefit from the preferential policies and cheap labor force. 4.2 Invest in technology, infrastructure and capability Rolls-Royce needs to invest more in RD to develop more innovative, environment-friendly products in order for it to keep the possession of advanced technologies and to offer better services. Meanwhile, with the development of the global market, it is necessary to invest more on the infrastructure to offer better services and attract more customers. 4.3 Develop a competitive portfolio of products and services As mentioned above, a competitive portfolio of products and services can consolidate existing markets and explore new markets. 4.4 Grow market share and installed product base Across the group, the installed base of engines in service is expected to generate attractive returns over many years (Rolls-Royce, 2009). 4.5 Add value for the customers through the provision of product-related services. Rolls-Royce should seek to add value for their customers with aftermarket services that will enhance the performance and reliability of their products (Rolls-Royce, 2009). 4.6 Others Manufacturing industry need a lot employee to make products, so Rolls-Royce could move the manufacturing centers to countries with low labor costs, which can greatly cut the cost. 4.7 Key Competitors GE Aviation and Pratt Whitney are Rolls-Royces top competitors. General Electric (GE) enjoys a very strong position in the wide body market, with the CF6 and GE90 engines powering about 40% of aircraft in the class. Pratt Whitney (PW) and Rolls-Royce each have about a 30% market share with the JT9D/PW4000 and the RB211/Trent series, respectively (Aircraft Economics, 2004/2005). To date, the most fuel efficient single-aisle jet engine belongs to Pratt Whitney, a considerably smaller player. The company unveiled its PW1000G geared turbofan in 2008 after a decade of development and promised it would reduce fuel burn by some 12% to 15% compared to todays engines (WSN Staff, 2010). In other business areas, there are some Rolls-Royces competitors not as big as GE and Pratt Whitney, such as SAFRAN, Emerson Electric, GE Honda Aero Engines, Honeywell Aerospace, IHI Corp, Kawasaki Heavy Industries, McDermott, Siemens AG, and Volvo. 5. Evaluation of Rolls-Royces leadership Sir John Rose took over as CEO in 1996. Rolls-Royces CEOs used to have an engineering background until Sir John Rose. He likes the intensely challenging job in Rolls-Royce which has something to do with His adventurous lifestyle, I guess. His leadership is critical to Rolls-Royces success. Rose insisted on continuing to invest substantially in the Trent engine series and it proved to be very important. Under Roses direction, the second largest business of Rolls-Royce, marine propulsion also has fared very well over the past years (Heller, Richard, 2005). Sir John Rose attaches importance to the after-sales business. And it makes sense, because engine services and sales of spare parts to replace worn components make up more than 50 percent of turnover. All in all, Rolls Royces leadership is smart, mature ¼Ã…’dynamic, aggressive and trustworthy. 6. Conclusion Rolls-Royce, the global leader in power systems and services for air, land and sea, will focus on both the importance of services for its civil and defense aerospace markets and its newest programs for these markets, mainly on the global market. In civil and military business, they can also through acquisition of developing countrys jet industry to expand market segment. Therefore there are tremendous opportunities for future business in expanding consumer markets, such as China and India. After setbacks in the exploration, the corporation has achieved a positive development under the leadership of Sir John Rose.

Geothermal Energy: A Clean and Renewable Energy :: Alternative Energy Sources

What is Geothermal Energy? The term geothermal comes from the Greek geo meaning earth and therine meaning heat thus geothermal energy is energy derived from the natural heat of the earth. The heat that flows from the Earth's hot interior due to crustal plate movements, zones of high heat flow, may be located close to the surface where convective circulation plays a signifcant role in bringing the heat close to the surface (World Bank Group, 2012). The Earth's crust, on which we live and depend, is in large part the product of millions of once-active volcanoes and tremendous volumes of magma that did not erupt but instead cooled below the surface. Such persistent and widespread volcanism has resulted in many valuable natural resources throughout the world. ... Groundwater heated by large, still-hot magma bodies can be tapped for geothermal energy. -- Excerpt from: Brantley, 2014, Volcanoes of the United States, USGS General Interest Publication Deep circulation of groundwater along fracture zones will bring heat to shallower levels, collecting the heat flow from a broad area and concentrating it into shallow reservoirs or discharging as hot springs. These reservoirs may contain hot water and/or stream. By drilling into these reservoirs, the hot water and/or steam is piped to the surface where it is used for direct use applications, or the high pressure steam is separated to drive turbines for power generation. The low energy waste water form such power generaiton is then usually re-injected back into the reservoir, or further utilised for direct heat applications. This technology enables it to be utilised to generate electricity and provide domestic and industrial heat. Geothermal energy has proven to be reliable, economic, environmentally friendly and renewable (World Bank Group, 2012). In general there are two main categories, (1) the high temperature resources and (2) the moderate/low temperature resources. The high temperature geothermal resources - 220 degrees Celsius and up - are predominantly found in volcanic regions and island chains. The moderate to low temperature resources are found on all continents. The high temperature are almost always used for power production while most of the low temperature resources are used for direct heating purposes or agriculture and aquaculture. How does Harnessing Geothermal Energy Work? Deep wells, a mile or more deep, can tap reservoirs of steam or very hot water that can be used to drive turbines which power electricity generators. There are 3 types of geothermal power plants in use today, and they are: Geothermal Energy: A Clean and Renewable Energy :: Alternative Energy Sources What is Geothermal Energy? The term geothermal comes from the Greek geo meaning earth and therine meaning heat thus geothermal energy is energy derived from the natural heat of the earth. The heat that flows from the Earth's hot interior due to crustal plate movements, zones of high heat flow, may be located close to the surface where convective circulation plays a signifcant role in bringing the heat close to the surface (World Bank Group, 2012). The Earth's crust, on which we live and depend, is in large part the product of millions of once-active volcanoes and tremendous volumes of magma that did not erupt but instead cooled below the surface. Such persistent and widespread volcanism has resulted in many valuable natural resources throughout the world. ... Groundwater heated by large, still-hot magma bodies can be tapped for geothermal energy. -- Excerpt from: Brantley, 2014, Volcanoes of the United States, USGS General Interest Publication Deep circulation of groundwater along fracture zones will bring heat to shallower levels, collecting the heat flow from a broad area and concentrating it into shallow reservoirs or discharging as hot springs. These reservoirs may contain hot water and/or stream. By drilling into these reservoirs, the hot water and/or steam is piped to the surface where it is used for direct use applications, or the high pressure steam is separated to drive turbines for power generation. The low energy waste water form such power generaiton is then usually re-injected back into the reservoir, or further utilised for direct heat applications. This technology enables it to be utilised to generate electricity and provide domestic and industrial heat. Geothermal energy has proven to be reliable, economic, environmentally friendly and renewable (World Bank Group, 2012). In general there are two main categories, (1) the high temperature resources and (2) the moderate/low temperature resources. The high temperature geothermal resources - 220 degrees Celsius and up - are predominantly found in volcanic regions and island chains. The moderate to low temperature resources are found on all continents. The high temperature are almost always used for power production while most of the low temperature resources are used for direct heating purposes or agriculture and aquaculture. How does Harnessing Geothermal Energy Work? Deep wells, a mile or more deep, can tap reservoirs of steam or very hot water that can be used to drive turbines which power electricity generators. There are 3 types of geothermal power plants in use today, and they are:

Exercises from Financial Management Book, Chapter14

Solutions to Exercises Session 2 (Capital Structure) 14-1QBE = [pic] QBE = [pic] QBE = 500,000 units. 14-4From the Hamada equation, b = bU[1 + (1 – T)(D/E)], we can calculate bU as bU = b/[1 + (1 – T)(D/E)]. bU = 1. 2/[1 + (1 – 0. 4)($2,000,000/$8,000,000)] bU = 1. 2/[1 + 0. 15] bU = 1. 0435. 14-8Facts as given: Current capital structure: 25% debt, 75% equity; rRF = 5%; rM – rRF = 6%; T = 40%; rs = 14%. Step 1:Determine the firm’s current beta. rs= rRF + (rM – rRF)b 14%= 5% + (6%)b 9%= 6%b 1. 5= b. Step 2:Determine the firm’s unlevered beta, bU. bU= bL/[1 + (1 – T)(D/E)] 1. 5/[1 + (1 – 0. 4)(0. 25/0. 75)] = 1. 5/1. 20 = 1. 25. Step 3:Determine the firm’s beta under the new capital structure. bL= bU[1 + (1 – T)(D/E)] = 1. 25[1 + (1 – 0. 4)(0. 5/0. 5)] = 1. 25(1. 6) = 2. Step 4:Determine the firm’s new cost of equity under the changed capital structure. rs= rRF + (rM – rRF)b = 5% + (6%)2 = 17%. 14-9a. a. If net income = $1,000,000 and dividend payout ratio = 40%, then the total amount of dividend paid in Year 0 was 40% x $1,000,000 = $400,000. Therefore, the current dividend per share, D0, = $400,000/200,000 shares = $2. 0. D1 = $2. 00(1. 05) = $2. 10. Therefore, P0 = D1/(rs – g) = $2. 10/(0. 134 – 0. 05) = $25. 00. b. Step 1:Calculate EBIT before the recapitalization: The firm is 100% equity financed, so there is no interest expense. (EBIT = EBT NI = EBT – Taxes = EBT – EBT(T) = EBT (1-T) ? EBIT = EBT = NI/ (1-T) = $1,000,000/(1 – T) = $1,000,000/0. 6 = $1,666,667. Step 2:Calculate net income after the recapitalization: EBT = EBIT – Interest expense = $1,666,667 – 11%($1,000,000) $1,666,667 – $110,000 = $1,566,667 NI = EBT (1–T) = $1,566,667(. ) = $934,000 Step 3:Calculate the number of shares outstanding after the recapitalization: The company takes out a $1,000,000 to repurchase stock currently prices at $25. Number of shares after recapitalization: 200,000 – ($1,000,000/$25) = 160,000 shares. Step 4:Calculate D1 after the recapitalization: Given the 40% payout ratio: D0 = 40%($934,000/160,000) = $2. 335. D1 = $2. 335(1. 05) = $2. 45175. Step 5:Calculate P0 after the recapitalization: P0 = D1/(rs – g) = $2. 45175/(0. 145 – 0. 05) = $25. 8079 ( $25. 81.

Air Pollution Control in India

AIR POLLUTION CONTROL IN INDIA Air pollution  is the introduction of  chemicals,  particulate matter, or  biological materials  that cause harm or discomfort to humans or other living organisms, or cause damage to the  natural environment  or  built environment, into the  atmosphere. The first law against air pollution was passed in 1873. Air pollution can be classified broadly in two types: 1) Urban * Industrialization * Vehicles The increasing number of vehicles and industries constitute a major source for air pollution in urban areas. Heavy subsidy on Diesel also contributed to urban air pollution. 2) Rural * Indoor air pollution Indoor air pollution is caused due to poor availability of resources. It is directly and indirectly linked to lack of awareness and unaffordability which can be tackled by creating more employment opportunities for people. In India around 60% of the total population lives in rural areas and thus pollution caused due to indoor burning of solids is also very high. Case study: Bhopal Gas tragedy (1984) The Bhopal Gas Tragedy, involving a massive release of 40 tonnes heavier-than-air toxic methylisocyanate (MIC) gas, resulted in the death or injury of many thousands of people in the surrounding residential areas.It is attributed to the failure of safety systems, which allowed forty tones of the poisonous methyl isocyanate from the Union Carbide plant, to mix with water at a high temperature. Half a million people were exposed to the gas and 20,000 have died to date as a result of their exposure. More than 120,000 people still suffer from ailments caused by the accident and the subsequent pollution at the plant site. These ailments include blindness, extreme difficulty in breathing, and gynecological disorders. Controlling Air Pollution:National Air Quality Monitoring Program (NAMP)- The objectives of the N. A. M. P. are to determine status and trends of ambient air quality; to ascertain whether the prescribed ambient a ir quality standards are violated; to Identify Non-attainment Cities; to obtain the knowledge and understanding necessary for developing preventive and corrective measures and to understand the natural cleansing process undergoing in the environment through pollution dilution, dispersion, wind based movement, dry deposition, precipitation and chemical transformation of pollutants generated.UNEPs Indian Solar Loan Program- The aim of this effort is to help Canara bank and Syndicate bank develop lending portfolios specifically targeted at financing solar home systems (SHS). With the support of the UN Foundation and Shell Foundation, the project provides an interest rate subsidy to lower the cost to customers of SHS financing.