Architects & Engineers for 9/11 Truth

Executive Summary On December 3, 1984, toxic poisonous methyl isocyanate gas leaked from Union Carbide India Limited (UCIL 's) pesticide plant in Bhopal. The gas leak triggered a disaster that is now widely recognized as the world worst industrial catastrophe. Thousands of people were killed instantly and more than 25,000 people have died of gas-related illnesses, several thousands more maimed for life since. Union Carbide negotiated a settlement with the Indian Government in 1989 for $470 million

TOP-TEAM POLITICS…page 90 WHEN YOUR CORE BUSINESS IS DYING…page 66 Y GE SE PA IN DS CK R M WA A 53 www.hbr.org April 2007 58 What Your Leader Expects of You Larry Bossidy 66 Finding Your Next Core Business Chris Zook 78 Promise-Based Management: The Essence of Execution Donald N. Sull and Charles Spinosa 90 The Leadership Team: Complementary Strengths or Conflicting Agendas? Stephen A. Miles and Michael D. Watkins 100 Avoiding Integrity Land Mines Ben

LONGMAN COMMUNICATION 3000 1 Longman Communication 3000 The Longman Communication 3000 is a list of the 3000 most frequent words in both spoken and written English, based on statistical analysis of the 390 million words contained in the Longman Corpus Network – a group of corpuses or databases of authentic English language. The Longman Communication 3000 represents the core of the English language and shows students of English which words are the most important for them to learn and study in order

SHEILA BAIR ... FDIC [Federal Deposit Insurance Corp.], established 75 years ago in the Great Depression. ... How does it feel being head of FDIC during another grand crisis? It 's a very important place to be right now. We 're getting a lot of media attention, and I think that 's positive because I think the FDIC is all about public confidence. That 's how we maintain the stability with people having confidence in our brand and our insurance guarantee, and I think we 've done that fairly successfully

BRAND BUILDING BLOCKS Building Strong Brands: Why Is It Hard? It is not easy to build brands in today 's environment. The brand builder who attempts to develop a strong brand is like a golfer playing on a course with heavy roughs, deep sand traps, sharp doglegs, and vast water barriers. It is difficult to score well in such conditions. Substantial pressures and barriers, both internal and external, can inhibit the brand builder. To be able to develop effective brand strategies, it is useful to