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Expectancy and equity theory.edited

noreply@blogger.com (Virtual Professor) — Mon, 11 Nov 2019 12:52:00 +0000

Student's Name

Institutional affiliation

Expectancy and equity theory

Using the expectancy theory, I feel motivated when the teacher recognizes my hard work effort in class. Whenever the teacher acknowledges my excellent performance in class, then I feel motivated. I always want to be identified among the best students in the production. My hard work effort is regularly recognized using gifts such as books in the classroom. Through these gifts, valence is expressed. Instrumentality is explored where the teacher acts as my role model by showing good characters that can be emulated by the students.

Whenever the teacher does not recognize my excellent work in class, then I feel I am not motivated. The moral of working hard reduce as my efforts were not identified in the category. For motivation in class, the teacher should put in place more gifts that are meant for the students that improve and those that work extremely hard. This will steer up the students to continue working hard.

While in class, I usually feel that girls are somehow favored more than men. Whenever we make an effort to complete an assignment in time, the other groups are added more time to complete their tasks. This is not according to the rules as the other group should be deducted marks for finishing late. On the other hand, in case we are late in our group work assignments, marks are deducted.

This showed a sign of inequality. To bring this behavior to an, we approached the teacher to explain to us why he usually does so. After a series of dialogue in class, the teacher agreed that all groups will be treated equally and that all the assignment rules will be followed to the latter. Besides, I would have sort to have another teacher discuss the issue in class as a neutral person to make the last judgment on the subject.

Work cited

Fathali M Moghaddam. Multiculturalism and intergroup relations: Psychological implications for democracy in the global context. (2008)

Frederik Anseel and Wouter Duyck. Implicit letter preference in job choice; An experimental test of the role of cognitive load. (2009).

litrarture last review.edited (2)

noreply@blogger.com (Virtual Professor) — Mon, 11 Nov 2019 12:32:00 +0000

Supply chain

Student's name

University

Course

Date

Maintainable supply chain operations in the automotive industry

(Case study electric vehicles): Literature review

According to research, there are many digital transformations that the automotive industry has undergone. This will have a significant impact on the supply chain, thus revolutionizing the current systems that are used in delivery. Recently companies in America and Canada have announced that they are almost done with their electric power vehicles and that they only need well equipped electric roads to perform tests to the cars. Currently, companies have placed their orders on electric vehicles even before they are set to be on the streets. This is a significant impact on the roads that will lead to an improvement in the automotive sectors. ( Edrikson, 2016) Consequentially, the coming up of the digitalized vehicles will have a positive effect on the supply chain in many businesses

Goals of the review

Firstly, it will lead to increased sustainability of many cars. The electric cars will be long-lasting compared to the currently used automobiles. This is because; they release less than 90% of carbon monoxide compared tom the battery using vehicles. This has given them a name green to mean they don't affect the environment so much. Scholars are maintaining that electric cars are the best. (Freyssenet, 2016) Not only do they favor the environment, but also they increase the speeded of supplying goods from the supplier to the market. This shift will reduce negative climate changes, have a positive impact on air condition, and preserve the planet for future generations.

Secondly, after the vehicles have undergone digital transformations, they are made in such a way that they do not destroy roads compared to the other tracks. Their speed levels are also high, leading to faster transportation of commodities. Compared to other more massive records, they have unique types of tires that are made in such a way that they will not be spoiling the roads while transporting commodities. According to research, these vehicles will reduce the road crash by 40%. (Harrison & Van, 2017). This will make the government use little revenue in the making of roads. Other than that, the vehicles will be cost-effective compared to the others that use batteries. In the supply chain of automotive equipment, the spare parts of these vehicles will be much cheaper. This will make the industry thrive since many people will be interested in having the spare parts of the electric cars and in making the electric vehicles. (Gao & Wang, 2018)

After undergoing digital transformation, they will lead to greater efficiency. The electric vehicles are made in such a way that they can cover a considerable distance so long as there is the availability of electricity. Compared to the other vehicles where the engines typically heat up when a long distance is covered, the electric vehicle engines are produced to cover very long distances. (Schonberger, 2017) Products from far away will, therefore, be easily transported for days without delay on the roads. Other than that, it will reduce the cost of using fuel and renting warehouses for products on the way during transportation. The automotive raw materials that are found at distant machine s will also be able to be transported consequentially.

Lastly, digital transformation includes the programming of different vehicles using computers to work and record information. These vehicles will have a record of the goods that they carry this it will be hard for the rights to get lost easily. It is also important to note that digital transformation in the automotive industry has promoted the supply of various products. These products will be safe in these vehicles. Computer systems will always keep track of the where bouts of the cars.

Effects of digital transformation in the production of electric vehicles

Computer systems have contributed d so much in the making of the eclectic veh9cles. Machines are used to research various concepts of electricity hence provide ideas on the making of the electric vehicles. Other than that, powerful computers are used to program these vehicles to uphold different tasks. Secondly, the use of modern brakes and light systems that are converted together. In case one makes a break in the car, then the lights also shine, indicating that the vehicle is stopping. This digital transformation has aided in the reduction of accidents on the roads.

Research on the thesis

Firstly we have the introduction of computers in electric vehicles as one of the digital transformations. The cars are programmed by computers such that they cannot be stolen from their owners. Al the cars have a specific motherboard that has the details of the owner; thus, the car cannot be taken. This is a positive transformation that helps in getting thieves.

Secondly, another digital transformation in the automotive industry is the introduction of brake systems that work hand in hand with the lighting system. In case a vehicle comes to an inevitable halt, then the lights show up, indicating that the car might be stopping. This has made cars less prone to accidents. Many people love these brakes systems enc they continue installing them in their vehicles hence promoting the automotive industry.

Thirdly we have the use of a tracker system that is connected in vehicles to know the areas that the car is. Tracker is a system that uses mobile lines in that if t cellular number is dialed, then a message of the where bouts of the vehicle are brought on the phone or the computer. This is a significant transformation that has enabled suppliers to know the whereabouts of their goods and services. They can locate the places their products have reached as they are being transported. The introduction of a tracker has made a significant impact on the automotive industries as many people are really in need of it. Apart from the computer system preventing theft of vehicles, this tracker can also be used.

Lastly, from my point of view, I support the scholars' view of using digital transformations in supply chains of auto motives. Their ideas are very evident and are in line with my research. Most of them support the thesis and argue that in case they are developed, then they will lead to a significant improvement in the supply chain. The automotive industry will also snowball due to the new invention.

Ground summary in relevance

From the first case, computers have enabled the supply chain of the automotive industry to thrive. After the introduction of computers to vehicles, many customers are interested in automated cars. They help to prevent accidents by detecting whether a car is next to another vehicle. Besides, it sends various signals and information to the driver in case fuel is about to finish or if the engine has a problem. This has been a significant boost in the supply chain of the automotive industry, as many customers buy vehicles with installed computers.

Secondly, the creation of electric vehicles has played a significant role in the automotive industry. These vehicles tend to be more productive and efficient compared to ordinary cars. It also important to note that these vehicles are environmentally friendly and that they do waste the environment

Thirdly we have the use of a tracker that has made a significant improvement in this automotive industry. Ever since it was introduced, its sale has been over 50%, and this is a positive impact on the industry. Other than that, it has enabled suppliers to track their goods from various places.

In conclusion, the scholarly approaches about digital transformation in different ways still go ahead to support the thesis above. The making of electric motors will eventually make the suppliers of the automotive commodities make good sales. The supply of these commodities will also increase consequentially.

Logical review

In the year 1800, there were a series of happenings and changes in the automotive industry. The engineers from Hungary and America combined ideas to come up with the first electric vehicle on the road. These vehicles were not made to standard and could not even support its movement for about 10 minutes consecutively in the same way. It was very evident that the car had to be renovated so that it could fit the standards of other batteries using vehicles and even surpass it. (Salvador, 2017) .

Consecutively, in the following years, due to lack of resources, others tried the combination of many batteries to make something that was of high voltage. They made a vehicle that could use multiple cells to work. The car could not work on one battery but was made such that it had to use so much voltage. Due to inadequate resources, the engineers, in this case, decided to use multiple batteries. This vehicle could support itself and could be used consecutively for some good time. This was an improvement of the previous car. The only problem it had was that the space for carrying the multiple batteries was limited. (Shingo, 2017).

Consequentially, steam was also tried in the electric vehicles. Steam was a renewable source of energy and could be very useful in the making of different electric cars. In this case, it was tried, and it failed. This is because steam could not last long in cold areas. (McDonald, 2016) It was such a hard foe the vehicle to be driven in cold regions for more than 45 minutes consecutively. This was a significant disadvantage as the electric vehicle need to be an all-weather vehicle and should not only be used I areas that have low altitude.

Most importantly, were the gasoline vehicles that came up after the eradication of steam working vehicles? These vehicles were free from errors and could be driven for a reasonable distance before they finally broke down. The gasoline in them made their engines hot, and this was to be cooled off using water. Gasoline vehicles only had one problem. They had to be carefully driven and needed a lot of manual knowledge in the exchange of gears as the car was moving. This made people not to consider it as useful. (Rings, 2017)

After a series of vehicles in the industry, ford came up with the first electric vehicle. It was twice the price of gasoline vehicles; thus, many people could not afford it. This made people still use gasoline using vehicles. As time went by, cars were compared in terms of efficiency and how they could work when powered together. It was found that electric vehicle could work exceptionally well compared to the gasoline ones. (Kampker, 2017). The gears, on the other hand, were so easy to handle did not need too much education to be taught how they were driven.

The consecutive making of these vehicles was essential in the automotive industry. It led to the innovation of so many machines that were used in the first cars. The supply of the many spare parts increased drastically when these vehicles were being innovated (Wang, 2018). It is important to note that the automotive industry took another step in trying to solve the different problems that other vehicles had. Consequentially, the use of previous cars in the transportation of goods became a considerable problem in the industry. The gasoline vehicles were complicated and hard to drive. They, therefore, took more extended periods on the roads. The emergence of electric cars, which was sufficient and fast, has propelled the supply of goods from the suppliers to the market. (Hensley &Pinner, 2017)

Conclusion

To conclude, the automotive industries have undergone a lot of criticism from various scholars about its benefits. It is also evident that it is boosting the supply chain of different companies in terms of transporting goods faster. The multiple scholars used their ideas and spoke of how these vehicles are of importance to society. They have made the automotive industry make a good step in trying to improve its technological prowess. The invention of such cars is of great importance as it has advertised the automotive industry at large. (Rings, 2017) There benefits to the supply chain have also been noticed. They are fast and efficient thus they enable the goods and services in the markets to reach in good time. The developing of electric vehicles has so far had a positive impact on society.

References

Edriksson, P. (2016), Mechanisms and rationales for the coordination of a modular assembly system. International Journal of Operations and Production Management.5, 202-210

Freyssenet, M. (2016). Three possible scenarios for cleaner automobiles.International Journal of Automotive Technology and Management. 4, 311-314.

Gao, P., Wang, A., & Wu, A. (2018), China Charges Up: The Electric Vehicle Opportunity, McKinsey Study. 30, 80-102.

Harrison, A. &Van Hoek, R. (2017), Logistics Management and Strategy.5, 10-15.

FT Prentice Hall, Harlow.Hensley, R., Knupfer, S. & Pinner, D. (2016), Electrifying cars: How three industries will evolve., McKinsey Quarterly.

Holweg, M. (2016). The three dimensions of responsiveness. International Journal of Operations & Production Management. 10, 603-616.

Kampker, A. (2016), Integration der E-Produktion in die laufende Serie. Presentation at the AutoUni Wolfsburg, Aachen.

Kinutani, H. (2016), Modular assembly in mixed-model production at Mazda. Transforming Automobile Assembly, Springer, London. 6, 94-108.

Klink, G., Krubasik, S. & Rings, T. (2017), Sparsam, Sauber, electric. Study A.T. Kearney, Düsseldorf. 10, 15-27.

Klug, F. (2017).What we can learn from Toyota on how to tackle the bullwhip effect. Logistics Research Network Conference Proceedings. Southampton. 1, 2-3.

Liker, J.K. (2016). The Toyota Way. Management Principles from the World's Greatest Manufacturer, McGraw-Hill, New York

McDonald, A. (2016), Of Floating Factories and Mating Dinosaurs. Harvard Business Review. 2, 22-25.

Sako, M. (2016), Governing Automotive Supplier Parks in Brazil. Working Paper, Said Business School, Oxford.

Salvador, F., Forza, C.&Rungtusanatham, M. (2017), Modularity, product variety, production volume, and component sourcing.Journal of Operations Management. 20, 44-68.

Schonberger, R.J. (2017), World Class Manufacturing.The Lessons of Simplicity Applied, Free Press, New York

Shingo, S. (2017). Study of Toyota Production System from Industrial Engineering Viewpoint. Japan Management Association, Tokyo.

Urbschat, M. &Bernhart, W. (2017), Powertrain, 2020. The Future Drives Electric. Study Roland Berger Strategy Consultants, München.

Van Hoek, R.&Weken, H. (2016). How modular production can contribute to integration in inbound and outbound logistics. International Journal of Logistics.6, 36-50.

Wang, H.& Kimble, Ch. (2018), Betting on Chinese electric cars. International Journal of Automotive Technology and Management. 7, 77-92.

Wang, H. & Kimble, Ch. (2018), Leapfrogging to electric vehicles. Patterns and scenarios for China's automobile industry. International Journal of Automotive Technology and Management. 15, 66-92.

Wilhelm, B. (2017), Platform and modular concepts at Volkswagen and their effects on the assembly process.

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noreply@blogger.com (Virtual Professor) — Mon, 11 Nov 2019 12:29:00 +0000

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Assessment Task 3

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How answers drafted during unit workshop, then completed the following week

completed file uploaded into the VUC

to be completed individually

All questions must be completed satisfactorily

References VUC learning material

Company / site policies and procedures

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Documents to submit Report, using Assessment 3 template.docx from VUC

Assessment Task:

During the workshop you will review the key elements of this unit and then undertake group discussion sessions, where you will consider the questions shown below. At this time you are to take notes so that, by the end of the day, you will have an excellent draft answer for most questions.

By the end of the following week you are to finalise, then submit your answers. Your submission is to follow these requirements:

· Submit your response in the Assessment 3 template.docx (from VUC), adding your name to the filename you upload.

· The length of each answer is to be sufficient to fully explain your understanding of each question.

1. You are walking through the warehouse when you notice that a liquid substance has puddled near the despatch area. Describe the procedure/process your workplace requires for dealing with this situation. Would your workplace consider it a hazard, a near miss or an incident?

The first step to take is to identify the spilled substance that is on the ground. This is noticed through the labels of the leaking containers. Secondly, re[ort the spill then protect the workplace where the spill has been found. Besides, use life safety tools in handling the spilled liquid. This is to avoid injuries by the liquid in case it is poisonous or dangerous. Consequentially, contain the liquid so that it does not continue spilling, and the spilled one does not continue moving to other places. After that, clean up the contaminated area that the spilled liquid went. Lastly, decontaminate the place that the liquid spilled.

2. Upon further investigation you find a drum had fallen from a truck as it departedand landed on a 5 litre container of methylated spirits. The puddle you found was the remains of a poor attempt to clean and cover up the incident. Address the following questions in your response:

· What is your immediate action?

· Name the applicable legislation and regulations

· What policies and procedures should have been followed?

· The reporting required

· Staff and stakeholder communication

· The costs involved and any potential further costs

· Actions to ensure it does not reoccur

· In the second scenario,

I would, first of all, look for the guilty parties that were responsible for the spill to have taken place. After finding the parties involved, then i would foster for an explanation of how it happened and demand for compensation of the liquid that they spill. The policies followed include a human-centered approach to get the roots of the problem and know what happens. Other than that, I would use interrogation questions to get to know what took place and why they never reported the issue. After gathering enough information, then I would report the issue so that the workers involved compensate the warehouse for whatever they did. I would inform the staff of the happening so that they also act as evidence that the compensation was legally placed on the two workers. After the workers compensate the company then, I would advise the use of more metallic objects in storing the liquids. This will prevent more spillage from occurring.

3. What is 'load shift', what could cause it and where would you locate expert information on how to restrain a load?

Load shifting refers to a dangerous phenomenon that may happen on roads, air, and water during transportation. It involves the movement of many small items towards the ground when the vehicle, airplane, or ship has consistently tipped past 10 or 15 degrees, (Crawford, 2018). The cause of the load shift is the overloading of the vehicle such that it becomes unbalanced. The load shift condition can be prevented through an active load management team that supervises the loading of vehicles. Secondly, avoiding high sea conditions and only using the sheep when the sea is calm is another solution. Lastly, the places where goods are being placed should always be properly maintained. While loading goods, it is crucial to consider the center of gravity.

4. What are two advantages and disadvantages of road and rail modes of transport?

The two advantages of rail transport are: first they are cheaper and very safe for people who travel long distances. This does not only apply to people but also goods as they can easily transport bulky and fragile goods. Secondly, trains are less prone to accidents. It is tough to have a train to get accidents or head-on collisions as the rail is normally one way. The disadvantage of the railway is that in case an accident occurs, this accident is normally fatal, and the chances of surviving are normally minimal. Secondly, they are slower compared to road transportation. The advantages of road transport include they are flexible and can move in any areas, including the rural areas. Other than that, they can offer door to door services on the delivery of goods safely without the goods getting lost. The disadvantages of road transportation include they are prone to accidents, and their accidents are normally fatal. Secondly, they have frequent breakdowns. This is due to the poor roads. This makes them unreliable.

5. What modes of transport does your workplace utilise? Could a more efficient mode in terms of cost and time be utilised in your business? Justify your response.

The mode of transport used in my business is road transport. This is because the location of my business is in a rural area, and only vehicles and motorcycles can easily access the place. The reason I use this mode of transport is that it is cheaper as I only have to pay for the delivery services. Other than that, it can carry many bulky goods; hence, I only pay once in a month for my goods to be transported. Other than that, in case the weather is good, the vehicle normally delivers the goods in good time. In the case of a natural calamity like rains and floods, this is when the goods normally take time to reach the shop. Therefore the road means of transportation using vehicles is very reliable in rural areas and very efficient in goods transportation.

6. Give four examples of transport metrics.

Transportation metrics refer to the tools that are used to evaluate existing transportation processes of inventory to help in improving the transport sector or to determine the limitations of the transport means.(Dembrowski, 2017). They include the empty mile. This is used in measuring the number of miles that a vehicle has covered. Secondly, there is the vehicle time utilization that refers to the time vehicles are used as a percentage of the total time that was allowed. Thirdly, quantity power shipment. This is the percentage of goods that are transported and the number of times they are transported. Net tone kilometre is used to measure the tones that are carried by a vehicle per kilometre. Lastly, there is fuel usage per the Tone kilometre. This is the measurement of fuel that is used per trip or one day after work.

7. Why would a transport company implement a TMS? What is it and what are the benefits?

A transport management system refers to software that is specialized for planning and the execution of the transport for goods. A company needs to have such a transport system. This is because: firstly it keeps a company whole supply chain runs smoothly and easily. With efficient management, the goods in the supply chain will be transported fast and safely from the supplier to the markets. (Howard, 2017) Secondly, it reduces the costs that are incurred in another means of transportation as the best methods of transportation are chosen. Lastly, with the as good management system, the customers are fully satisfied with the services of the transportation sector.

8. How are consignments/freight tracked in your workplace?

To track the goods that are being transported at my workplace, then first, you go to the website of the business, then log in using your account. The account details contain different things like the status of the transport being carried, the vehicle that is carrying the goods, and the time that it is supposed to arrive. The details of the driver ferrying the goods are normally placed in the accounts; thus, in case one feels that the goods are not safe or are taking too to reach, they can reach the driver through phone and enquire about their goods.

9. Describe two typical logistics problems that occur in your workplace that can be prevented or minimised with contingency planning. Include the activity, its problems/risks, the contingency solutions you propose, and whether they are used already in your workplace.

The two problems that are experienced at my workplace are technological implementation and business improvement processes. The contingency plan that can be used for these problems includes the use of a technological expert in designing and maintaining the technological system of the company. For example, all the sales need to be recorded successfully in computers for future references. These sales, at times, disappear hence causing unclear records. When a technological expert is brought to handle the issue, then it will be solved. Secondly, customers and their workers should contribute to different ideas that can be used to improve the business. For example, how to improve the supply of goods in areas affected by floods. Currently, the company is already using these problems solving techniques.

10. The cost of absenteeism due to sickness is around $2,800 per worker.*

(Source: Direct Health Solutions 2010 Absence Management Survey)

Employers and employees must take all reasonable steps to manage fatigue. List at least three symptoms of Fatigue, and what does 'reasonable steps' mean?

Fatigue refers to a state of being tired after work or during working hours caused by a lack of sleep or overworking in a workstation. There are different symptoms of fatigue. They are sore or aching muscles where one has pains in the muscles all through the day. Secondly, moodiness and irritability. The person performing a certain task is not happy while performing the task and looks like it is being forced on perfornmi9ng the task. Lastly, the person experiences severe headaches and dizziness while working. The reasonable steps refer to the ways of managing fatigue.(Grist, 2016). They are: managing of stress, reducing the use of caffeine in the body and lastly changing one's way of doing things

11. You have been asked to coach a staff member to better manage a very angry customer due to their deliveries recently being short delivered. Discuss how you will approach the coaching, and what you will advise the staff member to do prior, during and after the call?

In coaching the staff member on dealing with angry customers, I would advise using the following steps while dealing with the customers. First, the staff member should always remain calm and always settled when the customer yells or hails abuses at him. Secondly, the staff member should not take the situation too personal and should also make sure that the use of the best listening skills is applied. Thirdly actively sympathize with the customer. At the same time, a graceful apology should always follow. This might make the customers calm down. After calming down the, the two should find a solution to the problem, as they give their different opinions. After the phone call, the staff member should implement the solutions to avoid the incident again.

12. What does Chain of Responsibility mean?

Chain of responsibility is a behavioural design pattern that allows different people that are using it to pass requests. The chain has a group of people that handle the requests. (Bennet, 2016). In case the requests cannot be handled, then it passed on to the next person who can handle it. The main aim of the chain of responsibility is to make sure that roles are distributed equally.

13. Who is covered by the Chain of Responsibility?

The chain of responsibilities covers many people. A person may be a party to the responsibility chain in more than one way. The responsibility chain covers all the roles of the workers and their duties. It also covers those that are the heads of the various departments. All the employees of an organization are covered in this chin.

14. What are the key obligations of parties covered by the Chain of Responsibility?

In the chain responsibility, the key obligations of the employees are to handle different tasks that come up. They include managing finances, transportation of goods, selling of goods, and offering customers services. The employers are normally given responsibilities, and they have to take them. If one is busy, then he transfers then the responsibility to the next person.

15. Key Performance Indicators. We need to develop transport standards of performance so that we can understand where we are in comparison with our competitors and against our own performance targets. We often call these measures our key performance indicators, or KPIs. In the case of customer service, our basic measure is DIFOT or 'delivery in full, on time'.

a. Describe how your company manages and measures DIFOT. What other KPIs are or should be in place to assist in monitoring DIFOT and measuring performance/non-performance in all modes of Transport?

For goods to be delivered in time, firstly, they have to be packed in time, and the supervisor must assess their goods before they leave. It is important to note that all goods must be recorded as they are being packed to avoid confusion by the customers. The business should concentrate on the role allocation properly such that everybody performs this role successfully. Another key factor that can work is the proper allocation of capital in various departments to increase their efficiency.

16. Outsourcing, and Fatigue Management. You are the warehouse Dispatch Supervisor. You have outsourced your transportation, and a driver from your transport provider company has come to pick up his cargo. You seem a little concerned about his state of mind. He is not making eye contact with you and seems distracted. He is regularly yawning.

a. What is your responsibility? What should you do? Name the company fatigue management procedure and policy. Describe where these documents are located

Firstly I should enquire about what the person is undergoing and why he looks tired. I would engage the person in a series of questions before packing the products. The procedure for fatigue management is: first, the worker's supervisor will talk to the employee at length to know what the [problem is. Secondly, after finding the problem, the supervisors will act where possible, for example, shifting jobs or changing roles, reducing the workload, or making the worker go home and relax to report the next day to allow for rest.(Hanel, 2017). In case it is a health issue, then the worker is immediately taken to the hospital. Fatigue management is located under the occupational safety and health act of a company. (OHS)

References

Grist, N. & Emslie, N.(2016) Infections in British clinical laboratories. Human infections.

3, 23-27.

Hanel E, Kruse H, & Bush, K.(2017). Allergens and other factors important in atopic disease.

Allergic diseases. 5, 78-87.

Bennet, D. & O'Kane (2016) achieving business excellence through synchronous supply in the

automotive sector. Benchmarking; An international journal. 10, 67-80.

Berry, W, L. & Cooper, M. ( 2017). Manufacturing flexibility. Methods for measuring the

impact of product variety on performance in process industries. Journal of operation

management. 9, 10-22.

Dembrowski, U, Angel, C. & Schulze, S. ( 2017) Changes and challenges in the after-sale

Service due to electric mobility. International conference on service operations. 7, 89

97.

Aguinis, H & Ante G. What we know and don't know about corporate social responsibilities. A

review and research agenda, 4, 52-57.

Crawford, D. & Huntzinger B.(2018) Multi-objective decision analysis for transmission

conductor selection. Management of Science. 5, 34-40.

Howard. R. (2017). Decision analysis: Practice and promise. Management of Science. 3, 4-7.

Family health and hereditary. edited

noreply@blogger.com (Virtual Professor) — Mon, 11 Nov 2019 11:55:00 +0000

Family health and hereditary

Name

Course

Date

Tutor

Family health and hereditary

Firstly in our family, it is only my father who has ever experienced an accident that has left him without an arm up to date. All the other siblings and my mother are all in excellent condition as they have never witnessed an accident. However, my mother suffers from one of the chronic disease called diabetes. It's a disease that occurs when the body system that helps in fighting infections attacks and destroys insulin hence producing beta cells of the pancreases. (Heath, 2017) This disease is about sugar levels in the body and how it is regulated.

In my interview with my uncle, who was one of the retirees, he explained to me the health status of the previous family members that had died. Firstly, he explains that my maternal grandfather died of diabetes since, in the past, there were no health facilities. Moreover, they were expensive. This brings me to my point of argument. No type of diabetes is genetically passed, but the DNA system easily influences the rate at which one may get the disease. (Hughes, 2016) If my maternal grandfather had the disease, then it is evident that my mother had his DNA flowing. Due to a weak immune system, my mother got to have the condition. In most families, diabetes is found to be flowing because of the DNA that is passed from generation to generation.

Most members of the family have experienced having diabetes. They mostly realize that they have the disease when they are already old. When young, it is essential to take the following precautions to avoid diabetes. Firstly, one should always drink water as the primary beverage. Secondly, the sugar level usage should depreciate by taking non-sugary foodstuffs. Thirdly, in case the person has an overweight, then the person must reduce weight. Lastly, those with habits of smoking and taking alcohol should cut off the behaviors as they are also a contributing factor.

References

Heath, D. & Rapp, R. (2017). Genealogical disease, where hereditary abnormality, biomedical

explanation, and family responsibility meet. Health journal. 5, 21-29

Hughes, D. & Ozanne, M. (2016) Electronic health records and the management of women at

high risk of hereditary diseases. The genetic diseases journal. 8, 15-24

How measles wipe out the body.edited

noreply@blogger.com (Virtual Professor) — Mon, 11 Nov 2019 11:41:00 +0000

How measles wipes out the body's immune memory

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Course

Date

Tutor

How measles wipes out the body's immune memory

A recent study shows that measles wipes out 20-50% of the antibodies against an array of so many viruses and bacteria hence depleting t the victim's immune systems. The measles ravage body must now learn to protect the body against other diseases and infections. The research is aimed at encouraging more children to get immunized against measles as this will help them in the future in not contracting the condition. Over the last two years, it has been found that the measles vaccine works in two ways. First, it protects the well known acute illness that comes with a headache. Secondly, It protects from other infections that may occur as a result.

Some researchers suggest that this vaccine gives a general boost to the body's immune system. Others suggest that the virus has the possibility of impairing one the body's immune memory. They further explain it causes immune amnesia. By providing the correct vaccination. It prevents the body from losing the resistant mind and also makes sure that it is healthy to fight other infections. Past results show that in case of measles attack a child, then its impact may last for about two to their years before it gets done. However, many scientists still debate if this phenomenon is correct with many questions like is amnesia real arising from the debates. (Dunchen, 2019)

Also, some researchers from Harvard University have come up with an answer to such questions. Reporting on the 31^st of October, they said that the measles virus has the ability to wiping out more than 11-73% of the total antibodies in the body of an infected victim. (Dunchen, 2019) Thus if somebody has another infection and gets to contact measles, then the rate of antibodies in the body will be low at this moment. This, therefore, means that recognizing another disease while infected with measles is an arduous task. This study is the first to explore the dangers of the measles virus and, therefore, pieces of advice that the use of vaccination is essential.

They go ahead to explain that measles does not only cause the loss of memory but has many other impacts on the body too. Measles reduces the number of pathogens in the body, making the body immune system weak. Thus, many other infections can easily be contacted in the body. They, however, go ahead to explain that measles is a contagious disease that has killed over 2.6 million peo0ple over the years due to tom ignorance of not taking the vaccination. Other than that, due to refusal by different communities on the use of the vaccine, it is calculated that it will kill more than 7 million [people in the next three years. This can be controlled through mass education to various communities about the diseases. (Dunchen, 2019)

The above article is fundamental as it teaches multiple people on the importance of getting a vaccination of the virus. Some so many people are normally ignorant and do not understand the benefits of taking a child to get immunized against various diseases. Through this article, it makes them know the dangers of not taking a child for vaccination. Other than that, it outlines the impacts that will lead to a child not being vaccinated as it will make them lose memory.

In conclusion, it is essential to have a child being vaccinated. Secondly, there should be various means of educating people about the importance of getting immunized. The traditional norms should not deter people from getting immunized. Some communities still believe that the use of vaccines on them is wrong according to their culture. These communities should always be taught to embrace the behavior of getting children immunized against measles.

References

Dunchen, S.(2019)How measles wipes out the body's immune memory. Harvard medical school.

News science. https://www.sciencedaily.com/releases/2019/10/191031204630.htm

huawei digital watch market plan. edited

noreply@blogger.com (Virtual Professor) — Mon, 11 Nov 2019 11:38:00 +0000

Name

Course

Date

Tutor

Market plan for Huawei digital watches

Situation analysis

The core business in the market plan is to target the industrial timing and the use of consumer clocks in trying to make sure that high-quality material is produced and that there is an improvement in the watch industry. The plan is based on the production of high-quality Huawei watches that are very innovative. The watch will be offered to a variety of people that include the women men and the youth. Our previous year's profit of 4 million represents about 20% of our total sales that were made. The growth rate so far has been slow compared to the previous years. Thus, this will be an added advantage. This company aims to make sure that the growth rate in the market is increased and that quality products are produced.

It is essential to make sure that the business does not venture into risky intakes and that the company has more advantages in the process of being in the market. The companies always gain a competitive advantage in the exchange such that it can make as many sells as possible. The weaknesses of selling Huawei watches include a high cost for importing the raw materials and competition from different markets and the use of similar fake products that are produced by other manufacturers. (Johnston, 2016) Many customers usually try their level best in trying to make sure that they always get quality products from the company. Analyzing products before buying the item is very important. Their quality is satisfactory to the customers that are being targeted.

Most importantly, it is better to use the product that will easily be available in the market. In my case, these electronic gadgets usually are fast-moving products in the market compared to other Huawei products. The challenges of reducing the prices since most suppliers have other substitute products must also be taken into note. Some companies produce fake products and reduce their expenses; thus, this is a big challenge to the industry.

Value proposition

Value proposition refers to the promise that a company promises to deliver, and that is used to determine whether the customer will be making sales from the company. In the company, digital watches, the main target is to make sure that the digital watches spread all over the country and they are widely known that they exist in markets since they are a new product. There are five categories of a value proposition. They are more for more where the clients pay more for the goods and services provide and are, in turn, given more goods and services. Secondly is the use of more money for the same quantity of products. Under this policy, the customer would receive the same products and pay for more. Thirdly, the use of more goods for fewer amounts makes sure that the customer is provided with the same products at a less value of money. Many customers usually like this kind of policy.

For the Huawei product, I prefer the use of less policy. Under this, the company offers few products for the less amount of money that the person has. In the case of Huawei watches,' it is essential that the business uses this policy so that it gains more customers then afterward, it might change the system. The profits will be obtained through the selling of the products at a low price since many of the products will be selling. Most importantly, it makes sure that the goods are all sold, and through the use of offers, the customer gains more rights, and the supplier can make more sales of the same.

Market analysis

The company will have to compete directly with many other fashion watch companies. The market size of this branded watch is expected to have grown since the year 2002 to the year 2018. The market size in 2002 was 24 million and has grown to 34 million in the year 2018. The annual growth after incorporation of the company is expected to grow by 5% annually compared to the previous years, where it was declining.

The following table shows an analysis of how watches were sold in the previous years.

Age	Percentage of watch buyers	A portion of the total population
18-24	20	13
24-34	30	21
34-55	40	34
55+	10	18

From the above table, it is essential to note that the highest percentage of those who buy more watches are from the age of 34-35. From my market plan, I expect the consumer levels top change in the coming years. I hope to involve young females as part of the market. I will produce quality watches that will be of gain to them.

In the market plan, the consumers are to be reached through 3 outlets. In my current market plan, I expect us to be using five outlets throughout the county per town, as this will make the business expand more. Other than that, a large population will have been reached through this. By using this number of channels, the percentage of sales is expected to grow by 5% yearly. The majority of deals are currently made at retail shops. To earn more sales, then that means the company has to make an active distribution channel that will help in supplying the goods on time. Offering discounts will also be another way of attracting a large market. (Kyrillidou, 2018)

Competitive analysis

Although there are 20 competitors in the market, there are a few substantial concentrations in the same market. These 14 competitors hold almost 60% of the total market, as many customers are used to buying their products. Other than that, they also have a strong manufacturing and distribution skills. Other companies have a less distribution channel and a big fashion name, for example, Samsung that has been well advertised. The brand name gives the companies more customers as they perceive it as the best. Two of these companies are very good at lower price lines. They are Nokia and Infinix.The digital watch is an entirely new product that is expected to get into the market as soon as possible and will integrate well into the market.

Company analysis

Currently, the current distributes through different channels account for over 70% of the total sales that will be produced. The branded watches are a fast-moving product since they are a new product in the market. The company currently has high innovative skills, design skills, strong manufacturing skills, and a stable distribution channel that enhances the transport of goods from one place to another in a good time. Using the SWOT analysis, the strength of the company is; they use their highly innovative skills in the production of quality products in the industry. Secondly, they have a reliable distribution channel compared to other companies. The weaknesses of the company include; the company has no experience totally in the distribution of jewelry stores and do not know how they operate. Secondly, they have no experience in marketing fashion products. The opportunities they have included; a large market, the market growing faster, and consumers' demand for the product is increasing. Lastly, the threats that are involved include; firstly, healthy competition from other companies and secondly, the possibility of the entry of a new market product or a substitute product. (Monice, 2016)

Objectives

In the first three years, I expect that the company would have made a high profit of up to 20% increase per annum. This will be a significant improvement which will enhance the opening of more outlets in the county. Other than that, I expect that the market would expand in the next three years such that the company will be able to sell goods to more than one country. I hope the business to get to an international level af6ter these years. The market is also expected to get many more partners and shareholders that will increase capital in the company. The project is expected to run smoothly without any interference and have the best management of other workers.

Action plan

Product

Products refer to anything that a customer needs and uses it to satisfaction. When a buyer goes into the market to buy a particular item to be used, then this item is referred to as a product. In my business plan, my product is the Huawei digital watch. There are various levels of products that help in making objectives for the market plan. They are core customer value, actual product, and the augmented product. The core customer value makes sure that the products are in the right order of their wants. Like, in this case, I plan to make sure that I use the right products in the market for my customers.

Secondly, the actual product is where the customer pays for the goods that he/she needed, and that has satisfied the want of the customer. Lastly, augmented products refer to the customer who wants a reduction in price and that are bought after the price has reduced. In my market plan, I plan on using a discount of 5% on the retail watches to make sure that the products are sold. Other than that, the use of the actual product will satisfy the want of customers. This product is that of high quality and has many features that will automatically attract the customer's interest. Being a new product with digital features such as able to make phone calls, then it will be beneficial and demanding in the market.

In the first year, the company will introduce about 4-10 brands of the new fashion watch. An eighth of these watches will have the standard metal casing that will be similar to the old fashioned watches. This will target about 25% of the population that will be using the products. The others will have plastic casings. Besides, the product will have designs that have unusual shapes that will target the youth since they love fancy objects. The forms include hexagon, diamond, and triangular shape. The product will have a unique name called Huawei digital watches.

Price

There are two concepts of principals' that are used in the definition of worth. Firstly, cost refers to the amount of money charged to customers. Secondly, pricing is the amount of money that a buyer willingly uses in buying a product from the seller. There are three elements of prices that are considered. Firstly, the price ceiling where the goods are of high costs and the seller perceives them to be of a high price. In my market plan, I will not use this type of principle since it will deter many customers from buying the product with the belief that they are expensive.

Secondly is the price floor, which means that all goods are priced so that they can raise profits. This is a much better policy as the main aim of the business is to make profits and make sure quality products are provided. Lastly, are the other external factors that make control prices like the government policy and the tax imposed on the product? The Huawei products are typically made within the country; thus, the company will not be subjected to paying more burden on the imports. The only tax that will be given to the government is the value-added tax on the product. While making marketing objectives, one must look at the pricing and its elements before coming up with the final price.

Three pricing options are used. In my case, I will use the cost-based pricing strategy where the company branded the products and used them well, such that it's the company now detects price. This is the policy that will be used in my market plan since the product is new in the market. After gaining a competitive advantage in the market, then I will be able to set my price according to the capital incurred and the customer's interest. The pride watches will sell their observations at a retail price of 30$. This will be a reasonable price as it considering it was new in the market. Other than that, the price goes slightly lower than other companies; thus, it helps in gaining more customers to buy the watches. A discount of 5% is also allowed on the retail price to attract more customers.

Distribution

We will introduce pride watches too many countries within the country. This will be essential such that every town has at least one outlet that will be providing the observations. We will take advantage of the secure distribution channel to make sure that these goods reach a vast number of consumers. We will make sure that the product reaches the whole country in good time such that there is no scarcity. In my market plan, I must have to have a robust supply chain that will help in the transport of goods. The distribution chain of Huawei Company is one of the most stable and admirable supply chains among so many companies. A good market plan must carter for how all the goods will be transported from one supplier into the market.

Three marketing strategies can be used in our marketing plan. Firstly, the direct channel strategy. This refers to where the consumer purchases goods directly from the company. Secondly, indirect channel referrers to when the company uses another market channel in making sure products reach the consumers and, lastly, a hybrid strategy where companies use both direct and indirect approaches in their operations. (Armstrong et al., 2018) In this case, the hybrid strategy is the best as it combines both of them. By doing this, I will be able to sell to whole sellers and retailers. In the placement of orders, the best channel is ones that do not make customers wait for so long in the market for goods. Moreover, Huawei watches need to be sold at all stages, which is the retailers and the wholesalers; thus, it is essential to make sure that the business the supply chain is reliable and stable. The hybrid strategy will make the goods reach all types of markets from the retail shops to the wholesalers. Other than that, many factors are considered to be used in the market supply chain. Most importantly are the natural calamities that may occur and use the government policies that determine the transporting policies

Promotion

Five new sales representatives will be added to every outlet such that they will make sure that the goods are well advertised and used. It is of much importance to consider that a sales trainer will also be needed in the company to train the sales representatives. (Yvonne, 2017) Advertisement will be made more aggressively since many of the consumers do not know the brand of the watch that has been introduced. The cost of advertising the product will be set at 100$ and that will not be that expensive and will make the product more popular in the market.

Under the promotion, there are different ways in which goods can be promoted. In promoting the Huawei digital watch, will use various forms of advertising. Firstly I will advertise the product. Under this, I will make sure that I use a specific logo that will be kept such that it is the one that then customers recognize. The Huawei Company has a particular logo that many customers use and is unique in the market. The logo is identified with the name Huawei. This logo will also prevent other fake companies from producing counterfeit goods and branding them under that name since many customers usually look for the logo. Customers will recognize them easily. Secondly, the use of incentives where customers use the products for a short time and end up buying the product if it's in good condition. (Armstrong et al., 2018).

When customers get to experience the Huawei digital watch, they will automatically buy it as the product is of good class and very different from other watches. Thirdly is using public relations. This refers to the product being given to the customers through many companies interacting with the customers. It is equally vital that most of the goods being advertised are delivered to customers for free as samples so that they may experience their services and in the end able to buy the products. Besides those, the use of digital marketing is also available. In this case, my company will use computers and digital phones to makes sure that the goods are advertised through various online platforms. The person may decide to use social media to get a wide range of customers. The customers that are available through social media can make their orders online and the goods supplied to them in the various places that they will be.

Financial analysis and the expected results

In the first year, we hope that the company would have made a market share of 3% by making a total of 50million dollars in the first year. In this same year for everything to go as planned, then there should be no watch technology breakthrough this year. Completion is expected as other companies also produce similar watches. We expect our company to be highly competitive. (Parker,2017) The company will invest almost 500 million dollars in digital watches. During the next five years, we expect that this capital would have generated as many profits as possible. The company must make sure that it achieves a competitive advantage over other digital watch companies.

Contingency plan

It is expected that the introduction of the ride watches will lead to high competition in the market. Other than that, the increased advertising will make the company integrate well into the market. An increase in advertising is expected to bring about 10 million dollars in terms of sales. Advertising makes the goods accessible, and through the use of discounts, I will be able to get more customers to buy the products. (Nancy, 2016). The main plan to make more sales is just by increasing the rate of advertising the product and the use of sales representatives in every outlet. (Persis, 2018).

References

Armstrong, G, Adam, S, Denize, S, Volkov, M & Kotler, P. (2018). Principles of Marketing.

Pearson Education. Australia.

Elliott, G, Rundle-Thiele, S & Waller, D. (2014). Marketing. Australia:

John, W. Sons. Hutt, M & Speh, T. (2013). Business Marketing Management. ,

Cengage Learning. The USA.

Johnson, T. (2016). Blueprint for Your Library Marketing Plan: A Guide to Help You Survive

and Thrive. Portal: Libraries and the Academy

Kaczorows, K. & Monice, M. (2016). Uniting in competitive intelligence. A meeting of the

minds between library services and marketing departments helps grow one law firm's

client base. 3, 26-25.

Koontz, Christine M. & Persis, R. (2018)Developing performance measures within a marketing

the frame of reference.

Kotler, P. & Nancy, L.(2016) Marketing in the Public Sector: A Roadmap for Improved

Performance. Philadelphia: Wharton School Publishing 4, 46-47.

Kyrillidou, M. (2018) An Overview of Performance Measures in Higher Education and

Libraries. A Bimonthly Journal of Research Library Issues and Actions

Dudden, J & Farnam, K.(2016) "The Medical Library Association Benchmarking Network:

results."Journal of the Medical Library Association 12, 118-129.

Federal Depository Library Program Marketing Plan. (2016) U.S. Government Printing Office.

http://www.fdlp.gov/promotion/marketingplan.html.

Federal Web Content Managers Toolkit (2017) – Requirements & Best Practices –

http://www.usa.gov/about.shtml.

Fisher, Patricia H. Marseille M. Pride, & Ellen G.(2017) Blueprint for Your Library Marketing

Plan: A Guide to Help You Survive and Thrive. Chicago: American Library Association.

Guidelines for Libraries of Government Departments. (2017). Available at:

http://www.ifla.org/VII/s9/nd1/Profrep106.pdf.

Illinois State University's Milner Library Marketing Plan. (2016).

http://www.statelibraryofiowa.org/ld/tell-library-story/Audience/mlmp/view.

Parker, K. & Jon C.(2017) Libraries in the transition to a marketing orientation International

Journal of Nonprofit & Voluntary Sector Marketing, 12, 320-337.

Yvonne, N. &Manning, F. (2017) Using Business Student Consultants to Benchmark and

Develop Library Marketing Plan. Journal of Business & Finance Librarianship

Asian study reading response.edited (1)

noreply@blogger.com (Virtual Professor) — Mon, 11 Nov 2019 10:29:00 +0000

Asian study reading response

Name

Course

Date

Tutor

Asian study reading response

1) In the above reading, the primary basis of the argument is how to end the fight between the two countries that have been in a continuous battle over religious differences for more than two decades the two countries are India and Pakistan. They have been involved in many peace talks, but the situation seems only to become worse as days go. The involvement of nuclear weapons has even worsened the case as many people are dying in the two countries. Other than that, this fight is strongly affecting other neighboring countries.

2) The reading is helpful as it is about how the different countries are trying to make peace with each other. It makes the world aware that people should live together in harmony despite their ethnical or religious differences. It teaches the world about the impacts of having conflicts between two countries and the damage that is brought by the wars. Other than that, the peace methods that are used in solving the disputes are excellent and can be used elsewhere in making peace between two countries. On the other hand,

3) The authors of the book are very subjective about the issue. They argue that the use of the punctuated equilibrium model where the two countries arrive at a solution to the problem and find conclusions about what will help in solving the disputes. They also argue that the two countries may use imaginative leadership such that they assume they have a leader who will, in turn, solve their problems.

4) In the past, the Asian people were united, and they all lived together. They were based on two religions that are then Hindu and the Muslims. There was a bill in the Indian parliament that did not favor most Muslims; hence, they and that led to fights that were witnessed then. The religious clashes between the Muslim and the Hindu intensified in the year 1947. The minority were the Muslims who lived in Pakistan, while the majority were the Hindus, who were based in India.

References

Paul, T.V. (2005) Causes of the India- Pakistan enduring rivalry. Sociology. Cambridge

university press. New York 18, 1- 20

Augusto Boal.edited (1)

noreply@blogger.com (Virtual Professor) — Mon, 11 Nov 2019 10:26:00 +0000

Augusto Boal's work in theatre

Name

Course

Date

Tutor

Augusto Boal's work in theatre

Augusto is a Brazilian theater practi6tioner, dramas theorist, and political activist. He was the founder of the theater for the oppressed, an abstract form initially used in the rapid population movement that was happening during those times. Theatre for the oppressed is an arsenal of theater techniques and games that help in restoring peace within the community, ensure that safe dialogue of conflicts takes place and that the people can rehearse and take a proper action plan that will lead to solving a particular problem. This theater was also meant to promote education movements and make them successful. ( Eckersley, 1995).

In India, Augusto was mainly focused on the use of his films to try and motivate those people who were living in the slums to try and work extra hard as that was not the end of life. He identified himself with the poor and the things they were going through. ( Eckersley, 1995) Other than that, forum social change video addresses that, he realized that the slums were residing due to the racial differences in the country. He used his films to oppose this strongly. He used a somewhat rebellious motion about the class difference and the mistreatment of the people who came from slums.

Conscientization refers to a concept that focuses on understanding the in-depth of the world and the thing as people go through. It is important to note that Augusto used the self-centered approach I trying to understand what many unfortunate people go through in terms of their social life. He exposed the various wrongdoings that various political leaders and the rich were doing top the poor. Through this, he made the poor have confidence in their daily activities to tackle their problems.

References

Eckersley, M. (1995). A matter of style. The theatre of Augusto Boal. Mask magazine. Drama

Victoria, Melbourne 3, 18-22

Theater for Development in India.

https://www.youtube.com/watch?v=-yDrjv9kAEs

The Theatre of the Oppressed: Forum for social change

https://www.youtube.com/watch?v=qTA1b4rlTXI

Augusto Boal Interview: April 16, 1931-May 2, 2009 PART

https://www.youtube.com/watch?v=S0L2KHBE2Cw

Augusto Boal Interview: April 16, 1931-May 2, 2009 PART 2

https://www.youtube.com/watch?v=FXutHbXGQfg

Penn state.edited (1)

noreply@blogger.com (Virtual Professor) — Mon, 11 Nov 2019 10:21:00 +0000

Penn state's THON and cancer around the world

Name

Course

Date

Time

Penn state's THON and cancer around the world

Cancer is a state of the body whereby a specific body part has an unusual growth and is not able to perform its normal functions. Cancer is a disease that attacks various parts of the body. So far, cancer has been a threat to human lives and has led to so many deaths in the world. Types of cancer include prostate cancer, breast cancer, and basal cell cancer. There are various causes of cancer. The reasons can be avoided in life as cancer is not a chronic disease that flows through the genes of human beings. It is important to note that cancer is treatable and that when it attacks a body part, then the only solution is to regulate it and make sure it does not reach the third stage.

Penn State is an organization that fights cancer and is against children getting cancer. It composes of various university students, and together, they formulate ideas that enable them to fight cancer that attacks children at an early age. Penn state typically involves funds arising to treat that infected children from the disease. Consequently, they gather at the Bryce Jordan Center for 46 hours. At this point, they usually don't stand up also; they have managed to raise so much money that they use to concur childhood cancer.

There are various signs of cancer in the body. Firstly, urine in the blood is a sign that one is suffering from the disease. In case one experiences severe pains in the urinary organ, then that may be cervical cancer. Many types of cancer are customarily named according to the body parts that it attacks. Constant pains in a particular body part is usually a sign that the body part has maybe been attacked by cancer. Besides, people should always make sure that they go for screening and that they are tested for the disease.

References

Class 18 referral video (2019) Penn state's THON and cancer around the world. https://www.youtube.com/watch?v=7Mj-SQK-D70&feature=youtu.be

Good health and well being of all at all ages..edited (2)

noreply@blogger.com (Virtual Professor) — Mon, 11 Nov 2019 10:16:00 +0000

Good health and well being of all at all ages

Name

Course

Date

Tutor

Good health and well being of all at all ages

The third goal of sustainable development is to ensure that human beings are healthy and that they all; live a healthy life. Many measures have been put in place to ensure the death rates are reduced and the life expectancy of mortals and the elderly increased. By 2030 the United Nations targets that at least out of every 100,000 births in the world, 90% of these babies should be surviving from every birth. This would require an improvement in skills in delivery care.

Other than that, achieving the rate of reducing premature deaths through simple communicable diseases will entail the use of technologies and education to teach people about how to refrain from simple infectious diseases. Many more efforts are being out in place to eradicate a wide range of disorders and the persistent arising issues on health. By increasing the number of physicians and improving the health facilities in hospitals, the well being of many people in the whole world will be guaranteed. There are plans to educate the people on how to maintain their hygiene and more tips to reduce ambient pollution.

Through the upgrading of the health facilities in the world, the united nations aim at making sure that the rate of death is wholly reduced, especially the rate of death through diseases. This means the right to life ultimately observed through this. As such, the hospitals are improved, and the older adults put under the right health conditions. This goal aims at decreasing the rate of maternal mortality such that women survive when giving birth and their infants too. It also aims at educating people about HIV/AIDS pandemic such that it does not continue spreading throughout the world. Most importantly is to make sure that people live a healthy life in the world.

References

United Nations. (2015) Sustainable development goals. United Nations news.

https://www.un.org/sustainabledevelopment/health/

Global.net.(2015) Engaged for values-driven sustainable development goals.

https://www.globethics.net/documents/4289936/18297332/GE_Ethics_SDGs_150825.p

f/55dbaa9c-9906-43be-83f4-313cd7e449ae

week 2 discussion 1

noreply@blogger.com (Virtual Professor) — Fri, 08 Nov 2019 11:13:00 +0000

Prevention of security breach.

The discussion of prevention is better than cure. It is also is more effective and also less expensive to prevent security breach than fixing one after an attack .This is because after an attack the company sure loses a lot of information that leads to incurred huge losses due to loss of valuable information . Cyber attacks happen very often and hence it's important to save the data from this attack which is less costly to put up some reinforcement in place in the system to ensure that data is protected.

Small businesses are especially at risk since they tend to think that they cannot incur a lot of cost during a security breach but they underestimate the cost of losses due the loss. Hence they may not employ experts to reinforce their systems against attack. This is because they lack the resources and technical know- how on how to prevent security breach.

Some of the cost that the companies have to incur after an attack include notification of the total cost including their customers lists consultant fee or more. The company also has to spend on forensic investigation to determine who caused the attack, this means paying a forensic investigator. The company incurs the cost of replacing cards and issuing new credit and debit cards to customers who had their data compromised. Another issue that has to be solved includes the cost of upgrading their systems in order to prevent the potential future breaches.

All these costs could have easily been prevented if only the company had initially put in place measures to prevent data breaches.

References

M Riaz, S Elder, L Williams.2016. Systematically developing prevention, detection, and response patterns for security requirements

IEEE 24th International .ieeexplore.ieee.org

Amazon document

noreply@blogger.com (Virtual Professor) — Fri, 08 Nov 2019 10:59:00 +0000

Class

Instructor

Institution

City

State

Date

ORGANIZATIONAL STRUCTURE AND CULTURE

AMAZON

Amazon.com Inc. has a tradition of autonomy that allows enterprises to lead to advertising business advertising requests. The institutional or corporate culture of an enterprise establishes the traditions and values that influence the behaviors of employees. For example, the business culture of Amazon presses reps to go past customary cutoff points and shows brilliant views and commitments to expand. As the web business's great performance in the world, the corporation needs to continue to check for tangy competence. In any case, Amazon deserves to consolidate its authentic culture to design HR's progression for the medium to long term upper mind in order to establish a willing to take advantage labor pool.

Highlights of Amazon .com's Organizational Culture

Amazon is renowned for a business practice that challenges staff to challenge their ideas and do it on a limb. This socio cultural context is vicariously liable for the ability of the institution to search for new prospects to use details-escalated procedures to provide effective online retail executive leadership. Amazon.com Inc. states, "We are a highly innovative corporation, we have to make extreme large bets, and we get our vigor to flourish for the betterment of our clients. For the present pioneers, that is actually for what reason there's no spot on Earth they'd preferably work over Amazon." This announcement shows that Amazon's authoritative culture has the accompanying attributes:

1. Eloquence

2.Client-centricity

3. Eloquence of pecularity.

As one of its staff, Amazon is advancing power. That characteristic of organizational culture is seen with how the company began selling a broad array of things on the internet through content-concentrated technology development at first started with articles. Amazon.com Inc.'s in correlation. Members are instructed, for example, to be on a limb to introduce new arrangements for working around each other. The company also facilitates openness against new thoughts based on a centralized various array approach by emphasizing frequency. That's it component of the hierarchical culture empowers Amazon to recognize the most ideal plans to take care of issues or improve the web based business.

Customer-centeredness. Amazon.com Inc's. The proclamation of vision features the central role of customers in their business. This factor is also incorporated into the culture of authority of the organization. For example, Amazon strengthens the exposure of experts to the demands and orders of customers. The company continually strives to identify trends and shifts in consumer preferences and incorporates these tendencies in its retail shopping and associated agencies. With this workplace culture trait, Amazon retains its effectiveness in attracting consumers as the internet business expands..

Characteristic. Inc. of Amazon.com. Additionally, patriarchal society requires eccentricity. This cultural logo refers specifically to trial presentations. Amazon, for example, encourages its members in seeing themselves and their job whilst not quite nothing like everyday working approaches. The company acknowledges that it demonstrates restraint on the future development of enterprise. Through such a aspect of organizational culture, Amazon manages to convince leaders to create something new in order to bring the internet business to its maximum potential.

Amazon's Organizational Culture Implications, Advantages and Disadvantages

The company's culture of Amazon enhances the leading efforts of the company in any kind of retail shopping business, as supported by CEO and leader Jeff Bezos ' dream. The professional features of the company have the benefit of promoting growth. Sensitivity and oddity, for example, genuinely transcend new proposals for improving Amazon.com Inc. Company web. Another creative freedom of this hierarchical culture is its consumer service, ensuring that client needs and leanings are regularly fulfilled by the company. In any case, an impediment of Amazon's authoritative culture is that it forces a strain on HR, particularly in pushing workers to take a strong and unconventional non-traditional methodology in carrying out their responsibilities.

Inc. of Amazon.com authentic system enables wide-ranging influence of affiliate marketing activities nationwide. A corporate or organizational hierarchy determines the company's partnership policy and relationship between members. For example, the ownership structure of Amazon determines how managers coordinate administrative procedures in various financial regions and affect them (Lovejoy,and Nobre,2018.).. Amazon.com, as a major online wholesale business, should maintain a hierarchical system that adequately encompasses the scope of its global business market. A evolving business model also benefits Amazon when more materials are included in the entity and its business grows slowly but surely. The plan of this structure supplements the innovative establishment of the business. This complementation enables the management structure of Amazon a crucial component throughout the ability of the company to endure the interventions of rivals such as Target, Apple, Google, Microsoft, and numerous different companies with digital and un-online activities. Beginning to think about either the relentlessness of competition, it is important to improve the department's supplementary assets to ensure that network-based business success continues.

The social structure of Amazon allows operational control. By such control, the panel's pursuits are rigorously updated. The structure's features also give basic support to Amazon.com Inc. New items feature ads on the network, as the organization separates its activities. Long term component parts of the management structure are increasingly reliant on capturing business goals contingent on new objective parts that refer to a gradually expanded corporation.

Amazon.com's Institutional Structure Illustrates Amazon.com Inc. has a bureaucratic functional structure. This arrangement is based on market works as the basis for the agreement between sections of the organization to cooperate (Lovejoy,and Nobre,2018.). The associated qualities are the biggest in the structure of the company of Amazon.:

1. Collections based on international work (many enormous aspect).

2. Radical worldwide framework

3. International structure-based organizations of geographical units.

Efficiency-based interactions are Amazon's centralized structure's main anchored value. Every significant international ability, along with a rating leader, has a dedicated conference or team. The crucial target in making this basic trademark is to embolden Amazon.com to enable promising online business activities the board all through the whole association. Thinking about its progressing worldwide development, the organization develops through this component of the corporate structure as far as simplicity of building up tasks in new markets, as appeared in Amazon.com Inc's. Generic and intensive growth strategies. Coming up next are the significant capacity based bunches in Amazon's authoritative structure:

1. CEO's dept

2. Production of companies

3. Online services Amazon (AWS)

4. Fund

5. Company for foreign customers

6. Budgeting for

7. Company customers

8. International Power structure of Constitutional and Executive council.

Line of succession is a traditional supplementary hierarchical sign. This brand is conveyed by Amazon.com Inc. as far as a globally scheme of vertical lines of order and jurisdiction that affects the ecommerce business. For example, the directives of ranking officers are enforced throughout the company, impacting every major office of the corporation worldwide.. The vital target of this component of the corporate structure is to encourage administrative control of Amazon's whole association.

Divisions in geography . The organizational structure of Amazon also contains departments of geography. Globs are dependent on geographical locations and based business strategies in this supplementary brand. Amazon.com Inc., for example uses regional divisions to make it easier to deal with network-based business depending on local district financial states. The key objective of providing this value of the administrative structure is to allow the company to resolve problems or issues that relate to each regional area, considering comparisons between geographical businesses. Amazon has a straightforward methodology for this auxiliary element, including the accompanying geographic divisions in its activities:

1. North America

2. International

Amazon.com's Organizational Structure Implications, Advantages and Disadvantages

In the affiliate marketing exhibition, the ownership structure of Amazon is effective in promoting universal growth. The success of the company in increasing its market is a measure of the objectivity of this authoritative structure. A beneficial feature for efficiency-based collections and inclusive process is that they allow Amazon.com Inc. to execute regulatory directives efficiently and effectively. In fact, regional divisions help online consumer market issues and associated budgetary circumstances in local areas, for example, North America.

A drawback of this organizational structure is that versatility and sensitivity have been limited. The pervasiveness of global efficiency-based reunions and important traits nationwide hub diminishes Amazon's constraint to respond immediately to web service-based business concerns and issues. In this context, a recommendation is to learn about increasing the growing influence of these fundamental qualities for the company. Amazon might also improve versatility and accessibility by increasing regional or community workforce self-governance or reinforcing.

TVS MOTORS

Television Sundaram Iyengar and Sons Limited (TVSs) is the TVS Company's ownership company of institutions engaged in acquiring virtually a broad range of car models, finest motorcycles and a few other contemporary products. These are also in the field of statutory departments. The entire organizing revenue in 2003 was close to $2 billion.

TVS became set up by T. In 1911, V. Sundaram Iyengar.

It is India Deming's existing car maker, preceded by Sundaram Brake Linings receiving the Deming Prize as well. This reward is issued towards organizations or departments of corporations that have accomplished characteristic improved performance by implementing TQM in a specified year. Sundaram Clayton continued to receive the Japan Production Medal.

The firm TVS group is based mainly in the outskirts of Chennai (formerly Madras) in Padi, Tamil Nadu. TVS Motor Company is India's third most important two-wheeler distributor which is one of the top fifty in the globe, with operating profit in 2007-2008 reaching USD 1 billion, and is the leading corporation of the USD 4 billion TVS Group. In terms of volume and revenue, it is the team's biggest company in the world. It originated in the Moped Division, Sundaram Clayton Limited, which began in 1980 (Chitra, and Maheswari,.2018.). The industry was built in southern India's Hosur, Tamilnadu. This first product released was a 50 cc motor bike, which attracted the public coupled with the ability to accommodate two individuals.

In almost the same place, the same promoters launched one business in 1984 for the production of 100 cc automobiles underneath the branded product of Ind-Suzuki Automobiles in association with Suzuki Motor Manufacturing of Japan. In 1987, Ind Suzuki Electric bikes acquired it in the motor scooter sector and the organization ceased operations to TVS Suzuki Ltd. Although the corporation started importing all sorts of two wheelers such as motor bikes, electric bikes and automobiles, the relationship with Suzuki only endured for the motor bikes. The relationship with Suzuki Auto Industries finally ended in 2001 and the website address switched to TVS Car manufacturer from then on. The organization now designs various variants of two-wheelers via its in-house R&D system and produces in India, Hosur in Tamilnadu, Mysore in Karnataka, and Baddi in Himachal Pradesh at various places. A advanced manufacturing complex has reportedly been opened in Indonesia to accommodate for the South East Asian demand. The firm's manager and executive director is Mr. Venu Srinivasan who is Sundaram Iyengar's grandson of TV.

Organization Structure:

The management of the company is made up of the Manager whom selects the CEO. The vice presidents submit to CEO the R&D branch, which is among the corporation's very significant divisions, has a really centralized repository. That is because the members must be emboldened to execute flawlessly in order to promote imaginative attitudes (Chitra, and Maheswari,2018.). The company should include an organic system with lower tiers of power structures to facilitate an imaginative existence.

1. Compared to its innovative products and technology, the TVS Car manufacturer it has been shown continued growth in a highly competitive environment. This in fact put is attributable to its R&D agency's pragmatic and proficient strategy, which has occasionally generated also often technical but also dependable items to meet market opportunity.

2. TVS Manufacturing has a practical approach to sustainable development and this can be seen in its continuous attempts to bring towards greener technology and commodities along with its support of a number of non-governmental organizations. TVS Electrics will also have a customizable combination of technology throughout the corporation's different mechanisms and this could be measured in much the same specific reference from the number of awards it receives. (Progressive Manufacturer 100 Award, for example, 2009) 3. The study also found TVS Motors ' resilience in standing at all as a competitive enterprise only after it came to a close after its partnership with Suzuki Motors, Japan under which it relied on engineering understand exactly-how, TVS Motors managed to maintain its leading position.

3. Some other part of the equation that is responsible for the growth of the business is its tempo of creativity, which enables it to quickly bring in new product lines in a complex and dynamic economic climate. Its use of cost effective techniques such as Kanban, Total Competitiveness Leadership, Still-in-time and Mass production Implementation Mechanisms can indeed be ascribed to these in major aspect.

When using state-of - the-art technological innovations such as mySAP R/3 ERP, TVS Electrics continues its connection as well as its 450 distributors and 200 vendors. This advanced use of technological advances enables it to successfully manage its symbiotic interdependencies with its suppliers and dealers and between its manufacturing plants.

TVS MOTORS PESTEL ANALYSIS

Political Environment .

Tvs operations are worldwide hence they ought to pay close attention to other countries political climate, their laws and regulations. This means that they have to pay very close attention and control their particular operations of their dealership of their products and subsidiaries in the nations they operate in. Apart from that, they are Keen to every country governing bodies even at the grassroots sort of perspective. Hence great detail and information of other countries political information, well being , what they allow and what is allowed ,taxation policies ,their trade barriers are put in palaces before they can trade in a variety of countries all round the globe.

Economic Environment .

Here role of supply and demand plays the biggest role in the countries and regions that the motor plays in. Tvs motors have to not only thought of the local people in India but the people and customers in the entire globe since they have a very wide open market to supply to. These would mean that they have to expand their production capabilities in order to make sure that every client and customer is taken care of. These also a positive impact for the company since more clients translates to large profits and also equal reduction in the cost of production. In addition, the company has to study the clients and customers in the different countries to ensure they meet their needs and necessities. Strives to elevate their innovativeness and their creativity. Marketing, advertising and also publicity ensure the company is known not only locally but worldwide.

Social Environment.

The company also has to be abreast with the current lifestyle changes and trends to ensure they are updated on the changes that occur every day in the social environment. This calls for more and more innovative ways. Intense research has to be made on the customers and clients buying patterns, likes and dislikes and also other like products in the market ( Chitra and Maheswari,2018). This information is required to build products that ensure and increase customer satisfaction. The company has been one of the best companies for very many years hence they have to be updated of the societal needs.

Technological Environment.

Innovativeness and creativity calls for technical and practical solution for the clients and consumers. Hence the company has to continuously update their system and use of latest technological frameworks to ensure that they fully utilize the technology and use it to their advantage. Licensing of their system, access control, prevention of unauthorized access to their systems is crucial to prevent system failure and interruption by malicious people.

References

Lovejoy,T.E and Nobre,C .2018. Amazon tipping point.advances.sciencemag.org

Chitra,S and Maheswari,J .2018. Customer Satisfaction towards TVS Bharath Motors in Aundipatti

International research journal of management, IT. sloap.org

plagiarize

noreply@blogger.com (Virtual Professor) — Thu, 07 Nov 2019 08:37:00 +0000

The relevance of this paper is to seek and examine the development of the Aboriginal people concerning health issues. Moreover, the paper will entail the lifestyle of the people in the region. Furthermore, it will touch on the significant illnesses distressing the people of the community and the measures taken in improving the healthcare services among the Aboriginal people. The development done for the community in the health sector has improved their health, thus improving their living standards in the community.

Background of the Aboriginal Community

The history of the community that settled in Australia began many years ago. The large population reduced drastically during the era of colonization due to the outbreak of diseases. Notably, the indigenous people are the first humans to inhabit the land of Australia and the neighboring islands. These communities include both the Native people and the Torres Strait Islanders who are believed to be the first inhabitants in the region of Australia.

EXPLORATION OF ABORIGINALS COMMUNITY

The report shows that the majority of the people of the Aboriginal community lives in the NSW part. This involved 24.6 % of the aggregate populace and 31.5% of the aggregate of the Aboriginal populace in Australia. Notably, the research done shows that a high population of Aboriginal individuals stays in metropolitan Local Health Districts.

Additionally, more than 90% of the Aboriginal persons in the region stay in substantial city areas or inward territorial areas. While fewer Aboriginal persons stay in external regional and remote zones, and they tend to speak in a higher scope of the populace (Abs.gov.au, 2015). The report done shows that the national median age is approximate 37 years old.

The population of the NSW part is much more youthful than the individuals who are not aboriginal. Research shows that the majority of the Aboriginal individual in the region are twenty-four years and below. The difference in imminent among the Aboriginal individuals in NSW and the community as a whole is assessed to be in a range of 7-9 years. The primary cause of higher death rates and abundance passing experienced by Aboriginal individuals are the prolonged illness in the region. The illness affects the people causing death and mystery to the people living in the community (Abs.gov.au, 2015). The primary disease affecting the people of the population are cardiovascular sickness, emotional wellness, diabetes, growths, and damage. Furthermore, statistics on the strength of the individuals in NSW can be found through the Health Offices and in the Health Statistics.

THE CLEAR OUTLINE OF THE PROJECT

The health framework in the region is involved with the responsibilities regarding the provision shared over a scope of partners. The Ministry of Health, Local Health Districts, Medicare Locals, and Medical Research Council in the area are the key suppliers of the fundamental approach which arranges the administrations in Aboriginal health services (Aihw.gov.au, 2015). The Community Controlled Health Services, general specialists, and group wellbeing administrations assume a dominant part in the endowment of essential health services and incorporation of consideration crosswise over central, optional, and tertiary healthcare administrations (Healthinfonet.ecu.edu.au, 2015). The medical experts working in both public and private frameworks and health facilities assume a fundamental part in giving care and making sure Aboriginal individuals have access to administrations. Moreover, they also make the people of the community have access to techniques that are reasonable even to those individuals who are not aboriginal.

The principal shareholders in the NSW health care system are; NSW organization of health supports constitutional roles such as the monitoring the performance of health services and funding the research of medicine. Similarly, they deliver and obtain amenities for the population of their given areas (Healthinfonet.ecu.edu.au, 2015). The Aboriginal health and medical research council of the NSW, which represents the community healthcare services. The community health services deliver healthcare to the societies, Medicare locals coordinate the delivery of healthcare to address the local health care needs, non-governmental health, and other organizations survey the health conditions of the people of NSW.

The primary issue that is common with older people has low rates in the entire population, but the older age in NSW is in a smaller percentage. Most of the patients are of the middle period between the age of 20 to 30 years because of the influence of alcohol and smoking (aph.gov.au, 2015). The council of the Australian Government targets to advance health in the Aboriginal community to increase the life expectancy and reduce the number of death of children in the region. This is because the life expectancy of aboriginal males from 2010 to 2012 was estimated to be 69, and the mortality rate of infants was five deaths per 1000 births. The leading cause of death in adults is cardiovascular diseases and cancers.

PUBLIC PRIORITIES TO IMPROVE HEALTH

The medical council research and Aboriginal healthcare unit commend the NSW government for developing the NSW 2013-2030 health strategy engrossed on altering the medical system to safeguard the views and agendas of the health ministry meet the needs of the Aboriginal people (Nacchocommunique.com, 2015).The vision of the health plan is to see health equity among the people of Aboriginal so that the communities can enjoy quality health services. Its goal is to work together with the people of Aboriginal so that they can achieve the highest level of health possible. The planed strategies were to reduce the rate of alcohol drinking and smoking of tobacco, condense overheavy, and increase patient satisfaction in the region of Australia.

The preparation and distribution of the health plan will be conducted by medical expertise within the health ministry, the medical brilliance commission, the assistance for clinical invention, medical training and training institute, department of health institute, melanoma institute of NSW, and the new kids and families' agency. All six organizations will work together to ensure they come up with solutions to the current health crisis in NSW to enhance effective development in healthcare sector.

COMMUNITY HEALTH PROGRAM TO DISCOURSE THE MAJOR ISSUE

The public targets to shape good relations with the service benefactors to expand services for health in the region. The honest contribution of the people in the community is required to enhance the active development of health centers in the area. Better strategies were put in place to improve health services in every part of the area. This proficiency includes information about the culture and outdated performs of the people in the region (chf.org, 2015). Cooperating with the communal will increase the working associations and enable a synchronized tactic to encounter the healthcare needs of the resident in the district.

The individuals staying in the area aim to introduce communal coverage, which will be open to every single person in the community. Nonetheless, access to medical services is complicated in the region. As such, the introduction of universal coverage will reduce the scrap, thus being reliable to the people of the community promoting development in the region.

The people in the region are currently aiming to improve and develop the health organization — this is to help in funding the public security plan. The introduced idea will make sure that all the native people in the region to be enumerated with the social security policy (aihw.gov.au, 2015). They will appoint a health specialist who will control the program and all the people in the city.

The introduced method is feasible for the people of Aboriginal who stays in New South Wales. The methodology will help encounter the issues of accessibility to quick health services. The development would spread the catalog of native people and make mindfulness about the impairments of awful ingestion repetitive and somatic apathy. Moreover, it will help the government to be able to access the best assistance from the world health organization.

THE STAKEHOLDERS

Premeditated arrangements will be introduced to help in the implementation of the healthcare plan and security procedure that involve working in partnership with a different organization. This will reinforce the action of employing the health plan, rereading investigation agendas that are supported by NSW health. Additionally, it will make them identify excellent opportunities, thus improving the medical services and benefiting the people of the community. Data collection was implemented that worked in collaboration with the people of the community. This helped in reviewing the health needs of the people. Additionally, the plan reinforced the medical services being rendered to the people of the community.

The introduced plan aims to include the people of aboriginals who will help in managing the project. They will be required to produce volunteers and staff who will help in achieving the activity aims on time. Healthcare practitioners will assist individuals who are on the ground. The local authority will help to regulate our mission to garb the group's necessities (NACCHO Aboriginal Health News Alerts, 2015). The primary properties that will be required for the plan will include vehicles, capital that will be used to pay the workers, and encourage the people who volunteered. Technological gadgets will also be used to make the work easier. The supplementary public relations will also partake in supporting the dogma and permit it to the government for endorsement and funding (Nacchocommunique.com, 2015). With the vicinity specialist to security that the movement is recognized well by the crowd, the faultless timeline that would show that this process is all around objectified and the flow is active in six months.

Strengths

Consequences of the medical plan and the security policy program will lead to effective healthcare programs hence reducing the level of death in the region of Aboriginals people. The introduction of better medical services, vaccination of both children and older people, and educating the public on health issues will reduce medical problems in the region. Moreover, it will lead to employment for the trainees, thus promoting development in the area as a whole (ahmrc.org.au, 2014). The people in the area will have an added advantage from the activity. They will benefit from helpers for the movement of the therapeutic service, generating acquaintance with the action by employing the adjacent specialist having regular meetings in securities. These meetings will make every individual to be taught and learn from others, thus improving health services in the area.

Limitation

The possible problems and predicaments that may arise during the activity are some of the community people may resist receiving the offered services. Additionally, transportation costs may be a hindrance. The language barrier may be a problem during the activity in the region. Lack of money may hinder many individuals from the group to get access to the services and lastly the culture of the community may cause some individuals not to adhere to the new methods of medical services

Possible Solution

The problems, as mentioned above, can be eradicated by educating the people from the community about the usefulness of the services to their lives. The education will bring change to the mindsets of the people, thus making them not to resist the activity being done to them. The government should improve the transportation system to enhance active transport in the region. This will help many people in the region to access the services in the area (health.nsw.gov.au, 2015). The people of the community should be taught about the benefits of the healthcare service and forget about their traditional culture, which is outdated in the present day. This will enhance the effective running of the service in the region.

REFLECTION

When you observe the aboriginal people staying in New South Wales, the community is scheduling an appropriate method to increase the medical care condition, education, and history of the healthcare norms of the people (aph.gov.au, 2015). It brings a part of common sense that there are challenges when inspecting a collection and positioning an appropriate method to distribute excellence medical services.

Every activity has a few difficulties that make its execution troublesome. The indigenous group in Australia is an affectionate community that has its own culture. Presenting another method for social insurance procurement may meddle with the existing frameworks achieving resistance from the group. Another conceivable test is the blunder of trusts and assets by the individuals included in the activity (Abs.gov.au, 2015). Blundered assets would fix all the advancements made and convey the entire project to a stop. This research has helped in discovering and promoting a clear understanding of the Aboriginal community, thus improving the community health standards concerning the nursing exercise. Most important, it has helped to identify the health issues which are more severe and affects the community hence offering a better solution.

Tuberculosis.docx

noreply@blogger.com (Virtual Professor) — Tue, 05 Nov 2019 10:17:00 +0000

Student's name

Course

Unit

Date

Tuberculosis (TB)

Tuberculosis (TB) is a well-known disease that affects the lungs of a human being. It is an infectious disease that is caused by tuberculosis which is a causal bacterium. The bacteria are spread from one person to the other. Getahun et al., (2015) claims that the bacteria is spread through tiny droplets which are released to the air we are breathing through coughing and sneezing.

Tuberculosis infections began to spread in the year 1985, sometimes back in the developing countries. This was partly as a result of the emerging of the HIV, which is the causative virus causing AIDS. The virus weakens the immune system of a human being so that it weak to fight the TB germs. Tuberculosis was decreasing in some parts of the United States in the year 1993 because of the active control programs that were instituted. However, tuberculosis did not stop but remained to be a big concern to the people.

Numerous tuberculosis strains are mainly resisting the drugs which are often used to cure the disease. Some individuals having active tuberculosis are advised to take various types of medications for a more extended period. This aims at eradicating the infections and prevent the development of resistance to antibiotic.

Symptoms

The body of a person can harbor the bacteria causing tuberculosis (TB). However, the immune system is much active in preventing someone from getting sick. As a result, doctors usually differentiate between Latent TB and Active TB.

Latent TB

Although in Latent TB condition, one has the TB infection; however, the bacteria will constantly remain in an inactive state in the body, and it cannot cause symptoms. The Latent TB is also referred to as inactive TB or TB infection, and it is not contagious. However, it turns to active TB later if it is not treated at an earlier stage. It is crucial for a person with Latent TB to undertake treatment and help in controlling the spread of TB. The people with latent TB are estimated to be 2 billion.

Active TB

Active TB condition can make someone sick and in some cases, end up spreading to other individuals. In most cases, it occurs within the first few days after infection with the TB bacteria. However, sometimes it happens in some years later.

Signs and symptoms of active TB include

Coughs with blood

Persistent coughs that go more than three weeks

Fatigue

Unintentional loss of weight

Chest pains or pains when coughing or breathing

Night sweats

Fever

Chills

Loss of appetite

Also, Tuberculosis can sometimes affect some body parts such as the spine, brain, or kidney. In case the TB occurs outside the person's lungs, the signs and symptoms are varied according to the organs that are involved. For instance, spine tuberculosis gives an individual back pain, and tuberculosis in the kidney is feared to cause blood in the urine.

Transmission

Tuberculosis (TB) is transmitted from a person who is infected to a susceptible person in airborne particles. The particles are referred to droplet nuclear, and they are 1-5 microns in diameter. The infection droplet nuclear is small water droplets having the bacteria. The bacteria are released when a person with laryngeal or pulmonary tuberculosis sneeze, coughs, laughs, and shouting. The tiny droplet nuclear are suspended within the air for up to several hours. Mycobacterium tuberculosis, which is tuberculosis bacteria, are passed through the air but not by any surface contact. In this case, touching someone can hardly spread the tuberculosis bacteria unless they are taken in through breathing.

In essence, transmission only takes place when an individual takes in droplet nuclear that have tuberculosis bacteria through inhaling. The droplet nuclear travels through the mouth or nose and then move into the upper respiratory tract (Hatherell et al. 2016). Eventually, the droplets reach the bronchi and ultimately to both the lungs and the alveoli.

Complications

The common complications of tuberculosis include spinal pain, back pain, and stiffness.

There is still damage to the joints whereby tuberculosis arthritis has effects on the knees and hips of the person.

There could be Meningitis which describes the swells of the membranes that covers the person's brain.

Kidney or liver problems

Heart disorders

Treatment of TB

The cornerstone of tuberculosis treatment is medications. However, treating TB can take a much more extended period to cure, unlike treating any other type of bacterial infection. TB disease can be treated, and it is curable. Active, drug-susceptible TB disease is often cured with a course of 4 antimicrobial drugs for a standard of 6 months. The antimicrobial drugs used are given with dosage information. The patient is supervised and supported by a qualified health worker or any other volunteer who is trained. In essence, the disease can spread if there will be no enough support treatment adherence. According to Horsburgh Jr et al., 2015, the previous majority cases of TB are believed to be cured when medication is appropriately provided and taken.

In the case of active tuberculosis, the patient ought to properly take antibiotics for a minimum of six months or a maximum of nine months. The age of the patient determines the specific drugs to be recommended and the length in which the patient is to be treated. Also, it depends on possible drug resistance, overall health, as well as the body's infection's location.

Most common TB drugs

It is recommended to take one to two types of TB drugs for anyone who has latent tuberculosis. Other patients are administered several drugs at once like for instance, any drug resistance strain with active tuberculosis. However, there are other various well-known medications that are used to cure tuberculosis. They include the following;

Isoniazid

Rifampin (Rifadin, Rimactane)

Ethambutol (Myambutol)

Pyrazinamide

The World Health Organization (WHO) highlighted the mortality rate of TB like for instance deaths caused by TB amongst peoples who are infected by HIV per 100000 populations per year to be falling at around 3% yearly. The overall reduction within that time to be 42 percent between 2000-2017.

In a year within the world, TB incidence rates are dropping at around 2 percent. However, the fastest regional drops from the year 2013 to 2017 happened to be in the WHO European regime and the WHO African Regions. Within the period of five years, particularly impressive reductions of about 4 to 8 percent in a year took place within southern Africa, like for instance, Lesotho, South Africa, Eswatini, Zimbabwe and Zambia after the noted HIV epidemic peak as well as the TB expansion, and prevention and care of HIV and in the Russian Federation a percentage of like five in a year, following the persistent efforts aimed at reducing the burden of TB as well as scrutiny of progress that came from the highest political levels.

Reporting

For any person who has been confirmed or is suspected to be having active TB disease, the person is required by law to be presented within a working day of identification to the control section of TB epidemic. This will comprise of any patient who just begun empiric multi-drug therapy for active pulmonary or extrapulmonary TB.

Social Determinants of Health

The wide range of health risk and outcomes can be affected by the living conditions in places where people live, work, learn as well as play. For instance, we are all aware how poverty can have adverse effects to people in terms of accessing health foods and security within the neighborhood and that access to more education can be a predictor of accessing better health. However, health differences currently are striking the poor communities with the poorest SDOH like, for example, unstable housing, insecure neighborhoods, low income as well as poor education standards. In this case, we can join hands together to ensure we improve both the population and individual's health as well as advancing health equity by applying what we all know about the SDOH. In essence, the health people have tried to highlight the advantages that may come our way when we address SDOH by including creating a social and physical environment which aim at promoting recommendable health for all. Uplekar et al., claims this to be known as amongst the four overarching objectives for the decade (2015)

Also, all stages of TB pathogenesis can as well be influenced by socioeconomic status. In essence, there is a close relationship amongst the risk exposure and the underlying disease burden and the surrounding environment where human beings live. The highest risk of exposure is on the individuals who live or work in high burdened places. Besides, the risk of exposure is always influenced by the characteristics of the environment, the airflow, as well as the number of individuals who are sharing the space.

The Epidemic Triangle of TB

According to the Center for Disease Control and Prevention (CDC), the epidemic is defined to be the occurrence of more disease cases, injuries, or even other health conditions which expected in a particular area or amongst a given group of individuals in a specific period. The epidemiology triangle tool is not ideal for analyzing the way a disease spreads and the means of combating it. According to Hutton (2018), the triangle is comprised of three parts which include; the agent, host, and environment. The epidemiology triangle of TB is,

The agent is the Mycobacterium tuberculosis.

Role of community health nurse

The community health nurses are responsible for providing healthcare to the patients as their primary role. Besides, they can as well offer education to the communities to enlighten them to maintain their health to reduce the occurrence of diseases and deaths within the community. They come up with education seminars, hand-out flyers, dispense medication, and administering immunizations as well as conducting health screening (Smolowits, 2015).

The community health nurses employ their acquired skills in supporting population health in eight domains:

a) Analyzing and assessing the community using the data available and also collecting more data for the provision of the information essential for assessing, planning, implementing, and evaluation of community health.

b) Program planning and developing policies that aim ant supporting the community health, individuals as well as families.

c) Communicate effectively with the community stakeholders, as well as the individuals and families to determine their knowledge and the required attitudes as well as available healthcare facilities and health services.

d) Cultural competencies which enable effective practice with various individuals, groups, and families among the community of care.

e) Community practice dimensions that comprise of health service planning, advocacy, as well as evaluation of program efficiency within the community.

f) Public health science that comprises of utilizing the available research conducted, the design as well as implementing varieties of new research, and using epidemiology as well as other methods of analysis to determine the disease distribution and determining it in the community.

g) Planning skills and financial management aimed at arriving for having reasonable budget management and utilization of public resources.

h) Both system thinking and leadership skills that help uphold a professional practice and public health development of a team.

The most significant aspect is the demographic data that is used while referring to the occurrence of disease while making a sound decision on the appropriate treatment methods.

USAID on TB

The U.S Agency for International Development (USAID) supports high-quality screening diagnosis as well as free services such as treatment for over a large number of patients who are suffering from TB and multidrug resistance tuberculosis (MDR TB). (Fauci, 2018). USAID works jointly with other partner governments aiming at controlling and preventing the transmission of TB and renew efforts working out to find out the missing cases of TB, upholding the capacity and strength of the national TB programs. The organization as well builds the ability of the country to use the available resources and turning evidence into policy as well as the expansion of the development of new TB diagnostics, vaccines, and drugs.

Global Implications

Tuberculosis (TB) is a well-known disease in the world, and it is everywhere in the countries worldwide. It has been pointed to the deadly infection that is causing most deaths in the world. The World Health Organization estimated a total of 1.8 billion people almost a quarter of the peoples' population in the world to be infected with Mycobacterium tuberculosis (Mtb). This is the TB causal bacterial. There have been over 10 to 16 million cases of TB infections that led to deaths over the few decades. TB is one among the deadly airborne diseases that are spread through coughs, sneezing thus being the worlds. the leading cause of infectious disease. TB disease plays a part in the economic devastation and the poverty cycle as well as the illness that entrap the community, families, and even the nation at large. The women, children, and people living with HIV/AIDS are the most vulnerable groups who are in danger. The disease is growing sharp and deadly and thus being hard to be treated due to the persistent and increasing drug resistance by the patients, thus becoming a threat to the community. According to Houben & Dodd (2016), in the previous year, there have been cases of over 558,000 TB drug resistance cases.

TB disease is striking in every corner of the world. The nations that have registered a large number of TB cases include the South East Asia and Western Pacific regions which had a percentage of 62 of the new TB cases. African region followed with a percentage of 25 of the new cases.

Lastly, 87 percent of the new cases in 2017 occurred in the 30 high TB burden nations. Some counties such as China, the Philippines, Indonesia, Pakistan, Bangladesh, Nigeria, and South Africa are the eight nations accounted for two-thirds of the new cases of TB.

Conclusively, tuberculosis infection and disease have remained to be prominent in populations within the community, and that has been figured by the poor living conditions of the community, poor housing conditions, HIV infection, as well as drug use. The practical means to conquer TB is linking a primary medical provider with the community-based organization and provision of high targeted screening services to the individuals who are endangered and prone to acquiring and transmitting TB disease.

References

Fauci, A. S. (2018). Addressing the tuberculosis epidemic: 21st century research for an ancient disease. Jama, 320(13), 1315-1316.

Getahun, H., Matteelli, A., Chaisson, R. E., & Raviglione, M. (2015). Latent Mycobacterium tuberculosis infection. New England Journal of Medicine, 372(22), 2127-2135.

Hatherell, H. A., Colijn, C., Stagg, H. R., Jackson, C., Winter, J. R., & Abubakar, I. (2016). Interpreting whole genome sequencing for investigating tuberculosis transmission: a systematic review. BMC medicine, 14(1), 21.

Horsburgh Jr, C. R., Barry III, C. E., & Lange, C. (2015). Treatment of tuberculosis. New England Journal of Medicine, 373(22), 2149-2160.

Houben, R. M., & Dodd, P. J. (2016). The global burden of latent tuberculosis infection: a re-estimation using mathematical modelling. PLoS medicine, 13(10), e1002152.

Hutton, S. (2018). Latent Tuberculosis Infection Treatment Completion and Predictors of Noncompletion among Visa Holders in the Rural Setting.

Smolowitz, J., Speakman, E., Wojnar, D., Whelan, E. M., Ulrich, S., Hayes, C., & Wood, L. (2015). Role of the registered nurse in primary health care: meeting health care needs in the 21st century. Nursing Outlook, 63(2), 130-136.

Uplekar, M., Weil, D., Lonnroth, K., Jaramillo, E., Lienhardt, C., Dias, H. M., ... & Gilpin, C. (2015). WHO's new end TB strategy. The Lancet, 385(9979), 1799-1801.

Tuberculosis.docx

noreply@blogger.com (Virtual Professor) — Tue, 05 Nov 2019 10:15:00 +0000

Continuous Performance Improvement

noreply@blogger.com (Virtual Professor) — Fri, 01 Nov 2019 12:08:00 +0000

Preventable Medical Errors

noreply@blogger.com (Virtual Professor) — Fri, 01 Nov 2019 12:07:00 +0000

Managing Gender Discrimination

noreply@blogger.com (Virtual Professor) — Fri, 25 Oct 2019 11:44:00 +0000

Student's Name
Tutor's Name
Course Title
Date
Managing Gender Discrimination
Inequality between men and women is a form of abuse by sex stereotypes and gender roles which therefore lead to discrimination against men or women. , discrimination against women is the main form of gender discrimination and, despite its level of social legitimacy, is a global pandemic. At the family, national, regional and international levels, gender inequality is blooming, leading to injustices against women in social, economic and political fields. Gender inequality, which is highly motivated by gender roles, puts women in a lower position than men in society for a long period of time (Ruyssen and Salomone, p. 150). Despite light of significant progress despite social change in women's equal rights for men and equal rights as men, women are still subject to unfair treatment in cases of rape and gender-based abuse. The goal here is to discuss gender inequality as an international issue and how it impacts women and girls and how it can be addressed.
Females have the same rights as men as human beings and have the right to equal opportunities as them. There have been considerable steps towards changing the attitudes of the people about gender inequality as a good practice in society. The planet has grown in the current dispensation, and this progress is rendered by both men and women. It is, therefore, crucial that society starts to see women as equal citizens as women with the same value in the world as men. A major step in achieving gender equality is a reversal in the belief that women belong to a small class.
Gender discrimination can be managed by giving women equal opportunities and rights. Promoting women in every area of life is a sure way to enable women to participate in the economy. This would promote economic growth and increase productivity, which would have a positive effect on economic growth and profitability. In this reference, developing sex-sensitive schools would be an important step in creating a pleasant teaching and learning environment for women who have been adversely affected by educational inequalities. This would help enhance women's trust through their studies and help to improve gender-related curricula by establishing a national diversity strategy.
Giving women opportunity to power helps managing gender discrimination. Females have less influence in politics globally than men. In the past half century at least 62 per cent of the world's countries, including the US, have never seen a female head of government or state. There is an alarmingly high number of women in political posts compared to men. Females were four-to - one in national legislatures. Gender equality is a rare occurrence because only three nations with single and lower houses have 50% or more women in parliament (Schouten, p.187). The desires and values of women are better represented economically, including the equitable presence of women in government and leadership positions. For many female economic success is difficult to achieve or raise the socio-economic level. Girls work long hours in unpaid household labor all over the country. In certain countries, girls have no right to own property, earn a living and advance their careers by sexism in their work.
Management of menstrual hygiene is essential for children to go to school and engage in their day to day lives but not always. The most vulnerable women live in poverty and insufficient reproductive treatment. Mostly, women will stay at home from school as their school facilities are insufficient because they do not have access to healthcare items or education. Several cultures believe a menstrual woman does harm in all she touches. Some women have to live in "menstrual sheds," which could be dangerous or life-threatening. Such social false taboos contribute to ostracism, early marriages and the threat to the future of women. Teenagers also have trouble accessing healthy and secure products in camps. By providing this necessities to women, they will feel not abandoned or discriminated which will enable them to access other facilities without fear of being mocked.
Giving females opportunity to education. There are around 130 million non-school girls in the world. Although girls' enrolment in schools has increased significantly, a great deal of progress remains to be made. Women will never receive education more than boys. In the world of primary school, 15 million women never go into a classroom relative with roughly 10 million boys. While in the country, various boys and girls face challenges to schooling, there are a number of specific forms of discrimination that only concern women (Jimena and Gautam p.21). This includes forced young-age marriages, sexual violence in schools and certain cultural or religious standards which restrict the access of girls to education. The World Bank believes that better educated women are more active, work in organized labor markets, earn greater wages and get married at a later age. Girls can acquire essential skills and essential knowledge, through education, that enables them to prosper in their professions and make clear choices that improve their quality of life.
To conclude, for effective management of gender discrimination, then giving women opportunity to power, exposing women to education and availing menstrual products to women are some of the key ways of managing gender discrimination as outlined above.

Works Cited
Jimena, S. I., and B. Gautam. "Gender Discrimination." Max Planck Encyclopedia of Comparative Constitutional Law, 2016, doi:10.1093/law-mpeccol/e127.013.127.
Ruyssen, I., and S. Salomone. "Gender discrimination as a driver of female migration." Gender and Migration, 2018, pp. 149-172, doi:10.2307/j.ctv4rfrqb.9.
Schouten, G. "Discrimination and Gender." The Routledge Handbook of the Ethics of Discrimination, 2017, pp. 185-195, doi:10.4324/9781315681634-19.

How the use of SaaS application may affect the security of DAS

noreply@blogger.com (Virtual Professor) — Wed, 16 Oct 2019 07:28:00 +0000

SaaS.docx

Financial Analysis of Volkswagen

noreply@blogger.com (Virtual Professor) — Tue, 15 Oct 2019 18:52:00 +0000

Financial Analysis of Volkswagen

Affiliation

Name

Date

History of the Company

Volkswagen (AG) is an automobile company which was formed in 1937, and its located in the Germany. Initially, the company produced low priced automobiles for their customers. During this tenure, Volkswagen operated under the Nazi organization, and Ferdinand Porsche was responsible for the design of the first car. Before the mass production of automobiles, the World War II occurred in 1939, forcing the company to manufacture military equipment and vehicles. Because of this, Volkswagen became a target by the allied bombers. Under the British supervision, Volkswagen was rebuilt and the mass production began in 1946. Three years later, the West German government took control of Volkswagen leading to the production of passenger cars. For the last 70 years Volkswagen has operated throughout the world like China, Mexico, Brazil and the United States. Apart from producing passenger cars, Volkswagen produces commercial vehicles and vans. The most popular automobiles produced by Volkswagen include Porsche ad Audi in Germany. In the UK, Bentley is the common passenger car, while in Italy is Lamborghini. In 2015, Volkswagen became the largest automobile manufacturer surpassing Toyota Motors (Tikkanen, 2019). Despite this, Volkswagen encountered public relations crisis where the Environmental Protection Agency of the US announced that the company's diesel-powered automobiles which altered its performance. Volkswagen acknowledged its fault during the installment of defeat devices. Due to this, Volkswagen was forced to recall over 10 million cars across the world. Volkswagen faced litigation cases and was fined over $4 billion in the US. Additionally, some company's officials were found guilty of criminal cases. However, the company's sales of automobiles continue to increase each year. Recently, the company has ended the manufacturing of Beetle because of several redesigns.

Profitability ratios

These ratios compare various income statement items and how well a company achieves its operations. These ratios show the company's efforts in generating income from its core operations. Investors use this ratio in describing whether a company can generate a positive return from their investment. Generally, increasing profitability ratios are preferable as they indicate that a company is moving in the right direction. A decreasing ratio or below the industry ratios suggest that a company is an inefficiency in generating profit.

Gross profit

It shows the company's efforts in its production processes. This amount is obtained after the cost of sales are deducted from the sales and then expressed as a percentage. A higher ratio is considered by the management since it shows that it will have the capacity to meet the operating expenses. A lower ratio shows the management inefficiency in its production activities. From the analysis, Volkswagen had a ratio of 19.50% in 2016, then improved to 20.53% in 2017, and then declined slightly to 20.13% in 2018. The decline in 2018 was contributed by an increase in the cost of sales.

Net profit margin

It shows the income generated by a company after all the expenses are deducted. Analysts rely on this ratio in determining how the company produces income. Investors also rely on this ratio in making sales forecasts and predicting the company's profitability (Adedeji, 2014). The ratio expresses what the shareholders receive after the operating and non-operating expenses are deducted. Additionally, a company use this ratio in deciding whether to reinvest the earnings or pay the shareholders. A higher ratio is preferred because it indicates that a company can translate more revenues into profits in each financial year. On the other hand, a decreasing profit margin is a red flag to a company by reflecting that its operations are inefficient. From the analysis, Volkswagen had a profit margin of 2.48% in 2016, increased to 4.99% in 2017 and then increased slightly to 5.15%% in 2018. The increase in this ratio was contributed by the increase in net profit attributable to shareholders..

Return on Equity (ROE)

This ratio shows the relationship between the net income and stockholder's equity. It also indicates the return which investors receive after investing in the company (Nuhu, 2014). Stockholders commonly utilize this ratio in indicating whether or not to purchase stock. A company with a higher return to stockholders is capable of generating more internal cash flow, and hence less dependent on the debt financing. From computations, Volkswagen had a ratio of 5.79% in 2016 then increased to 10.51% in 2017 and then decreased slightly to 10.36% in 2018. The decline was contributed by an increase in the operating expenses.

Return on Total Assets

It shows the return to total assets after the company generates net income. In simple words, ROA shows how well a business manages the total assets in producing net income for a particular financial year (Nuhu, 2014). A company purchases its assets with the primary objective of generating more revenues and profits. Therefore, ROA shows how management is efficient in converting investments into net income. This ratio is considered necessary since a company's assets are the biggest form of investment a company can achieve. Volkswagen had a ROA of 1.36% in 2016, then increased to 2.76% in 2017 and then remained constant to 2.76% in 2018. The increase in ROA was contributed by an increase in the net profit.

Efficiency Ratios

These ratios are used to evaluate the management's ability in using its assets and liabilities in its core operations. Efficiency ratios are also known as activity ratios since they show how long a company take in converting inventories and collecting cash. The analysis can be used in improving the company's profitability and overall cash flow (Nuhu, 2014)..

Inventory Turnover

This ratio shows how well a company manages its inventory during the production process. It also expresses the times a company's inventory is converted into sales during the year. A higher ratio is recommended because it shows that the company is converting its stock many times during the year (Adedeji, 2014). A lower ratio indicates that a company is holding too much inventory into the business is associated with obsolescence and holding costs. From the analysis, Volkswagen had a ratio of 4.49 times in 2016 and then increased to 4.51 in 2017 and then lowered to 4.12 in 2018. The analyses indicate that the company's efficiency in converting inventory into revenues is improving from 2016 to 2018.

Accounts receivable turnover

The ratio shows how much a company can collect its receivables during a particular financial period. Usually, a company sells its sales on a cash or credit basis. When it decides to sell on credit, it allows the customers to pay on particulars dates during the year (Nuhu, 2014). A higher ratio is favourable since it shows that a company collects receivables many times during the year. On the other hand, a lower ratio shows that a company is inefficient in collecting its debts from the debtors. A lower ratio may reflect that a company's payment policy is not efficient. From the analysis, Volkswagen had a ratio of 27.95 times in 2016, then lowered to 17.99 times in 2017 and lowered further to 15.10 times in 2018. This indicates that the company's efficiency in collecting its debts is lowering.

Accounts payables turnover

It indicates a company's ability in paying its creditors (Nuhu, 2014). A company purchases its goods on cash or a credit basis. When it chooses to buy on credit, it is mandated to pay the debts during the year. The ability to pay the suppliers more times during the year indicates its efficiency in paying the debts. A higher ratio is considered since it shows that a company has the ability to pays debts, whereas a lower ratio shows that it's inefficient. The analysis reflects that Volkswagen had a ratio of 8.09 in 2016, then improved to 7.96 in 2017 and then improved to slightly to 8.08 in 2018.

Asset Turnover

It shows the return to the total assets after the company produce revenues (Nuhu, 2014). This ratio indicates how efficient a company is utilizing its assets to produce sales. It also indicates the management's efficiency in producing each dollar of sale. A lower ratio may reveal that the management is having production challenges since assets are inefficiently used. From the analysis, Volkswagen had an asset turnover of 0.55 in 2016 and then remained constant at 0.55 in 2017 and then lowered to 0.54 in 2018.

Liquidity ratios

It indicates a company's ability in meeting the current liabilities using the most current assets. It also indicates whether a company is in a position to settle these obligations when they occur and fall due. The ratio also reflects the ability to convert the current liabilities into cash and pay its debt. A company which is incapable of paying its short term obligations may have challenges in its operating cash flow. On the other hand, a company with a sound liquidity position is financially healthy (Adedeji, 2014).

Current ratio

It shows how efficient a company stands at settling its small debts when they occur (Adedeji, 2014).This ratio uses current assets like short term investments, accounts receivables, cash, trading securities and inventory. The recommended ratio is 2:1, meaning that a company stands at a position of settling its debts when they arise. However, a ratio below 1 means that a company is facing liquidity problems and might be declared bankrupt in the future. The analysis shows that Volkswagen had a ratio of 0.88 in 2016, then improved to 1.00 in 2017, then increased slightly to 1.09 in 2018.

Cash flow from operations

It shows whether a company has enough cash flow from operations to pay current liabilities (Adedeji, 2014).The ratio indicates the number of times that the current liabilities can be paid using the operating cash flow in a particular year. In the cash flow statement, the operating cash flow is obtained by deducting the non-cash expense from the net income. From the analysis, Volkswagen had a ratio of 0.05 in 2016 then lowered to -0.01 in 2017 and then improved to 0.04 in 2018.

Leverage Ratios

These ratios show how the company's operations are financed. The most common ratios used in this category is debt to equity ratio and debt ratio. The later shows the total liabilities as a proportion of the total assets. Debt to equity compares a company's liabilities with the total equity. From the analysis, Volkswagen had a debt ratio of 0.77 in 2016 and then lowered to 0.74 in 2017 and then remained constant at 0.74 in 2018. On the other hand, the company had a debt to equity ratio of 3.41 in 2016 then slowed to 2.87 in 2017 and then improved slightly to 2.90 in 2018.

References

Adedeji, E.A., (2014) A Tool For Measuring Organization Performance Using Ratio Analysis.

Research of Journal of Finance and Accounting, Vol.5, No.19, 2014

Nuhu, M., (2014) Role of Financial Analysis in Business Decisions. Journal of Educational and

Social Research, Vol. 4, No.5

Tikkanen, A., (2019) Volkswagen Group German Corporation. Retrieved from:

https://www.britannica.com/topic/Volkswagen-Group

VOLKSWAGEN

noreply@blogger.com (Virtual Professor) — Tue, 15 Oct 2019 18:51:00 +0000

		Volkswagen (AG) daily share movement					Daily return
Date	Open	High	Low	Close	Adj Close	Volume
10/14/2014	152.65	157.3	151.9	155.3	138.3568	1693878
10/15/2014	156	156.05	149.25	150.25	133.8577	1660274	-3.25%
10/16/2014	151.7	154.65	147.4	153.1	136.3967	2950550	1.90%
10/17/2014	154.95	160.55	154.75	160	142.544	2721494	4.51%
10/20/2014	159.75	159.95	156	156.95	139.8267	1204666	-1.91%
10/21/2014	156.25	161.35	155.2	159.3	141.9203	1460391	1.50%
10/22/2014	160.9	161.15	158.55	159.9	142.4549	912089	0.38%
10/23/2014	159.4	162.3	157.5	161.3	143.7021	978221	0.88%
10/24/2014	161.2	162.85	159.55	160.45	142.9449	826228	-0.53%
10/27/2014	162	162	155.75	158.35	141.074	1536138	-1.31%
10/28/2014	159.85	161.5	158.9	160.9	143.3458	773254	1.61%
10/29/2014	162.05	163.85	161.7	162.1	144.4149	843653	0.75%
10/30/2014	167.9	169.95	162.25	165.15	147.1321	2162262	1.88%
10/31/2014	169.7	171.2	168.65	170.05	151.4975	1529058	2.97%
11/3/2014	170.45	170.85	168.5	169.75	151.2303	873446	-0.18%
11/4/2014	169.85	171.7	168	168.6	150.2057	916396	-0.68%
11/5/2014	169	171.85	169	170.9	152.2548	830432	1.36%
11/6/2014	170.55	174.7	170.55	173.45	154.5266	1308207	1.49%
11/7/2014	174.7	174.7	170.3	171.15	152.4775	978693	-1.33%
11/10/2014	170.9	172.7	169.4	172.05	153.2793	571810	0.53%
11/11/2014	172	172.35	170.35	171.6	152.8784	676583	-0.26%
11/12/2014	171	171.05	168.25	169.05	150.6066	828641	-1.49%
11/13/2014	170	170.45	167.2	168.5	150.1166	655037	-0.33%
11/14/2014	169.4	171.1	168.4	169.95	151.4084	880452	0.86%
11/17/2014	168.35	171.2	167.55	170.8	152.1657	692453	0.50%
11/18/2014	171.85	175.05	171.3	174.35	155.3284	1173344	2.08%
11/19/2014	174.8	175	172.85	174	155.0166	684196	-0.20%
11/20/2014	174.65	174.65	172.2	174.4	155.3729	598270	0.23%
11/21/2014	175.45	178.75	174.55	177.95	158.5356	1854201	2.04%
11/24/2014	177.5	180.65	176.7	179.95	160.3174	1110341	1.12%
11/25/2014	179.75	184.35	179.3	183.3	163.3019	1630910	1.86%
11/26/2014	183.95	184.35	181.75	182.65	162.7228	871321	-0.35%
11/27/2014	183.15	184.55	181.95	184.45	164.3265	659068	0.99%
11/28/2014	184.9	185.3	183.6	185.2	164.9947	853048	0.41%
12/1/2014	183.85	185.45	183.8	184.7	164.5492	603042	-0.27%
12/2/2014	185.7	186.3	183.15	183.8	163.7474	765525	-0.49%
12/3/2014	184.15	185.35	182.6	184.5	164.371	516331	0.38%
12/4/2014	184.75	188.1	182.35	182.55	162.6338	1117261	-1.06%
12/5/2014	184.35	188.75	184.35	188.05	167.5337	929022	3.01%
12/8/2014	187.8	188.75	186.25	186.25	165.9301	517495	-0.96%
12/9/2014	183.5	186.25	182.85	183.1	163.1237	886944	-1.69%
12/10/2014	183.7	185.1	182.5	182.85	162.901	696443	-0.14%
12/11/2014	182.2	187.35	181.7	186.45	166.1083	1287650	1.97%
12/12/2014	185.5	185.9	181.15	181.65	161.832	1017344	-2.57%
12/15/2014	181.7	182.8	174.2	175.1	155.9966	1458729	-3.61%
12/16/2014	175.9	179.1	172.1	178.55	159.0702	2012120	1.97%
12/17/2014	176.45	178.65	175.65	177.95	158.5356	844358	-0.34%
12/18/2014	181.05	185.45	180.5	184.55	164.4156	1494646	3.71%
12/19/2014	187	187.75	184.1	185.25	165.0392	1728135	0.38%
12/22/2014	186.8	187.3	184.7	185.95	165.6628	462175	0.38%
12/23/2014	185.8	187.1	185.05	187.1	166.6874	370236	0.62%
12/29/2014	186.4	187.5	183.65	186.6	166.2419	491355	-0.27%
12/30/2014	185.3	186.15	184.5	184.65	164.5047	301393	-1.05%
1/2/2015	184.5	185.5	180.6	182.5	162.5892	641902	-1.16%
1/5/2015	181.2	181.4	175.5	176.3	157.0656	1135396	-3.40%
1/6/2015	177	180.2	174.3	177.4	158.0456	1030867	0.62%
1/7/2015	178.8	180.3	176.85	178.5	159.0256	692227	0.62%
1/8/2015	180.65	184.7	179	183.85	163.7919	976784	3.00%
1/9/2015	183	185	179.7	180.9	161.1638	998624	-1.60%
1/12/2015	179.95	182.3	177.8	181.75	161.921	1132994	0.47%
1/13/2015	182.1	186.5	181	185.8	165.5292	1154904	2.23%
1/14/2015	183.9	186.55	182.45	183.55	163.5247	995380	-1.21%
1/15/2015	185.25	187.8	179.7	186.5	166.1528	1782339	1.61%
1/16/2015	186	192	185.25	191.8	170.8746	1726791	2.84%
1/19/2015	192	194.1	191.15	192.65	171.6318	1054614	0.44%
1/20/2015	193.1	194.15	191.8	193.05	171.9882	889277	0.21%
1/21/2015	193	195.6	190.75	194.55	173.3246	1418110	0.78%
1/22/2015	195.2	199.4	193.9	198.1	176.4873	2053675	1.82%
1/23/2015	199.1	205.2	199.1	203.8	181.5654	2279758	2.88%
1/26/2015	201.9	205.9	201.2	205.25	182.8572	1230177	0.71%
1/27/2015	205	206	200.55	201.95	179.9172	1189345	-1.61%
1/28/2015	203.5	204.8	201.15	204.2	181.9218	1086296	1.11%
1/29/2015	202.6	205.65	201.9	204.15	181.8772	940201	-0.02%
1/30/2015	204.75	204.95	193.65	198.3	176.6655	2021518	-2.87%
2/2/2015	199.1	202.25	199.1	202.25	180.1845	1008953	1.99%
2/3/2015	203.05	209.15	202.5	207.1	184.5054	1488242	2.40%
2/4/2015	207.4	209.8	206.2	209.8	186.9108	1176823	1.30%
2/5/2015	208.3	215	207.95	212.7	189.4944	1314888	1.38%
2/6/2015	212.4	214.95	210.05	214.25	190.8753	1054981	0.73%
2/9/2015	211.15	211.75	206.85	207.5	184.8617	1241446	-3.15%
2/10/2015	207.5	209.45	203.7	209.1	186.2872	1265674	0.77%
2/11/2015	208.6	210.35	207.9	210.25	187.3117	753861	0.55%
2/12/2015	210.8	215.3	210.15	214.45	191.0535	1223072	2.00%
2/13/2015	215.05	216.3	212.5	212.65	189.4498	1002071	-0.84%
2/16/2015	212.6	214.45	211.2	213.85	190.519	648962	0.56%
2/17/2015	211.35	213.55	209	212.35	189.1826	975297	-0.70%
2/18/2015	214	217.15	213.45	217.15	193.4589	867603	2.26%
2/19/2015	216.5	223.15	216.3	223.15	198.8043	1394923	2.76%
2/20/2015	222.5	226.4	222.05	225	200.4525	1603392	0.83%
2/23/2015	227.5	229.1	227	228.65	203.7042	920626	1.62%
2/24/2015	228.1	229	224.15	226.1	201.4324	1009588	-1.12%
2/25/2015	226.1	227	221.4	223	198.6707	987578	-1.37%
2/26/2015	222.5	224.95	222.5	224.9	200.3634	800880	0.85%
2/27/2015	225.5	228.55	211.65	225.5	200.8979	2390029	0.27%
3/2/2015	227	229.5	225.05	227	202.2343	1190981	0.67%
3/3/2015	227.45	227.45	220.45	221.6	197.4234	920290	-2.38%
3/4/2015	222.8	224.3	217.35	224.2	199.7397	1113860	1.17%
3/5/2015	225.8	226.8	223.45	225.65	201.0316	972757	0.65%
3/6/2015	226.8	229.85	225.75	229.85	204.7733	999422	1.86%
3/9/2015	228.8	232.2	226.75	232.2	206.8669	988846	1.02%
3/10/2015	233.1	233.6	228.4	231.3	206.0651	1020378	-0.39%
3/11/2015	233.5	243.4	232.9	242.25	215.8205	1559183	4.73%
3/12/2015	243.15	243.65	238.35	241.4	215.0632	1265929	-0.35%
3/13/2015	243	247.75	241.75	247.75	220.7204	1009965	2.63%
3/16/2015	249.35	256	249.05	255.2	227.3576	1443120	3.01%
3/17/2015	259.5	262.45	249.55	252.45	224.9077	2288113	-1.08%
3/18/2015	254.5	255.85	239.55	244.5	217.825	2110456	-3.15%
3/19/2015	244.5	248.5	241.4	248	220.9432	1208067	1.43%
3/20/2015	248.3	252.25	246.9	250.05	222.7695	2024073	0.83%
3/23/2015	249.7	249.8	240.55	240.8	214.5287	1237417	-3.70%
3/24/2015	239.8	246.2	236.6	245.3	218.5377	1103029	1.87%
3/25/2015	246	248.9	243.7	244	217.3796	900154	-0.53%
3/26/2015	240.45	243.8	237.05	243.3	216.756	1593329	-0.29%
3/27/2015	246	247.9	241.5	244.6	217.9141	1162172	0.53%
3/30/2015	245.6	249.9	244.75	249.9	222.6359	774261	2.17%
3/31/2015	250	250.7	245.15	247.85	220.8095	984447	-0.82%
4/1/2015	246.6	248.1	243.2	244.65	217.9587	1574410	-1.29%
4/2/2015	244.65	245.75	242.65	243.8	217.2014	704487	-0.35%
4/7/2015	246.7	246.7	243.45	244.7	218.0032	746792	0.37%
4/8/2015	244.95	245.25	241.2	244.35	217.6914	799978	-0.14%
4/9/2015	246.85	249.7	244.9	249.6	222.3686	801016	2.15%
4/10/2015	250.6	254.5	248.35	253.2	225.5759	943689	1.44%
4/13/2015	247.8	251.35	247	248.65	221.5222	1030142	-1.80%
4/14/2015	248	249	244.9	246.45	219.5623	876736	-0.88%
4/15/2015	247.4	248.75	242.55	242.7	216.2214	979115	-1.52%
4/16/2015	243.65	244	237.35	237.65	211.7223	1222384	-2.08%
4/17/2015	237.1	243.8	234.5	235	209.3615	1727341	-1.12%
4/20/2015	235.75	237.85	230.3	230.8	205.6197	1407681	-1.79%
4/21/2015	231.5	232.4	227.55	228	203.1252	1930782	-1.21%
4/22/2015	228	230.2	225.4	226.65	201.9224	1388351	-0.59%
4/23/2015	227.95	229.25	223.95	228.55	203.6152	1610996	0.84%
4/24/2015	231.7	234.7	229.3	233.05	207.6242	1433445	1.97%
4/27/2015	243.4	245.45	239.4	245.45	218.6714	2295398	5.32%
4/28/2015	248.75	248.75	240.15	240.3	214.0832	1248656	-2.10%
4/29/2015	245.5	245.5	229.45	230.75	205.5752	1833385	-3.97%
4/30/2015	230.8	234.25	227.65	231.45	206.1988	1461167	0.30%
5/4/2015	232	233.05	227.4	230.85	205.6642	1123544	-0.26%
5/5/2015	230	235.65	227.65	228.5	203.5706	1458554	-1.02%
5/6/2015	225.4	226.45	216.45	220.8	200.9855	1887786	-1.27%
5/7/2015	219.5	226.8	219.1	225	204.8085	1215919	1.90%
5/8/2015	228.55	232	225.75	232	211.1804	1360160	3.11%
5/11/2015	231.45	231.8	226.9	227.3	206.9022	947365	-2.03%
5/12/2015	226.8	226.95	219.6	220.55	200.7579	1597049	-2.97%
5/13/2015	221.9	223.2	216.6	218.1	198.5278	1150231	-1.11%
5/14/2015	216.7	221.3	213.4	220.85	201.031	745086	1.26%
5/15/2015	222	222.65	213.9	215.7	196.3431	1256625	-2.33%
5/18/2015	216.25	224.05	215.5	222.35	202.3964	1397904	3.08%
5/19/2015	225.25	233.85	225	233.2	212.2727	1744731	4.88%
5/20/2015	233	234.8	231.1	232.6	211.7266	767836	-0.26%
5/21/2015	232.3	232.35	227.25	230.5	209.815	956319	-0.90%
5/22/2015	230.3	231.3	228.05	229.95	209.3144	638159	-0.24%
5/26/2015	230.7	232.9	225.45	226.35	206.0374	845891	-1.57%
5/27/2015	226.7	230.05	224.3	229.4	208.8137	809963	1.35%
5/28/2015	228	229.85	225.1	226.85	206.4926	746222	-1.11%
5/29/2015	227.5	228.05	220.5	221	201.1675	1101514	-2.58%
6/1/2015	222.1	222.8	218.1	220.35	200.5759	918732	-0.29%
6/2/2015	221.35	221.35	215.65	216.95	197.481	1116269	-1.54%
6/3/2015	216.7	221.6	215.4	217.8	198.2547	878715	0.39%
6/4/2015	216.9	220	213.35	217.65	198.1181	982663	-0.07%
6/5/2015	216.3	216.7	213	213.9	194.7047	1209254	-1.72%
6/8/2015	213.5	214.45	209.55	210.75	191.8374	980552	-1.47%
6/9/2015	209.75	213.2	206.15	212.65	193.5668	1377958	0.90%
6/10/2015	213	219.3	210.6	217.95	198.3912	1324582	2.49%
6/11/2015	217.05	219.95	215.25	216.75	197.2989	1118208	-0.55%
6/12/2015	215.2	218.4	210.45	213.4	194.2495	1046444	-1.55%
6/15/2015	209.75	211.35	206	208.75	190.0168	1017906	-2.18%
6/16/2015	207.1	210.35	205.1	209.8	190.9726	1104803	0.50%
6/17/2015	210.5	210.9	206.65	207.35	188.7425	942342	-1.17%
6/18/2015	206.3	210.5	203.65	210.25	191.3822	1387980	1.40%
6/19/2015	211	213.75	209.25	210	191.1547	1675120	-0.12%
6/22/2015	215.55	218.95	214.2	217.9	198.3457	1390230	3.76%
6/23/2015	219	222.85	218.35	220.2	200.4393	1163045	1.06%
6/24/2015	220	220.85	215.2	218.4	198.8009	1122117	-0.82%
6/25/2015	215.05	220.25	215	218.65	199.0284	945327	0.11%
6/26/2015	216.7	221.55	215.6	219.35	199.6656	783509	0.32%
6/29/2015	208.4	216	208	211.9	192.8841	1472186	-3.40%
6/30/2015	210.7	213	207.85	208	189.3341	1530611	-1.84%
7/1/2015	210.8	218.6	209.6	216.25	196.8438	1721505	3.97%
7/2/2015	217.65	218	212.85	213.45	194.295	699149	-1.29%
7/3/2015	213.75	214.55	211.15	212.7	193.6124	574919	-0.35%
7/6/2015	208.55	211.9	208	209.7	190.8816	876947	-1.41%
7/7/2015	209.95	210.75	203.15	204.7	186.3303	1348357	-2.38%
7/8/2015	204	204.35	198.7	199.35	181.4604	2250191	-2.61%
7/9/2015	201.45	205.85	200.85	203.7	185.42	1108309	2.18%
7/10/2015	209.4	209.45	202.3	205.8	187.3316	1615752	1.03%
7/13/2015	208.5	210.9	204.65	205.8	187.3316	1661465	0.00%
7/14/2015	205.05	205.45	198.4	200.8	182.7803	1765623	-2.43%
7/15/2015	198	198.9	196.1	197.9	180.1405	1647108	-1.44%
7/16/2015	201	204.75	196.35	200.9	182.8713	1949676	1.52%
7/17/2015	202.7	203.3	199.65	200	182.0521	1147737	-0.45%
7/20/2015	199.6	199.85	196.9	198.35	180.5501	1191113	-0.82%
7/21/2015	199.2	200.3	197.2	197.5	179.7764	818803	-0.43%
7/22/2015	196.5	196.8	192.45	195.5	177.9559	1319200	-1.01%
7/23/2015	198	198.9	193.85	195.1	177.5918	1049929	-0.20%
7/24/2015	194.35	195.1	188.75	189.8	172.7674	1781421	-2.72%
7/27/2015	188.7	190.25	185.25	186.2	169.4905	1552800	-1.90%
7/28/2015	187.55	190.9	186.7	190.8	173.6777	1533693	2.47%
7/29/2015	193.5	193.6	182.4	186.35	169.627	2338123	-2.33%
7/30/2015	186	186.4	182.85	184.95	168.3526	1256351	-0.75%
7/31/2015	185.25	185.3	181.25	182.4	166.0315	1746118	-1.38%
8/3/2015	182.35	184.5	179.4	184.5	167.943	1348390	1.15%
8/4/2015	183.7	184.75	182.35	183.75	167.2603	925703	-0.41%
8/5/2015	185.55	190.95	185.5	188.65	171.7206	1972897	2.67%
8/6/2015	188.5	192.6	187	187.55	170.7193	986043	-0.58%
8/7/2015	186.5	190.35	186.15	189.15	172.1757	899510	0.85%
8/10/2015	191.2	191.6	187.6	190.85	173.7232	762487	0.90%
8/11/2015	188.9	189.05	183.1	183.8	167.3058	1812734	-3.69%
8/12/2015	180.05	180.6	176.75	177.8	161.8443	2217331	-3.26%
8/13/2015	181.35	181.9	177.85	178.45	162.436	1345938	0.37%
8/14/2015	178.8	180.9	177.45	178.85	162.8001	987229	0.22%
8/17/2015	180.2	181.7	176.1	177.95	161.9808	1027544	-0.50%
8/18/2015	177.25	178.35	175.8	176.55	160.7065	827613	-0.79%
8/19/2015	175.05	176.2	172.7	173.25	157.7026	1414654	-1.87%
8/20/2015	171	173.35	168.55	169.5	154.2891	2006187	-2.16%
8/21/2015	166	170.8	165.05	166.95	151.9679	2685289	-1.50%
8/24/2015	161.4	164.6	154	159.7	145.3686	4576337	-4.34%
8/25/2015	161.9	170.8	160.15	169.1	153.925	3733314	5.89%
8/26/2015	167	170.85	164.65	168.3	153.1968	1965158	-0.47%
8/27/2015	172.8	174.05	170.8	172.2	156.7468	1694524	2.32%
8/28/2015	172.7	172.95	169.35	171.35	155.9731	967371	-0.49%
8/31/2015	169.8	170.8	168.1	169.5	154.2891	896022	-1.08%
9/1/2015	167	167.3	163.15	164.35	149.6013	1604037	-3.04%
9/2/2015	164.7	165.8	162.25	163	148.3724	1410786	-0.82%
9/3/2015	164.5	167.9	164	166.7	151.7404	1673355	2.27%
9/4/2015	164.8	166.05	160.8	162.2	147.6442	1454489	-2.70%
9/7/2015	163.8	164.55	162.55	162.75	148.1449	598968	0.34%
9/8/2015	165.35	168.5	165.15	166.95	151.9679	1219204	2.58%
9/9/2015	171	172.45	169.55	169.75	154.5167	1619341	1.68%
9/10/2015	166.25	170	166.2	167.95	152.8782	1148347	-1.06%
9/11/2015	168.4	169.1	166.7	167.95	152.8782	833435	0.00%
9/14/2015	168.5	169.95	165.6	167.1	152.1045	938711	-0.51%
9/15/2015	168.8	170.2	167.1	169.2	154.016	969840	1.26%
9/16/2015	170.35	171.45	168	169.65	154.4257	1207214	0.27%
9/17/2015	169.5	170.55	167.8	167.8	152.7417	1192953	-1.09%
9/18/2015	167.05	167.3	161.65	162.4	147.8263	3230795	-3.22%
9/21/2015	139.95	142.9	125.4	132.2	120.3364	13754455	-18.60%
9/22/2015	131.2	131.6	101.35	106	96.4876	14197367	-19.82%
9/23/2015	105	117	95.51	111.5	101.494	11570539	5.19%
9/24/2015	116.6	120.3	111.15	112.15	102.0857	7305225	0.58%
9/25/2015	116.55	117	105	107.3	97.67093	4917154	-4.32%
9/28/2015	107	107	97.35	99.3	90.38885	5577300	-7.46%
9/29/2015	96.9	101.45	94.36	95.2	86.65678	4578800	-4.13%
9/30/2015	100.7	101.6	95.6	97.75	88.97794	3759413	2.68%
10/1/2015	100.8	103.25	95.28	96.5	87.84012	3846075	-1.28%
10/2/2015	96.84	97.51	90.7	92.36	84.07164	4299518	-4.29%
10/5/2015	92	95	86.36	93.52	85.12754	4019031	1.26%
10/6/2015	93.9	98.11	90.75	97.09	88.37717	3258238	3.82%
10/7/2015	99	107.85	98.66	104	94.66707	4079393	7.12%
10/8/2015	105	110.75	102.4	103.5	94.21194	3735305	-0.48%
10/9/2015	105.95	107.7	102.95	106.6	97.03375	2977626	3.00%
10/12/2015	106.6	108.9	106.05	108.55	98.80875	1891476	1.83%
10/13/2015	108.6	108.9	103.8	106.3	96.76067	1883642	-2.07%
10/14/2015	105.3	110	104	106.6	97.03375	2320733	0.28%
10/15/2015	107.75	108.75	101.65	102.8	93.57477	2122739	-3.56%
10/16/2015	103.5	103.75	100.1	100.6	91.57218	1842135	-2.14%
10/19/2015	100.25	101.15	97.53	99.19	90.28872	1893624	-1.40%
10/20/2015	99.1	100.2	97.9	98.7	89.84269	1232586	-0.49%
10/21/2015	99.38	100.75	98.03	100.4	91.39014	1352464	1.72%
10/22/2015	100.5	103.85	99.68	103.8	94.48502	1677013	3.39%
10/23/2015	105.3	108.05	104.05	107.7	98.03503	1645859	3.76%
10/26/2015	108	108.2	106.3	107	97.39785	792426	-0.65%
10/27/2015	107	107.1	104.35	105.15	95.71388	918657	-1.73%
10/28/2015	105.5	109.95	102.65	109.35	99.53696	2428361	3.99%
10/29/2015	110	110.25	107.05	108.4	98.67222	1563109	-0.87%
10/30/2015	109.1	109.7	108	109.3	99.49145	994953	0.83%
11/2/2015	109	113.3	108.5	112.7	102.5863	1468726	3.11%
11/3/2015	108	111	107	111	101.0389	1846630	-1.51%
11/4/2015	102	104.1	99.12	100.45	91.43565	5389245	-9.50%
11/5/2015	100.3	100.65	95.71	97.5	88.75037	4026115	-2.94%
11/6/2015	97.5	98.25	96.55	97.18	88.45909	2431662	-0.33%
11/9/2015	98	98	96	96	87.385	1775912	-1.21%
11/10/2015	96.49	96.85	94.82	95.58	87.00269	1533699	-0.44%
11/11/2015	95.85	97.33	95.61	96.17	87.53973	1138514	0.62%
11/12/2015	96.4	96.87	94.55	95.39	86.82973	1257718	-0.81%
11/13/2015	95.2	98.7	94.61	96.35	87.70358	1708742	1.01%
11/16/2015	96.05	99.01	96.02	97.46	88.71397	1379071	1.15%
11/17/2015	98.6	99.97	97.63	98.64	89.78807	1363607	1.21%
11/18/2015	98.7	102.1	98.37	101.4	92.3004	1513434	2.80%
11/19/2015	102.95	106.2	102.7	105.85	96.35105	1885222	4.39%
11/20/2015	106	108.8	105.65	108.45	98.71773	1877147	2.46%
11/23/2015	106.45	109.9	104.25	109.9	100.0376	2963049	1.34%
11/24/2015	112	117	111.65	115.9	105.4992	4137891	5.46%
11/25/2015	117.4	120.8	116.3	120.35	109.5498	2883586	3.84%
11/26/2015	125.45	126.55	123.35	124.6	113.4184	3518099	3.53%
11/27/2015	124.5	125.1	121.05	123.85	112.7357	2158479	-0.60%
11/30/2015	124.55	131.55	122.45	131.55	119.7447	4267149	6.22%
12/1/2015	133	135.25	125.1	130.15	118.4704	3983767	-1.06%
12/2/2015	129.75	129.8	123.3	126.95	115.5575	2832902	-2.46%
12/3/2015	127.05	131.55	125.25	125.65	114.3742	2527945	-1.02%
12/4/2015	127.95	130.1	126.1	126.9	115.512	1625821	0.99%
12/7/2015	128.5	129.45	126.75	127.1	115.6941	1121722	0.16%
12/8/2015	127.6	128	121	124.05	112.9178	1719610	-2.40%
12/9/2015	124.5	134.25	122.3	131.75	119.9268	3719393	6.21%
12/10/2015	133.75	136.65	128.45	133.25	121.2922	2945128	1.14%
12/11/2015	134.15	134.45	127.4	128.55	117.014	1760289	-3.53%
12/14/2015	130	130.85	123	123.25	112.1896	2531539	-4.12%
12/15/2015	124.8	127.9	124.05	125.4	114.1466	1926004	1.74%
12/16/2015	126	126.75	122.6	125.5	114.2377	1680129	0.08%
12/17/2015	128.05	131.95	128	130.85	119.1076	2153222	4.26%
12/18/2015	129.65	131.85	128.65	130	118.3338	3310315	-0.65%
12/21/2015	131.25	134.6	130.15	130.45	118.7435	1632560	0.35%
12/22/2015	133.05	134.5	131	132.1	120.2454	1073139	1.26%
12/23/2015	133.8	135.1	133.15	135.05	122.9307	1277390	2.23%
12/25/2015	135.05	135.05	135.05	135.05	122.9307	0	0.00%
12/28/2015	135.3	135.9	133	133.15	121.2011	618649	-1.41%
12/29/2015	134.4	135.4	133.1	135.35	123.2037	743821	1.65%
12/30/2015	135.45	135.45	133.55	133.75	121.7473	490476	-1.18%
1/4/2016	130	130.1	126.05	126.4	115.0569	1844847	-5.50%
1/5/2016	125	125.9	117.6	121.4	110.5056	3018418	-3.96%
1/6/2016	121.95	123.7	115.9	118.9	108.2299	2003639	-2.06%
1/7/2016	114.5	115.25	111.5	115	104.6799	2420461	-3.28%
1/8/2016	116	119.45	114.6	115.1	104.771	1645496	0.09%
1/11/2016	116.25	121.8	115.6	117.05	106.546	1796731	1.69%
1/12/2016	118.15	123.5	118.05	120.95	110.096	1612308	3.33%
1/13/2016	122	124.4	119.85	120.5	109.6864	1732562	-0.37%
1/14/2016	119.5	120	113.25	116	105.5902	2349159	-3.73%
1/15/2016	115.85	117.1	109.9	111.9	101.8581	2367963	-3.53%
1/18/2016	112	115	109.95	110.35	100.4472	1420484	-1.39%
1/19/2016	112.7	112.9	109.1	110.1	100.2197	1405081	-0.23%
1/20/2016	106.8	108.3	103.5	104.6	95.21323	2112559	-5.00%
1/21/2016	104.65	111	104.05	110.4	100.4927	1896825	5.54%
1/22/2016	113.05	114.45	111.05	112.95	102.8139	1726174	2.31%
1/25/2016	113.55	114	110.45	110.75	100.8113	1094066	-1.95%
1/26/2016	108.45	112.65	107.75	112.3	102.2222	1151221	1.40%
1/27/2016	112.4	113.5	110.4	111.85	101.8126	979171	-0.40%
1/28/2016	111.35	112.5	108.1	108.65	98.89979	1373800	-2.86%
1/29/2016	110.9	111.2	105.9	106.9	97.30682	1564656	-1.61%
2/1/2016	107.35	107.4	104	105.9	96.39656	1257806	-0.94%
2/2/2016	106	106.2	103.55	103.8	94.48502	1010791	-1.98%
2/3/2016	102.95	103.15	100.15	101.4	92.3004	1738313	-2.31%
2/4/2016	102.5	102.6	98.86	101	91.9363	1792183	-0.39%
2/5/2016	100.6	105.3	99.6	103.15	93.89334	2138944	2.13%
2/8/2016	104.2	104.9	97.5	97.96	89.1691	2167683	-5.03%
2/9/2016	98	98.72	93.19	95.52	86.94806	2743129	-2.49%
2/10/2016	96.19	99.15	95.36	97.37	88.63205	1801882	1.94%
2/11/2016	96.7	96.85	92.7	94	85.56448	1750297	-3.46%
2/12/2016	95.69	96.46	94.09	95.2	86.65678	1489085	1.28%
2/15/2016	98.1	102.75	97.65	101.75	92.61899	1621931	6.88%
2/16/2016	103.05	103.7	98.78	100.15	91.16257	1298875	-1.57%
2/17/2016	100.05	105.15	100.05	104.3	94.94016	1304592	4.14%
2/18/2016	105.45	107.45	103.05	105.45	95.98695	1296236	1.10%
2/19/2016	104.75	105.15	100.8	102.05	92.89208	1668793	-3.22%
2/22/2016	103.55	106.7	103.25	106.35	96.80618	1074332	4.21%
2/23/2016	105.15	106.2	102.95	103.3	94.02989	879449	-2.87%
2/24/2016	103.2	103.8	97.01	98.5	89.66065	1950777	-4.65%
2/25/2016	100.25	100.8	97.94	99	90.11577	1197697	0.51%
2/26/2016	100.05	104.5	99.76	103.6	94.30296	1534649	4.65%
2/29/2016	101.8	107.7	100.9	107.7	98.03503	2007050	3.96%
3/1/2016	108	112.95	107.85	112.6	102.4953	2139373	4.55%
3/2/2016	114	116.15	113.25	115.7	105.3171	1640446	2.75%
3/3/2016	115.2	117.9	112.1	116.15	105.7267	1445152	0.39%
3/4/2016	116.1	122.4	116	121	110.1415	2076333	4.18%
3/7/2016	118.6	120	114.25	117.15	106.637	1599116	-3.18%
3/8/2016	115.7	116.4	111.25	112.3	102.2222	1651253	-4.14%
3/9/2016	110	114.05	107.75	113.25	103.087	1800482	0.85%
3/10/2016	112.7	115.9	108.85	108.85	99.08184	2138863	-3.89%
3/11/2016	111.25	114.35	110.35	113.7	103.4966	1264045	4.46%
3/14/2016	115.3	118	115.1	115.6	105.2261	1075279	1.67%
3/15/2016	113.25	114.6	111.65	113	102.8594	988407	-2.25%
3/16/2016	113.35	115.65	113.15	114.65	104.3613	963064	1.46%
3/17/2016	116.1	116.85	112.65	114.8	104.4979	1787531	0.13%
3/18/2016	115.1	117	114	116.5	106.0453	2228235	1.48%
3/21/2016	115.5	118.3	115	116	105.5902	1263426	-0.43%
3/22/2016	116	117.5	114.25	117.5	106.9556	927885	1.29%
3/23/2016	117.95	118.8	116.35	117.2	106.6825	984052	-0.26%
3/24/2016	116.9	117.1	113.6	114.85	104.5434	1099810	-2.01%
3/29/2016	113.65	115.25	112.05	113.05	102.9049	1011006	-1.57%
3/30/2016	112.5	114.8	112.05	113.55	103.3601	852998	0.44%
3/31/2016	113.1	114.35	111.65	111.85	101.8126	795605	-1.50%
4/1/2016	111	111.35	107.05	107.7	98.03503	1215441	-3.71%
4/4/2016	107.75	108.55	106.4	107.15	97.5344	695642	-0.51%
4/5/2016	105.5	105.5	102.35	102.85	93.62028	1406117	-4.01%
4/6/2016	103.4	104.9	101.25	103.5	94.21194	1020790	0.63%
4/7/2016	104	104.55	101.7	102.35	93.16514	921521	-1.11%
4/8/2016	102.9	105.65	102.8	103.95	94.62156	1008850	1.56%
4/11/2016	104	106.8	102.8	106.4	96.8517	902091	2.36%
4/12/2016	106.8	108.3	105.45	107.45	97.80747	760068	0.99%
4/13/2016	109.5	112.95	109.2	111.8	101.7671	1558095	4.05%
4/14/2016	112.4	112.7	110.55	112.3	102.2222	936821	0.45%
4/15/2016	111.2	111.95	109.5	109.65	99.81005	958909	-2.36%
4/18/2016	108.1	111.65	107.35	110.85	100.9024	821777	1.09%
4/19/2016	111.55	113.4	110.7	113.4	103.2235	1206947	2.30%
4/20/2016	112.8	122.4	112.65	120.9	110.0505	3933415	6.61%
4/21/2016	125	130	122.15	127.05	115.6486	4099050	5.09%
4/22/2016	125	128.1	119.3	125.45	116.7749	2589724	0.97%
4/25/2016	124.65	125	121.35	123.1	114.5874	1047567	-1.87%
4/26/2016	123.75	126.75	123.65	125.05	116.4026	946563	1.58%
4/27/2016	126.6	129.95	126.1	129.45	120.4983	1588232	3.52%
4/28/2016	128.6	132.65	127.4	132.25	123.1047	1969626	2.16%
4/29/2016	130.7	132.85	126.45	126.45	117.7057	1750792	-4.39%
5/2/2016	127	128.8	125.85	126.65	117.8919	723211	0.16%
5/3/2016	126.25	126.35	122.2	122.7	114.2151	1177578	-3.12%
5/4/2016	122.8	124.2	119.7	119.9	111.6087	1146275	-2.28%
5/5/2016	120.05	120.85	117.5	118.5	110.3055	871670	-1.17%
5/6/2016	117.95	123	117.35	121.8	113.3773	1297282	2.78%
5/9/2016	124.3	127.25	123.35	124.4	115.7975	1327436	2.13%
5/10/2016	126.3	129.95	126.05	129.65	120.6845	1488393	4.22%
5/11/2016	129.1	130.7	127.55	130.35	121.3361	1328333	0.54%
5/12/2016	129.85	130.25	126.35	127.5	118.6831	1121119	-2.19%
5/13/2016	126.65	129.45	125.6	129.2	120.2656	994582	1.33%
5/17/2016	129.2	131	124.7	125.75	117.0542	1526281	-2.67%
5/18/2016	125	128.25	124.75	128.25	119.3813	1094817	1.99%
5/19/2016	128	131.4	126.55	128.15	119.2882	1276561	-0.08%
5/20/2016	128.8	130	127.4	129.65	120.6845	1180553	1.17%
5/23/2016	129.7	130.4	127.6	128.3	119.4278	1023694	-1.04%
5/24/2016	128.8	134	127.6	133.4	124.1751	1961703	3.98%
5/25/2016	134.45	135.6	133.85	134.3	125.0129	1592604	0.67%
5/26/2016	133.7	136	133.35	135.3	125.9438	879780	0.74%
5/27/2016	134.75	135.75	133.1	135.65	126.2695	968631	0.26%
5/30/2016	136.4	138	136	137.95	128.4105	923030	1.70%
5/31/2016	139	139.4	131.45	134.35	125.0594	2539945	-2.61%
6/1/2016	134.2	134.35	131.25	131.8	122.6858	1408036	-1.90%
6/2/2016	131.25	135.35	130.8	134.15	124.8733	1252485	1.78%
6/3/2016	135.05	135.75	129.6	130.2	121.1964	1680719	-2.94%
6/6/2016	131.05	132.85	130.55	130.95	121.8946	768216	0.58%
6/7/2016	131.4	134.35	131.4	133.6	124.3613	1117481	2.02%
6/8/2016	133.45	134.6	130.75	131.15	122.0807	916537	-1.83%
6/9/2016	131.65	131.85	126.85	128.25	119.3813	1329588	-2.21%
6/10/2016	127.8	127.95	124	125.45	116.7749	1686477	-2.18%
6/13/2016	123	123.55	120.8	121.8	113.3773	1334255	-2.91%
6/14/2016	120.45	121.25	118.65	119.1	110.864	1461810	-2.22%
6/15/2016	122.05	122.7	119.4	120.15	111.8414	1364919	0.88%
6/16/2016	118.15	119.8	115	117.55	109.4212	1853159	-2.16%
6/17/2016	119	120.6	118.3	118.75	110.5382	1606888	1.02%
6/20/2016	124	125.7	123.4	124.75	116.1233	1573582	5.05%
6/21/2016	124.1	125.4	122.7	123.6	115.0528	1053963	-0.92%
6/22/2016	124.5	125	123.1	123.1	114.5874	827531	-0.40%
6/23/2016	124.85	127.25	123.4	126.95	118.3346	1340376	3.27%
6/24/2016	111	121.65	109.6	114.25	106.4965	4845355	-10.00%
6/27/2016	115	115.6	105.25	106.1	98.89956	3183620	-7.13%
6/28/2016	109.65	111.4	107.5	107.85	100.5308	2258891	1.65%
6/29/2016	110.8	111	107.55	108.65	101.2765	1927211	0.74%
6/30/2016	108.65	109	105.95	108.3	100.9503	1828468	-0.32%
7/1/2016	109.55	115.2	108.8	113.65	105.9372	1826576	4.94%
7/4/2016	115	115.2	109.85	111.4	103.8399	1136465	-1.98%
7/5/2016	110.5	111	108.1	108.2	100.857	1235665	-2.87%
7/6/2016	107.5	108.25	103.65	106.15	98.94617	1897786	-1.89%
7/7/2016	107.3	109.7	105.65	106	98.80635	1152601	-0.14%
7/8/2016	106.4	110.95	106	110.1	102.6281	1338181	3.87%
7/11/2016	112	113.95	110.5	113.3	105.6109	1286873	2.91%
7/12/2016	113.8	117.7	113.35	116.8	108.8734	1422211	3.09%
7/13/2016	116.95	118.6	114.75	114.85	107.0557	1214763	-1.67%
7/14/2016	116.05	118.1	115.7	117.25	109.2929	1155867	2.09%
7/15/2016	116.7	117.6	115.1	116.15	108.2675	972116	-0.94%
7/18/2016	116.8	118.95	115.25	117.25	109.2929	1056346	0.95%
7/19/2016	116.3	117.3	114.1	116.45	108.5472	1368622	-0.68%
7/20/2016	116.2	124.9	115.1	123.45	115.0721	3515190	6.01%
7/21/2016	123.6	124.8	120.15	120.85	112.6486	1572937	-2.11%
7/22/2016	120.55	121.7	119.25	120.6	112.4155	841261	-0.21%
7/25/2016	120.7	122.7	119.65	121.7	113.4409	868527	0.91%
7/26/2016	122.55	125.1	122	124.75	116.2839	1162157	2.51%
7/27/2016	126.9	130.5	126.7	127.7	119.0337	1933068	2.36%
7/28/2016	128.2	128.3	123.05	123.7	115.3051	1724091	-3.13%
7/29/2016	124.6	126	124.55	125.8	117.2626	935272	1.70%
8/1/2016	127.45	127.95	124.05	125.15	116.6567	776562	-0.52%
8/2/2016	125.1	125.4	118.2	118.85	110.7843	1552462	-5.03%
8/3/2016	118.75	119.1	115.6	117.8	109.8056	1380655	-0.88%
8/4/2016	119.2	121.3	118.3	119.65	111.53	874182	1.57%
8/5/2016	119.95	124.25	119.65	124.05	115.6314	938979	3.68%
8/8/2016	124.6	125.9	122.8	123.15	114.7925	782960	-0.73%
8/9/2016	122.55	126.95	122.2	126.55	117.9617	1043690	2.76%
8/10/2016	125.65	127.55	124.8	126.4	117.8219	941327	-0.12%
8/11/2016	127.35	127.9	125.9	127.1	118.4744	722793	0.55%
8/12/2016	126.6	127.2	124.6	124.65	116.1907	781151	-1.93%
8/15/2016	125.5	127.2	125.45	126.35	117.7753	544019	1.36%
8/16/2016	125.05	125.85	123.45	124.15	115.7246	912555	-1.74%
8/17/2016	124.5	124.85	121.25	121.75	113.4875	1005078	-1.93%
8/18/2016	122.65	122.7	120.15	121.75	113.4875	732950	0.00%
8/19/2016	121.55	121.55	118.75	119.9	111.763	955176	-1.52%
8/22/2016	119.25	122.25	118.7	120.05	111.9029	952770	0.13%
8/23/2016	121.2	123.55	120	122.95	114.606	989956	2.42%
8/24/2016	123.05	123.9	121.15	122.65	114.3264	721191	-0.24%
8/25/2016	122.05	122.4	119.45	120.4	112.2291	1002019	-1.83%
8/26/2016	120.7	124.25	120.55	124.2	115.7712	1262102	3.16%
8/29/2016	123.2	124.9	121.85	122.4	114.0934	589692	-1.45%
8/30/2016	123.25	125.25	122.8	124.8	116.3305	964915	1.96%
8/31/2016	124.4	126.1	124.2	124.5	116.0509	889574	-0.24%
9/1/2016	124.85	126.95	123.05	123.85	115.445	940549	-0.52%
9/2/2016	124.4	125.55	121.85	125.15	116.6567	1126209	1.05%
9/5/2016	124.7	125.95	124.35	124.85	116.3771	745682	-0.24%
9/6/2016	125.4	126.4	124.25	125.05	116.5635	867938	0.16%
9/7/2016	125.7	127.55	124.85	126.75	118.1482	1042527	1.36%
9/8/2016	126.85	127.9	124.15	125.9	117.3558	1140447	-0.67%
9/9/2016	125.3	126.65	124.5	124.85	116.3771	902883	-0.83%
9/12/2016	122.8	123.5	121.35	123.05	114.6993	1186645	-1.44%
9/13/2016	123.85	124.4	121.95	122.1	113.8137	851658	-0.77%
9/14/2016	122.8	123.4	121.1	122.55	114.2332	868782	0.37%
9/15/2016	122.1	123.65	120.9	122.4	114.0934	1017188	-0.12%
9/16/2016	121.85	122.65	117.8	117.95	109.9454	2658345	-3.64%
9/19/2016	119.5	120.1	118.7	119.5	111.3902	958092	1.31%
9/20/2016	119.85	120.65	118.35	118.35	110.3182	778595	-0.96%
9/21/2016	119.3	120.4	118.35	119.1	111.0173	687208	0.63%
9/22/2016	119.8	122.2	119.4	121	112.7884	1011297	1.60%
9/23/2016	121.15	121.4	118.8	119.15	111.0639	965021	-1.53%
9/26/2016	118.4	118.45	115.35	116.2	108.3141	1284652	-2.48%
9/27/2016	117.45	117.75	110.6	113.2	105.5177	2595299	-2.58%
9/28/2016	113.45	115.4	113.1	114.55	106.7761	1187597	1.19%
9/29/2016	116.1	117.4	115.25	115.55	107.7082	918888	0.87%
9/30/2016	114	117.25	111.6	116.95	109.0132	1313487	1.21%
10/4/2016	117	119.85	116.55	118.6	110.5513	1519985	1.41%
10/5/2016	117.25	120.9	116.65	120.25	112.0893	1310593	1.39%
10/6/2016	120.7	121.35	119.85	120	111.8562	913539	-0.21%
10/7/2016	119.8	119.95	117.7	118.55	110.5047	1259918	-1.21%
10/10/2016	118.75	121.55	118.35	121.35	113.1146	1060710	2.36%
10/11/2016	121	121.9	120.25	120.3	112.1359	1061795	-0.87%
10/12/2016	120.3	121.5	119.55	120.1	111.9495	735308	-0.17%
10/13/2016	119.4	119.5	116.7	117.7	109.7123	1161459	-2.00%
10/14/2016	118.3	121.25	118.05	120.6	112.4155	1273172	2.46%
10/17/2016	119.95	121.1	119.35	119.65	111.53	699053	-0.79%
10/18/2016	120.85	121.35	119.6	121.3	113.068	832877	1.38%
10/19/2016	121.5	122.05	120.85	121.35	113.1146	1089220	0.04%
10/20/2016	121.7	123.8	121.1	123.4	115.0255	1177482	1.69%
10/21/2016	122.7	123.9	122.2	123.25	114.8857	1209555	-0.12%
10/24/2016	123.4	125.85	123.3	125.85	117.3092	1157622	2.11%
10/25/2016	125.55	127.45	125.5	126.9	118.288	1326079	0.83%
10/26/2016	126	126.6	121.9	126	117.4491	1693284	-0.71%
10/27/2016	126.55	128.75	124.6	125.65	117.1228	1514246	-0.28%
10/28/2016	124.45	125.95	123.7	125.95	117.4024	1087244	0.24%
10/31/2016	125.8	126.15	124.85	125.2	116.7033	745723	-0.60%
11/1/2016	125.95	126.6	123.5	123.65	115.2585	921706	-1.24%
11/2/2016	123.35	123.35	119.95	120.25	112.0893	1163584	-2.75%
11/3/2016	120.15	121	119.2	119.2	111.1105	1190320	-0.87%
11/4/2016	119	119.3	117.4	118.7	110.6445	1128326	-0.42%
11/7/2016	118.05	119.35	118.05	119.35	111.2504	1405521	0.55%
11/8/2016	119.5	119.55	116.75	118.85	110.7843	1209846	-0.42%
11/9/2016	114.1	117	113.4	116.4	108.5006	2654862	-2.06%
11/10/2016	117.55	117.65	113.7	114.75	106.9625	1864947	-1.42%
11/11/2016	115.6	119	115.3	117.5	109.5259	1694157	2.40%
11/14/2016	117.6	118.9	115.55	117	109.0598	1337012	-0.43%
11/15/2016	117.05	118.95	115.85	118.5	110.458	1321035	1.28%
11/16/2016	118.5	119.8	116.5	118.05	110.0386	1010011	-0.38%
11/17/2016	117.1	118.6	116.25	117.55	109.5725	821969	-0.42%
11/18/2016	120	120	117.05	117.15	109.1997	1220126	-0.34%
11/21/2016	118.45	120.8	117.65	120.1	111.9495	1578932	2.52%
11/22/2016	120.9	121.7	119.55	120.6	112.4155	1112253	0.42%
11/23/2016	122.4	123.3	121.5	123	114.6526	1640988	1.99%
11/24/2016	123.5	124.95	123.2	124.7	116.2373	1116857	1.38%
11/25/2016	124.6	125.3	124.1	125.1	116.6101	1116511	0.32%
11/28/2016	124.2	124.2	122.25	122.7	114.373	933723	-1.92%
11/29/2016	122.5	123	120.85	122.6	114.2798	899492	-0.08%
11/30/2016	122.5	123	121.35	121.8	113.5341	715426	-0.65%
12/1/2016	120.95	122.2	119.3	119.75	111.6232	1148047	-1.68%
12/2/2016	118.65	119.3	117.2	118.75	110.6911	1456671	-0.84%
12/5/2016	118	122.1	117.9	121.6	113.3477	1111282	2.40%
12/6/2016	122	122.1	120.55	121.4	113.1612	883896	-0.16%
12/7/2016	122.95	127	122.75	127	118.3812	2194524	4.61%
12/8/2016	126.5	129.65	126.25	128.9	120.1522	2457149	1.50%
12/9/2016	127.85	128.55	125.8	128.1	119.4065	1256082	-0.62%
12/12/2016	126.75	127.8	125.85	127.05	118.4278	1062242	-0.82%
12/13/2016	127	129.8	126.75	129.15	120.3853	1119608	1.65%
12/14/2016	128.5	129.9	128.05	128.95	120.1989	1005810	-0.15%
12/15/2016	128.4	130.15	128.05	129.95	121.131	1502635	0.78%
12/16/2016	129.45	131.9	129.35	131.2	122.2962	2022396	0.96%
12/19/2016	130.9	133.75	129.45	133.65	124.5799	1165543	1.87%
12/20/2016	133	137.3	132.95	136.25	127.0035	1748563	1.95%
12/21/2016	136.95	139	136.6	138.8	129.3804	1594428	1.87%
12/22/2016	138.7	140	138.15	138.8	129.3804	1234028	0.00%
12/23/2016	137.8	139.1	136.05	137.5	128.1686	793802	-0.94%
12/27/2016	137.55	138.95	136.9	137.25	127.9356	642322	-0.18%
12/28/2016	136.95	137.75	136.5	136.6	127.3297	634302	-0.47%
12/29/2016	135.5	135.5	133.3	133.5	124.4401	1189830	-2.27%
12/30/2016	133.3	133.5	132.15	133.35	124.3003	555735	-0.11%
1/2/2017	132.7	138.35	132.3	137.75	128.4017	947388	3.30%
1/3/2017	138.95	143.1	138.95	140.45	130.9184	2065730	1.96%
1/4/2017	141.25	142.3	136.65	138.75	129.3338	1570153	-1.21%
1/5/2017	137.6	140	136.8	139.1	129.66	984929	0.25%
1/6/2017	138.5	139.2	137.95	139	129.5668	795889	-0.07%
1/9/2017	140	145.95	139.8	145.85	135.952	2936933	4.93%
1/10/2017	146.5	149.55	145.15	146.05	136.1384	2345934	0.14%
1/11/2017	148	152.15	147	151	140.7524	3083904	3.39%
1/12/2017	151.8	152	146.05	147.3	137.3035	2087746	-2.45%
1/13/2017	148.5	150.9	147.05	149.55	139.4008	1682289	1.53%
1/16/2017	147.4	148.35	146.05	146.3	136.3714	982722	-2.17%
1/17/2017	145.45	147.2	143.15	146.35	136.418	1407380	0.03%
1/18/2017	147	147.9	145.55	146.4	136.4646	900374	0.03%
1/19/2017	146.45	148.45	145.8	147.8	137.7696	958189	0.96%
1/20/2017	147.4	148.6	146.45	148.2	138.1425	1185073	0.27%
1/23/2017	148.5	153.5	147.55	152.8	142.4303	2461860	3.10%
1/24/2017	154	154.9	151.9	153.6	143.176	1398383	0.52%
1/25/2017	154.8	156.55	153.55	153.9	143.4556	1751077	0.20%
1/26/2017	154.8	154.95	151.95	152.5	142.1507	1112311	-0.91%
1/27/2017	152.25	152.75	149.4	149.9	139.7271	1310558	-1.70%
1/30/2017	148.1	149	145.3	145.5	135.6257	1364761	-2.94%
1/31/2017	145.4	148.35	143.9	143.9	134.1343	1615633	-1.10%
2/1/2017	146.35	147.15	144.8	145.7	135.8121	1078447	1.25%
2/2/2017	145.2	145.5	143.7	144.3	134.5071	998554	-0.96%
2/3/2017	144.7	145.8	144.15	144.9	135.0664	765096	0.42%
2/6/2017	144.4	144.5	141.5	141.9	132.27	1243901	-2.07%
2/7/2017	141.25	142.75	140.75	141.85	132.2234	741277	-0.04%
2/8/2017	141.55	142.05	138.05	139.9	130.4057	1049799	-1.37%
2/9/2017	140.4	141.1	137.2	140	130.499	1286343	0.07%
2/10/2017	141.55	142.7	140.9	142.15	132.503	995836	1.54%
2/13/2017	142.55	146	142.5	145.25	135.3927	1006323	2.18%
2/14/2017	145.35	147.6	144.25	146.85	136.8841	942897	1.10%
2/15/2017	148	148.85	144.8	145.85	135.952	1012475	-0.68%
2/16/2017	146.05	146.7	142.75	143.6	133.8546	966444	-1.54%
2/17/2017	143	143.3	139.05	140.25	130.732	1903272	-2.33%
2/20/2017	142	142.85	140.8	142.15	132.503	746896	1.35%
2/21/2017	142.3	144.85	141.2	144.15	134.3673	1090331	1.41%
2/22/2017	144.8	145	139.9	141.35	131.7573	1789289	-1.94%
2/23/2017	141.35	143.5	141.1	141.65	132.037	799955	0.21%
2/24/2017	142	142.55	139.55	141.25	131.6641	1334354	-0.28%
2/27/2017	143	143.15	139.55	140	130.499	1475405	-0.88%
2/28/2017	140.75	141.2	139.7	139.7	130.2193	947029	-0.21%
3/1/2017	141.15	144.5	140.65	144.4	134.6003	1383270	3.36%
3/2/2017	144.25	145.7	143.9	144.9	135.0664	811051	0.35%
3/3/2017	143.65	146.1	142.1	144.95	135.113	951462	0.03%
3/6/2017	144.25	145.4	143.65	143.85	134.0877	687110	-0.76%
3/7/2017	143.9	145.4	143.85	144.8	134.9732	682480	0.66%
3/8/2017	144.15	146.15	142.95	143.05	133.342	1042454	-1.21%
3/9/2017	143.25	143.65	140	141.2	131.6175	1407121	-1.29%
3/10/2017	142.2	143.65	141.1	141.45	131.8505	900827	0.18%
3/13/2017	141.55	144.3	140.75	144.15	134.3673	1079065	1.91%
3/14/2017	144.15	145.15	140.4	141.4	131.8039	1654159	-1.91%
3/15/2017	141.65	141.75	138.2	140.25	130.732	2062152	-0.81%
3/16/2017	142	142.25	139.4	140.25	130.732	1401942	0.00%
3/17/2017	139	139	136.35	138.6	129.194	2436334	-1.18%
3/20/2017	138.25	138.4	136.6	137.15	127.8424	851858	-1.05%
3/21/2017	138	138.7	133.5	134.4	125.279	1853013	-2.01%
3/22/2017	133.3	136.55	132.65	136.35	127.0967	1274602	1.45%
3/23/2017	136.85	136.9	135	136.25	127.0035	1033466	-0.07%
3/24/2017	136.05	136.45	134.65	135.8	126.584	772526	-0.33%
3/27/2017	134.25	135	132.95	134.95	125.7917	995025	-0.63%
3/28/2017	135.85	137.4	135.55	137.25	127.9356	937205	1.70%
3/29/2017	137.85	138.6	137	137.05	127.7492	841555	-0.15%
3/30/2017	137.2	137.2	135.3	136.2	126.9568	842372	-0.62%
3/31/2017	135.8	137.3	135.5	136.6	127.3297	1078491	0.29%
4/3/2017	137.1	137.85	135.05	135.7	126.4908	792174	-0.66%
4/4/2017	135.85	136	133.45	134.2	125.0926	1312852	-1.11%
4/5/2017	134.1	134.25	132.75	133.15	124.1138	1081007	-0.78%
4/6/2017	132.4	133.25	130.2	133	123.974	962053	-0.11%
4/7/2017	132.35	133.7	131.95	132.9	123.8808	857105	-0.08%
4/10/2017	133.55	133.7	132.35	132.9	123.8808	525705	0.00%
4/11/2017	132.6	133.8	130.45	131.75	122.8088	919518	-0.87%
4/12/2017	132.5	134.4	131.6	131.9	122.9486	882136	0.11%
4/13/2017	132	132	130.25	131.15	122.2496	859216	-0.57%
4/18/2017	133	138.45	130.5	136.95	127.6559	2601641	4.42%
4/19/2017	138.55	140.85	138	139.65	130.1727	1728231	1.97%
4/20/2017	139.3	140.3	138.3	139.7	130.2193	930717	0.04%
4/21/2017	140	141.35	139.45	140	130.499	1378675	0.21%
4/24/2017	143	144.1	142.75	143.5	133.7614	1740349	2.50%
4/25/2017	144	145.95	143.35	145.65	135.7655	1429284	1.50%
4/26/2017	146	146.7	144.7	145.55	135.6723	1061048	-0.07%
4/27/2017	145	145.55	144.05	144.4	134.6003	855000	-0.79%
4/28/2017	143.5	146.2	141.8	145.55	135.6723	1182990	0.80%
5/2/2017	146.3	146.35	142.55	144.4	134.6003	1287839	-0.79%
5/3/2017	144.75	145	142.5	143.25	133.5284	849789	-0.80%
5/4/2017	144.4	145.9	143.3	143.85	134.0877	1193902	0.42%
5/5/2017	143.5	144.3	141.6	144.2	134.4139	1164430	0.24%
5/8/2017	145.9	145.9	144	145.3	135.4393	1022179	0.76%
5/9/2017	146	146.1	143.8	144.25	134.4605	934069	-0.72%
5/10/2017	144.1	145.8	143.55	144.4	134.6003	1356636	0.10%
5/11/2017	144	144.7	142.55	143.35	135.5554	1148170	0.71%
5/12/2017	143.5	144.65	142.85	144.65	136.7847	982593	0.91%
5/15/2017	145	145.65	143.75	144.35	136.5011	740709	-0.21%
5/16/2017	143.85	144.85	143.35	143.35	135.5554	683545	-0.69%
5/17/2017	142.1	142.45	140.15	140.75	133.0968	1284194	-1.81%
5/18/2017	140	140.6	137.5	138.5	130.9692	1559443	-1.60%
5/19/2017	139.45	140.4	138.95	139.4	131.8202	916503	0.65%
5/22/2017	140	140.4	137.65	138.45	130.9219	942786	-0.68%
5/23/2017	138.5	141.55	137.65	138.1	130.5909	1454704	-0.25%
5/24/2017	138.05	138.95	136.65	138.5	130.9692	783487	0.29%
5/25/2017	138.9	139.8	137.65	138.75	131.2056	671808	0.18%
5/26/2017	138.25	138.8	136.7	137.95	130.4491	902632	-0.58%
5/29/2017	138.2	138.25	136.9	137.3	129.8344	404267	-0.47%
5/30/2017	137.4	138.05	136.55	136.6	129.1725	778057	-0.51%
5/31/2017	137	137.1	133.75	133.75	126.4774	1405894	-2.09%
6/1/2017	134.2	136.3	133.85	135.75	128.3687	1039993	1.50%
6/2/2017	136.6	139.25	136.15	137.55	130.0708	1350796	1.33%
6/5/2017	137.55	137.55	137.55	137.55	130.0708	0	0.00%
6/6/2017	136.8	137.15	134.3	134.95	127.6122	1091464	-1.89%
6/7/2017	135.15	135.3	132.85	133.2	125.9573	1294759	-1.30%
6/8/2017	133	133.2	131.5	132.25	125.059	1284305	-0.71%
6/9/2017	132.3	133.75	131.9	132.6	125.39	981308	0.26%
6/12/2017	132.6	135.6	132.25	134.85	127.5176	1640335	1.70%
6/13/2017	135.1	136.2	134.95	135.25	127.8959	765695	0.30%
6/14/2017	135.5	135.5	132.3	132.4	125.2008	1647486	-2.11%
6/15/2017	132.6	132.6	129.75	131.35	124.2079	1846860	-0.79%
6/16/2017	132.2	132.55	130.35	131.2	124.0661	1761910	-0.11%
6/19/2017	132.1	133.3	131.2	131.2	124.0661	1026211	0.00%
6/20/2017	132	133.15	131.5	131.95	124.7753	813556	0.57%
6/21/2017	131.9	132.4	130.4	132.25	125.059	757524	0.23%
6/22/2017	131.85	134.9	131.15	134.65	127.3285	1076284	1.81%
6/23/2017	134.85	136.05	132.85	133.65	126.3829	874211	-0.74%
6/26/2017	135	135.55	133.7	134.3	126.9975	709548	0.49%
6/27/2017	133.45	134.7	132.2	134.1	126.8084	824120	-0.15%
6/28/2017	133.35	135.35	132.7	134.35	127.0448	666867	0.19%
6/29/2017	135.3	135.55	132.25	133	125.7682	899824	-1.00%
6/30/2017	133	134.7	132.8	133.35	126.0992	956389	0.26%
7/3/2017	134.45	136.7	134.3	135.8	128.416	1045597	1.84%
7/4/2017	135.3	137.3	135.2	136.2	128.7942	618703	0.29%
7/5/2017	136.1	136.85	134.6	135.65	128.2741	799354	-0.40%
7/6/2017	136.4	138.95	136.2	138.1	130.5909	1867231	1.81%
7/7/2017	138.35	139.1	137.6	138.75	131.2056	896069	0.47%
7/10/2017	138.9	139.35	137.4	138.65	131.111	835096	-0.07%
7/11/2017	139.45	141.25	138.9	140.15	132.5294	1211541	1.08%
7/12/2017	140.7	142.9	140.2	142.55	134.7989	1363074	1.71%
7/13/2017	142	144.25	141.75	143.35	135.5554	1414285	0.56%
7/14/2017	143.5	145.45	142.95	145.45	137.5412	1395155	1.46%
7/17/2017	145.5	145.9	143.55	144.55	136.6902	1116164	-0.62%
7/18/2017	143.75	144.1	141.2	142.7	134.9408	1319561	-1.28%
7/19/2017	143.3	144.4	142.15	143.5	135.6973	843473	0.56%
7/20/2017	143.75	144.8	141.45	142.95	135.1772	1380181	-0.38%
7/21/2017	142.35	142.7	135.9	137.75	130.2599	3260127	-3.64%
7/24/2017	133.6	135.85	132.35	135.85	128.4632	2416175	-1.38%
7/25/2017	134.5	136.65	132.9	134.05	126.7611	1677767	-1.32%
7/26/2017	133.85	137.45	133.7	136.6	129.1725	1943782	1.90%
7/27/2017	135.65	136.15	132.95	133.35	126.0992	1708395	-2.38%
7/28/2017	132.85	132.9	130.75	131.8	124.6335	1708574	-1.16%
7/31/2017	131.35	132.05	129.85	130.1	123.0259	1295469	-1.29%
8/1/2017	131.8	131.9	130.35	131.3	124.1607	1147472	0.92%
8/2/2017	131.7	132.45	130.05	130.85	123.7351	1258492	-0.34%
8/3/2017	130.8	131.25	129.95	130	122.9313	981052	-0.65%
8/4/2017	130.2	130.65	127.55	130	122.9313	1717629	0.00%
8/7/2017	129.2	130.1	128.5	129.25	122.2221	946920	-0.58%
8/8/2017	129	130.35	128.55	129.4	122.3639	781351	0.12%
8/9/2017	128.55	128.95	127.35	128	121.0401	1084409	-1.08%
8/10/2017	127.7	127.75	126.25	127.15	120.2363	1069438	-0.66%
8/11/2017	126.55	127.8	126.35	127.5	120.5673	917462	0.28%
8/14/2017	128.6	129.35	128.35	128.6	121.6075	908559	0.86%
8/15/2017	129.3	130.2	128.7	128.85	121.8439	671966	0.19%
8/16/2017	129.7	130.75	129.55	129.8	122.7422	753908	0.74%
8/17/2017	130	130.2	128.5	128.9	121.8911	742367	-0.69%
8/18/2017	128	128.3	127.3	128	121.0401	1036029	-0.70%
8/21/2017	127.7	128.15	125.75	126.75	119.858	947657	-0.98%
8/22/2017	127.1	127.75	126.2	127.3	120.3781	745118	0.43%
8/23/2017	127.45	127.55	126.05	126.6	119.7162	667190	-0.55%
8/24/2017	126.9	128.65	126.25	127.6	120.6618	1023856	0.79%
8/25/2017	127.7	128.7	126.9	127.35	120.4254	749252	-0.20%
8/28/2017	127	128.15	126.6	127.4	120.4727	508439	0.04%
8/29/2017	126.7	127	124.75	126.5	119.6216	1190567	-0.71%
8/30/2017	127.3	127.4	125.9	125.9	119.0543	640635	-0.47%
8/31/2017	126.15	126.65	125	125.35	118.5342	1075536	-0.44%
9/1/2017	127.35	127.85	126.05	126.5	119.6216	1110878	0.92%
9/4/2017	125.75	127.4	125.65	126.75	119.858	645570	0.20%
9/5/2017	127	130.15	126.8	129.1	122.0803	1262268	1.85%
9/6/2017	128.6	132.45	128.3	131.2	124.0661	1498760	1.63%
9/7/2017	132.5	133.25	131.35	131.65	124.4916	1125100	0.34%
9/8/2017	131.3	133.2	131.3	132.35	125.1536	982440	0.53%
9/11/2017	133.4	134.05	132.05	133	125.7682	1128753	0.49%
9/12/2017	133.85	136.15	132.9	135.6	128.2268	1639313	1.95%
9/13/2017	135.2	138.8	135.15	136.6	129.1725	1681632	0.74%
9/14/2017	136.7	137.85	136.15	136.45	129.0306	1110237	-0.11%
9/15/2017	136.7	137.05	135.25	136.75	129.3143	2146137	0.22%
9/18/2017	137.8	138.95	137.25	137.25	129.7871	1028945	0.37%
9/19/2017	137	137.85	136.55	137.45	129.9762	867851	0.15%
9/20/2017	137.05	137.9	136.4	136.7	129.267	794113	-0.55%
9/21/2017	136.8	138.25	136.8	137.9	130.4018	760630	0.88%
9/22/2017	137.5	138.75	137.2	137.6	130.1181	850483	-0.22%
9/25/2017	137.05	138.3	136.6	137.8	130.3072	716384	0.15%
9/26/2017	137.4	141.3	137.4	141.05	133.3805	1556927	2.36%
9/27/2017	141	141.9	139.85	140.7	133.0495	1265300	-0.25%
9/28/2017	140.7	140.9	138.35	138.35	130.8273	1042394	-1.67%
9/29/2017	138.7	139.85	132.85	138	130.4963	2460583	-0.25%
10/2/2017	138	138.85	136.3	137.6	130.1181	1112030	-0.29%
10/3/2017	137.6	137.6	137.6	137.6	130.1181	0	0.00%
10/4/2017	139.5	141.55	139.1	140.75	133.0968	1667787	2.29%
10/5/2017	140.3	142.35	140.25	141.7	133.9951	1174956	0.67%
10/6/2017	142.25	143	141.6	142.8	135.0353	1024842	0.78%
10/9/2017	143	144.3	141.65	142.2	134.468	780510	-0.42%
10/10/2017	141.9	142.05	140.3	141.35	133.6642	992688	-0.60%
10/11/2017	142.9	143.1	142.25	142.3	134.5625	889410	0.67%
10/12/2017	144.05	144.55	142.7	143.7	135.8864	1606500	0.98%
10/13/2017	143.75	144.45	142.9	144.15	136.3119	982899	0.31%
10/16/2017	144.5	144.8	143.75	143.75	135.9337	881395	-0.28%
10/17/2017	144	144.15	142.9	143.15	135.3663	860022	-0.42%
10/18/2017	144.2	144.95	143.5	144.65	136.7847	868657	1.05%
10/19/2017	144.65	145	141.95	143.2	135.4136	1369139	-1.00%
10/20/2017	143.85	144.55	141.35	141.55	133.8533	1430467	-1.15%
10/23/2017	142.15	143.3	141.4	142.2	134.468	808411	0.46%
10/24/2017	142.2	145.55	141.9	145.5	137.5885	1416570	2.32%
10/25/2017	145.5	145.7	143.9	144.5	136.6429	1004824	-0.69%
10/26/2017	144.5	145.75	143.7	145.5	137.5885	1055600	0.69%
10/27/2017	146	152	145.85	152	143.7351	3212159	4.47%
10/30/2017	152.95	157.25	152.5	155.9	147.423	2725741	2.57%
10/31/2017	155.9	155.9	155.9	155.9	147.423	0	0.00%
11/1/2017	157.7	163.75	157.65	163.35	154.468	2954200	4.78%
11/2/2017	162.5	164.5	161.85	163.45	154.5625	2252911	0.06%
11/3/2017	164.15	165.45	162.5	162.95	154.0897	1470943	-0.31%
11/6/2017	162	163.05	158.4	162.15	153.3332	1499328	-0.49%
11/7/2017	162.6	163.65	161.9	161.9	153.0968	1376407	-0.15%
11/8/2017	161.6	162.5	158.15	158.3	149.6925	1716034	-2.22%
11/9/2017	158.45	160.85	156.65	157.3	148.7469	1938302	-0.63%
11/10/2017	158.1	158.85	154.85	156.5	147.9904	1501326	-0.51%
11/13/2017	157.05	158.1	153.65	156.9	148.3687	1411558	0.26%
11/14/2017	157.85	157.85	155	155.3	146.8557	868771	-1.02%
11/15/2017	154.45	154.7	152.85	154.35	145.9573	1186056	-0.61%
11/16/2017	156.8	159.65	156.1	158.15	149.5507	1564817	2.46%
11/17/2017	159.4	160.75	158.35	158.75	150.1181	1327879	0.38%
11/20/2017	158.2	167.35	157.7	165.4	156.4065	3335432	4.19%
11/21/2017	166	174.05	165.8	170.4	161.1346	3869781	3.02%
11/22/2017	171.35	171.65	167.2	167.2	158.1086	1576506	-1.88%
11/23/2017	166.2	169.1	165.25	167.75	158.6287	929206	0.33%
11/24/2017	169	171.2	168.8	169.45	160.2363	1329438	1.01%
11/27/2017	169.2	170.35	168.05	169.4	160.189	1094034	-0.03%
11/28/2017	170	171.45	169.65	170.9	161.6074	1028781	0.89%
11/29/2017	172.55	176.7	172.55	176.7	167.092	2536097	3.39%
11/30/2017	177	179.3	176.4	178.1	168.4159	1891413	0.79%
12/1/2017	178.25	178.25	172.8	173.35	163.9242	2322953	-2.67%
12/4/2017	176.1	176.35	172.3	173.35	163.9242	1286326	0.00%
12/5/2017	173.25	174.15	169.65	170.75	161.4656	1298478	-1.50%
12/6/2017	168	168.5	165.7	165.9	156.8793	1499027	-2.84%
12/7/2017	167	171.3	166.65	169.45	160.2363	1172440	2.14%
12/8/2017	172.5	172.95	171.1	172.15	162.7894	1265019	1.59%
12/11/2017	173.1	173.35	170.45	170.65	161.371	934935	-0.87%
12/12/2017	171.1	171.1	168.5	169.45	160.2363	1196259	-0.70%
12/13/2017	169.65	172.75	169.55	170.1	160.8509	912727	0.38%
12/14/2017	170.4	170.75	168.9	169.65	160.4254	922243	-0.26%
12/15/2017	168.5	169.45	167.1	169.2	159.9998	1618741	-0.27%
12/18/2017	170.3	173.1	170.3	173.1	163.6878	874186	2.30%
12/19/2017	173.15	174.25	172.4	172.75	163.3568	627587	-0.20%
12/20/2017	172.95	173.25	169.45	169.7	160.4727	884744	-1.77%
12/21/2017	169.7	171.15	169.35	170.25	160.9928	620997	0.32%
12/22/2017	170	170.45	168.4	169	159.8107	511508	-0.73%
12/27/2017	169	170.5	167.15	167.65	158.5341	613251	-0.80%
12/28/2017	167.7	168.3	167.2	167.5	158.3923	422703	-0.09%
12/29/2017	167.8	168.2	166.1	166.45	157.3994	446048	-0.63%
1/2/2018	166.8	167.12	161.48	165.7	156.6902	1319104	-0.45%
1/3/2018	166.5	171.94	166.18	171.44	162.1181	1426451	3.46%
1/4/2018	172.5	174.84	171.28	174.44	164.9549	1564533	1.75%
1/5/2018	176.5	179.68	176.3	179.2	169.4561	2195933	2.73%
1/8/2018	180.9	180.98	179.14	179.84	170.0613	1162286	0.36%
1/9/2018	179.84	181.56	178.22	180.24	170.4396	1061304	0.22%
1/10/2018	179.62	180.16	177.24	178.2	168.5105	1086120	-1.13%
1/11/2018	177.88	179.44	176.22	177.8	168.1322	1037871	-0.22%
1/12/2018	179.8	180.3	178.84	179.82	170.0424	983517	1.14%
1/15/2018	180.8	180.8	178.5	179.9	170.118	696267	0.04%
1/16/2018	180.18	185.74	179.88	184	173.9951	1960833	2.28%
1/17/2018	183.82	183.9	180.06	180.7	170.8745	1479320	-1.79%
1/18/2018	182.08	182.1	179.32	179.96	170.1748	1187082	-0.41%
1/19/2018	179.6	183.72	179.4	183.72	173.7303	1565822	2.09%
1/22/2018	182.92	188.9	182.28	188.5	178.2504	1764845	2.60%
1/23/2018	189.66	192.46	186.42	187.26	177.0779	1849879	-0.66%
1/24/2018	188	188.98	184.02	184.02	174.014	1350565	-1.73%
1/25/2018	182.84	184.82	179.46	181.38	171.5176	1492560	-1.43%
1/26/2018	181.82	182.62	180.58	181.9	172.0093	834092	0.29%
1/29/2018	184.9	185.8	182	182.08	172.1795	1031696	0.10%
1/30/2018	180.5	182.02	178.3	178.6	168.8887	1345896	-1.91%
1/31/2018	178.26	180.88	176.66	177.02	167.3946	1292804	-0.88%
2/1/2018	178.52	181.62	175.1	177.6	167.9431	1419121	0.33%
2/2/2018	176.4	177.1	171.36	172.06	162.7043	2080247	-3.12%
2/5/2018	170.4	171.44	168.7	168.84	159.6594	1675116	-1.87%
2/6/2018	160	168.58	158.06	165.26	156.2741	2841768	-2.12%
2/7/2018	168.68	172.1	166.5	171.38	162.0613	2177110	3.70%
2/8/2018	170.38	171.8	163.3	164.8	155.8391	1738159	-3.84%
2/9/2018	164.44	167.88	161.9	163.2	154.3261	2218393	-0.97%
2/12/2018	166.28	168.96	164.88	165.86	156.8415	1439752	1.63%
2/13/2018	166	167.02	163.56	163.72	154.8178	1042373	-1.29%
2/14/2018	165.6	166.86	160.48	166.08	157.0495	1555342	1.44%
2/15/2018	167.82	169.6	163.44	165.08	156.1039	1400673	-0.60%
2/16/2018	166.48	168.3	165.82	167.28	158.1843	1239702	1.33%
2/19/2018	168.02	168.62	165.34	165.86	156.8415	632594	-0.85%
2/20/2018	166	166.5	162.38	164.86	155.8958	1260827	-0.60%
2/21/2018	164.38	164.38	161.64	163.56	154.6665	1137050	-0.79%
2/22/2018	161.78	164.64	160.26	163.92	155.007	1123920	0.22%
2/23/2018	164.62	165.42	159	162.6	153.7587	1946368	-0.81%
2/26/2018	164	168.1	163.38	165.54	156.5389	1690344	1.81%
2/27/2018	166.32	166.94	162.2	164.06	155.1393	1488978	-0.89%
2/28/2018	162.42	163.56	160.74	161.12	152.3592	1397915	-1.79%
3/1/2018	160.6	160.7	156.34	157.16	148.6145	2062128	-2.46%
3/2/2018	155.18	155.56	152.16	153.76	145.3994	2093492	-2.16%
3/5/2018	151.9	154.96	151.32	153.54	145.1913	1697684	-0.14%
3/6/2018	156.64	159.48	156.04	157	148.4632	1936246	2.25%
3/7/2018	156.32	157.08	153.76	156	147.5176	1401561	-0.64%
3/8/2018	156	157.26	153.28	156.72	148.1984	1307704	0.46%
3/9/2018	156	157.78	154.6	156.88	148.3497	1096932	0.10%
3/12/2018	158.58	159.5	158	158.58	149.9573	940146	1.08%
3/13/2018	159.18	159.82	153.5	154.52	146.1181	2077985	-2.56%
3/14/2018	154.7	157.58	154.1	156.7	148.1795	1690534	1.41%
3/15/2018	157.52	161.5	157.52	161	152.2457	1949481	2.74%
3/16/2018	162	163.8	160.88	162.12	153.3048	2001883	0.70%
3/19/2018	161.44	161.9	158.52	159.54	150.8651	1274303	-1.59%
3/20/2018	159.88	161.9	158.8	161.3	152.5294	949162	1.10%
3/21/2018	161.52	161.88	159.66	160.5	151.7729	888633	-0.50%
3/22/2018	159	160.82	155.42	157.98	149.3899	1277267	-1.57%
3/23/2018	156	156.48	152.2	153.68	145.3237	1954317	-2.72%
3/26/2018	153.82	157.54	152.86	154.74	146.3261	1299574	0.69%
3/27/2018	158.92	159.52	156.18	156.46	147.9526	1227554	1.11%
3/28/2018	155.48	155.66	153.18	155	146.572	1290547	-0.93%
3/29/2018	155.96	162.22	155.32	161.38	152.6051	2427652	4.12%
4/3/2018	159.62	163.38	157.92	162.38	153.5507	1365832	0.62%
4/4/2018	162.88	162.88	157.72	161.5	152.7185	1297364	-0.54%
4/5/2018	164.6	167.12	163.14	167.12	158.0329	1602811	3.48%
4/6/2018	166.14	166.38	163.96	165	156.0282	1093634	-1.27%
4/9/2018	166.1	166.5	163.02	164.26	155.3285	897827	-0.45%
4/10/2018	167.5	172.5	166.54	171.58	162.2505	2478287	4.46%
4/11/2018	171.8	173.56	169.92	173.16	163.7445	1743565	0.92%
4/12/2018	173.54	178.3	173.34	176.6	166.9975	2090322	1.99%
4/13/2018	178.5	179.6	174.38	177.28	167.6405	1754153	0.39%
4/16/2018	178.18	178.6	171.62	172.14	162.78	1439618	-2.90%
4/17/2018	172.98	174.98	171.78	174.74	165.2386	1127054	1.51%
4/18/2018	175.36	175.82	173.72	174.36	164.8793	981031	-0.22%
4/19/2018	174.18	174.76	172.34	173.28	163.858	1040354	-0.62%
4/20/2018	173.46	173.76	170.48	171.1	161.7965	1155947	-1.26%
4/23/2018	170.76	171.44	168.82	169.44	160.2268	1014503	-0.97%
4/24/2018	169.44	170.54	168.06	169.64	160.4159	966825	0.12%
4/25/2018	169.2	169.6	164.5	167	157.9195	1329102	-1.56%
4/26/2018	167	174.38	167	171.44	162.1181	1839110	2.66%
4/27/2018	172.54	173.56	171.42	172.72	163.3285	1137801	0.75%
4/30/2018	173.1	173.62	170.44	171.84	162.4963	828466	-0.51%
5/2/2018	171.7	178.12	171.64	177.84	168.1701	1905094	3.49%
5/3/2018	177	177.96	176.04	176.04	166.4679	1534996	-1.01%
5/4/2018	172.4	173.12	170.84	172.72	167.0871	951734	0.37%
5/7/2018	171.72	176.4	170.92	176.22	170.4729	871213	2.03%
5/8/2018	175.98	176.72	173.06	173.72	168.0545	1018196	-1.42%
5/9/2018	172.52	173.52	170.42	170.8	165.2297	1097121	-1.68%
5/10/2018	170.8	172.04	168.94	171.6	166.0036	666136	0.47%
5/11/2018	171.28	172.64	170.26	172.3	166.6808	679104	0.41%
5/14/2018	171.94	172.18	170.26	171.34	165.7521	598549	-0.56%
5/15/2018	170.98	173.54	170.5	173.54	167.8803	762437	1.28%
5/16/2018	173.28	174.18	172.3	172.34	166.7195	701795	-0.69%
5/17/2018	172.6	174.24	172.42	174.02	168.3447	668639	0.97%
5/18/2018	174.02	174.74	172.7	173.1	167.4547	1113532	-0.53%
5/21/2018	173.1	173.1	173.1	173.1	167.4547	0	0.00%
5/22/2018	175.6	176.6	173.94	176.6	170.8405	1385734	2.02%
5/23/2018	175.2	175.86	171.4	171.76	166.1584	1171179	-2.74%
5/24/2018	170.5	170.5	166.2	167.4	161.9406	1902127	-2.54%
5/25/2018	168.06	170.68	167.62	170.14	164.5912	1074854	1.64%
5/28/2018	170.58	171.94	166.88	167.16	161.7084	812866	-1.75%
5/29/2018	165.96	165.96	160.7	162.52	157.2197	2066993	-2.78%
5/30/2018	162	164.14	160.62	164.14	158.7869	966247	1.00%
5/31/2018	163.26	163.84	159.24	160.94	155.6913	1729943	-1.95%
6/1/2018	161.5	164.86	161.06	162.14	156.8521	1448668	0.75%
6/4/2018	164	164.5	161.5	162.2	156.9102	718066	0.04%
6/5/2018	162.52	165.14	162.26	162.26	156.9682	855618	0.04%
6/6/2018	162.4	164.52	162.3	163	157.6841	817930	0.46%
6/7/2018	164	164.78	162.28	162.9	157.5873	857422	-0.06%
6/8/2018	161.36	161.5	158.62	159.4	154.2015	1429136	-2.15%
6/11/2018	159.2	160.74	157.86	159.24	154.0467	867322	-0.10%
6/12/2018	160.42	161.44	158.32	159.56	154.3562	830768	0.20%
6/13/2018	160.16	161.1	158.92	159.78	154.5691	859739	0.14%
6/14/2018	158.7	164.3	158.08	163.34	158.013	1563617	2.23%
6/15/2018	163.8	166.08	161.02	161.02	155.7686	2240779	-1.42%
6/18/2018	160.32	160.72	154.48	156.06	150.9704	2210716	-3.08%
6/19/2018	152.68	152.88	150.78	152.3	147.333	1847030	-2.41%
6/20/2018	153.4	156.2	152.7	154.44	149.4032	1750904	1.41%
6/21/2018	152.28	153.98	148.08	149.64	144.7598	2464814	-3.11%
6/22/2018	149.4	150.36	147.02	149.38	144.5083	1250945	-0.17%
6/25/2018	147.92	148.38	145.56	145.74	140.987	1326479	-2.44%
6/26/2018	146.32	147.3	142.86	144.52	139.8068	1442453	-0.84%
6/27/2018	144.2	148.44	142.86	146.54	141.7609	1463401	1.40%
6/28/2018	146.14	146.14	141.7	143.14	138.4718	1706638	-2.32%
6/29/2018	145	146.06	142.22	142.22	137.5818	1301646	-0.64%
7/2/2018	141	143.08	138.6	141.1	136.4983	1623335	-0.79%
7/3/2018	142.5	144.54	141.4	142	137.3689	1046033	0.64%
7/4/2018	143	143.88	141.56	142.7	138.0461	827513	0.49%
7/5/2018	145.62	150	145.42	148.48	143.6376	2295415	4.05%
7/6/2018	150.02	150.34	145.86	147.74	142.9218	1173541	-0.50%
7/9/2018	148.78	148.8	144.9	146	141.2385	942432	-1.18%
7/10/2018	146.46	146.46	144.5	145.98	141.2191	745773	-0.01%
7/11/2018	144.1	144.18	141.96	142.82	138.1622	1164387	-2.16%
7/12/2018	143.32	144.22	141.92	142.9	138.2396	820794	0.06%
7/13/2018	143.64	144.56	142.68	144	139.3037	825206	0.77%
7/16/2018	143.62	144.96	142.24	142.72	138.0655	853678	-0.89%
7/17/2018	142.9	144.6	141.54	144.08	139.3811	938030	0.95%
7/18/2018	146.2	147.96	145.42	147.32	142.5154	1260856	2.25%
7/19/2018	147.5	149.84	146.2	148	143.1733	1122785	0.46%
7/20/2018	147.76	147.76	142.04	144.66	139.9422	1611510	-2.26%
7/23/2018	143.9	146.18	142.86	145.9	141.1417	855103	0.86%
7/24/2018	147.3	151.6	147.04	150	145.108	1750333	2.81%
7/25/2018	150.2	150.22	145.26	145.92	141.1611	1666434	-2.72%
7/26/2018	152	152.84	149.66	151.7	146.7526	2197625	3.96%
7/27/2018	152.28	153.76	150.52	151.12	146.1915	1116046	-0.38%
7/30/2018	150.8	152.66	150.16	151.46	146.5204	809150	0.23%
7/31/2018	151.7	153.36	150.7	152.22	147.2556	1270584	0.50%
8/1/2018	155	155.18	145.36	146.6	141.8189	2761582	-3.69%
8/2/2018	145.88	145.88	140.38	143.4	138.7233	2353602	-2.18%
8/3/2018	144.06	145.62	142.74	145.34	140.6	1176873	1.35%
8/6/2018	146.1	147.08	144.8	145.48	140.7354	757639	0.10%
8/7/2018	146.46	149.1	146.22	146.88	142.0898	955205	0.96%
8/8/2018	146.32	148.72	145.64	147.82	142.9991	908549	0.64%
8/9/2018	147.52	148.8	146.62	147.84	143.0185	779279	0.01%
8/10/2018	147.06	147.34	143.24	144.38	139.6713	1278027	-2.34%
8/13/2018	143.38	144.96	143.3	143.98	139.2844	589321	-0.28%
8/14/2018	144.94	145.32	142.34	142.9	138.2396	793502	-0.75%
8/15/2018	142.68	143.78	137.46	138.44	133.925	1962637	-3.12%
8/16/2018	139.92	140.74	138.9	139.44	134.8924	995530	0.72%
8/17/2018	139.44	139.72	136.54	138.74	134.2153	1226563	-0.50%
8/20/2018	139.5	140.62	138.34	139	134.4668	661764	0.19%
8/21/2018	138.72	141.16	137.9	140.72	136.1307	1150636	1.24%
8/22/2018	139.9	142.3	136.66	138.82	134.2927	1585333	-1.35%
8/23/2018	139.02	139.1	137.52	137.94	133.4413	834134	-0.63%
8/24/2018	138	138.52	136.86	138	133.4994	817975	0.04%
8/27/2018	139.5	142.14	138.78	141.46	136.8466	1019609	2.51%
8/28/2018	143.08	145.06	142.68	143.38	138.7039	1184815	1.36%
8/29/2018	143.84	144.38	141.64	143.16	138.4911	705283	-0.15%
8/30/2018	142.4	145.36	140.66	142.86	138.2009	1186925	-0.21%
8/31/2018	141.58	141.62	139.82	140.84	136.2468	1154110	-1.41%
9/3/2018	139.12	139.22	136.42	137.94	133.4413	1242999	-2.06%
9/4/2018	138.54	138.92	134.9	136.2	131.7581	1158865	-1.26%
9/5/2018	135.7	137.2	135.16	136.14	131.7001	1234483	-0.04%
9/6/2018	135.52	138.04	135.42	136.24	131.7968	1033049	0.07%
9/7/2018	136.06	136.54	134.2	136.08	131.642	928359	-0.12%
9/10/2018	136.12	138.94	135.14	137.5	133.0157	1203348	1.04%
9/11/2018	137.5	137.76	136.04	137.38	132.8996	940053	-0.09%
9/12/2018	137.42	138.56	136.56	138.4	133.8863	1026573	0.74%
9/13/2018	138.66	141.88	138.18	140.78	136.1887	1573485	1.72%
9/14/2018	141.9	144.7	141.14	144	139.3037	1657255	2.29%
9/17/2018	143.08	145.26	142.24	144.48	139.7681	1099146	0.33%
9/18/2018	146	150.24	145.4	148.24	143.4054	2383648	2.60%
9/19/2018	148.9	151.96	148.28	151.1	146.1722	1410073	1.93%
9/20/2018	150.5	154.1	150.5	152.5	147.5265	1528552	0.93%
9/21/2018	154.32	157.2	152.8	154.38	149.3452	2831151	1.23%
9/24/2018	152.8	153.62	151.06	152.94	147.9521	1086990	-0.93%
9/25/2018	152.6	155	149.06	150.48	145.5724	1762343	-1.61%
9/26/2018	150.28	151.54	146.28	151.3	146.3656	1507699	0.54%
9/27/2018	150.36	155.68	149.64	153.86	148.8421	1594113	1.69%
9/28/2018	153.08	153.4	149.86	151.6	146.6559	1458915	-1.47%
10/1/2018	152.02	154.46	150.56	152.5	147.5265	904635	0.59%
10/2/2018	151.92	154.46	151.1	152.94	147.9521	984810	0.29%
10/4/2018	151.86	154.26	150.82	152.08	147.1202	1162913	-0.56%
10/5/2018	151	151.94	149.02	149.3	144.4309	1177414	-1.83%
10/8/2018	148	148.16	146.56	147	142.2059	787924	-1.54%
10/9/2018	146.72	148.2	144.54	146.54	141.7609	1111746	-0.31%
10/10/2018	146.16	146.22	142.8	143.54	138.8587	1655655	-2.05%
10/11/2018	139.52	142.8	138.08	140.48	135.8985	2350505	-2.13%
10/12/2018	142	143.44	140.12	140.16	135.589	1194692	-0.23%
10/15/2018	141.3	146.72	139.66	144.42	139.71	1640865	3.04%
10/16/2018	144.66	149.32	143.48	147.42	142.6122	2203530	2.08%
10/17/2018	148.48	149.24	145.52	147.1	142.3026	984097	-0.22%
10/18/2018	147.18	149.3	145.4	145.58	140.8322	1146495	-1.03%
10/19/2018	145.54	145.74	139.16	143.98	139.2844	2178262	-1.10%
10/22/2018	146.2	147.22	141.68	142.34	137.6978	963036	-1.14%
10/23/2018	139.96	140.74	138.54	139.7	135.144	1707878	-1.85%
10/24/2018	140.2	141.04	133	133.7	129.3396	2296187	-4.29%
10/25/2018	132.24	137.88	131.44	137	132.532	1732067	2.47%
10/26/2018	135.5	136.88	133.9	136.88	132.4159	1390575	-0.09%
10/29/2018	137.98	146.34	137.92	142.42	137.7752	2427332	4.05%
10/30/2018	147	149.74	144.24	146.74	141.9544	2700967	3.03%
10/31/2018	150	152.58	148.76	148.76	143.9085	2099637	1.38%
11/1/2018	149	153.42	147.54	151.54	146.5978	1741437	1.87%
11/2/2018	158.8	159.98	154.36	154.36	149.3258	2844565	1.86%
11/5/2018	154.6	155.92	153.72	155.44	150.3706	1020943	0.70%
11/6/2018	156.1	157.46	154.92	156.14	151.0478	1240561	0.45%
11/7/2018	156.64	158.38	154.8	154.96	149.9063	1179146	-0.76%
11/8/2018	156.1	156.28	151.06	151.3	146.3656	1292793	-2.36%
11/9/2018	149.66	150.2	144.9	146.06	141.2965	2266275	-3.46%
11/12/2018	147.2	148.36	145.04	145.84	141.0837	909379	-0.15%
11/13/2018	146	148.62	145.2	147.96	143.1346	1177467	1.45%
11/14/2018	149.58	151.36	148.06	149.3	144.4309	1546762	0.91%
11/15/2018	148.3	149.8	146	147.64	142.825	956012	-1.11%
11/16/2018	149.24	150.12	142.6	143.92	139.2263	1932846	-2.52%
11/19/2018	144	148.54	143.14	146.72	141.935	1666098	1.95%
11/20/2018	145.98	148.16	144.22	145.76	141.0063	1385456	-0.65%
11/21/2018	147.48	152.36	147.2	152.36	147.3911	1891769	4.53%
11/22/2018	152.2	152.36	150.46	151.92	146.9654	1120391	-0.29%
11/23/2018	150.76	152.34	149.38	150.98	146.0561	1017688	-0.62%
11/26/2018	152.02	154.34	151.94	154.18	149.1517	1014394	2.12%
11/27/2018	154.82	155	146.46	148	143.1733	1779095	-4.01%
11/28/2018	149.5	150.1	146.54	149.02	144.16	1324107	0.69%
11/29/2018	150	150.84	148.36	150.06	145.1661	1201525	0.70%
11/30/2018	150.42	150.6	148.26	148.9	144.0439	1517522	-0.77%
12/3/2018	155	156.86	152.9	153.18	148.1843	1821707	2.87%
12/4/2018	151.38	151.8	148.12	148.54	143.6956	1276456	-3.03%
12/5/2018	147.8	151.66	146.16	147.6	142.7863	1145805	-0.63%
12/6/2018	146.5	146.86	141.7	143	138.3363	1983219	-3.12%
12/7/2018	144.1	146.16	141.82	143.48	138.8007	1204409	0.34%
12/10/2018	142.76	143.54	139.96	140.98	136.3822	1297671	-1.74%
12/11/2018	142.4	147.68	141.76	146.1	141.3352	1653452	3.63%
12/12/2018	147	151.56	146.08	150.14	145.2435	1289200	2.77%
12/13/2018	151.36	152.22	149.26	149.7	144.8178	932623	-0.29%
12/14/2018	147.52	149.46	145.4	147.72	142.9024	1331130	-1.32%
12/17/2018	147.96	149.02	144.68	146.48	141.7028	987154	-0.84%
12/18/2018	145.96	148.7	145.34	146.28	141.5094	1134293	-0.14%
12/19/2018	146.68	148.84	146.42	146.88	142.0898	986274	0.41%
12/20/2018	145	145.64	143.1	143.9	139.207	1328154	-2.03%
12/21/2018	142.48	146.74	141.12	143.3	138.6265	2650052	-0.42%
12/27/2018	143.38	143.5	136.28	137.44	132.9577	1608052	-4.09%
12/28/2018	138.4	140.08	138	138.92	134.3894	614699	1.08%
1/2/2019	138.84	138.84	134.64	136.26	131.8161	1116700	-1.91%
1/3/2019	135	136.64	134.08	134.76	130.3651	968713	-1.10%
1/4/2019	136.04	140.48	135.84	140.48	135.8985	1177680	4.24%
1/7/2019	141.9	142.44	140.2	140.64	136.0533	936596	0.11%
1/8/2019	139	146.02	138.36	143	138.3363	1517810	1.68%
1/9/2019	145.68	148	145.38	146.48	141.7028	1370289	2.43%
1/10/2019	144.54	146.74	143	144.92	140.1937	1000029	-1.06%
1/11/2019	145.74	146.18	140.84	142.18	137.5431	1507978	-1.89%
1/14/2019	140.5	144.8	140	144.12	139.4198	1072599	1.36%
1/15/2019	145.4	148.58	144.12	145.06	140.3291	1276540	0.65%
1/16/2019	145.78	146.4	144.02	144.9	140.1744	699978	-0.11%
1/17/2019	143.5	143.62	141.96	142.9	138.2396	926635	-1.38%
1/18/2019	144.2	146.66	144.1	145.66	140.9096	1680219	1.93%
1/21/2019	146.02	146.32	144.4	144.88	140.155	520991	-0.54%
1/22/2019	143.84	144.62	142.76	143.6	138.9168	671066	-0.88%
1/23/2019	142.5	143.46	141.44	142.26	137.6205	858314	-0.93%
1/24/2019	141.22	145.66	141.2	145.54	140.7935	1333987	2.31%
1/25/2019	147.3	152.36	147.08	151.64	146.6946	2125332	4.19%
1/28/2019	150.9	151.18	149.32	149.74	144.8565	849954	-1.25%
1/29/2019	148.92	149.56	146.46	147.62	142.8056	1086275	-1.42%
1/30/2019	147.8	148.48	146.14	147.42	142.6122	671151	-0.14%
1/31/2019	148.96	150.62	145.66	148.62	143.773	1309165	0.81%
2/1/2019	148.56	150.42	147.62	149.56	144.6824	1290437	0.63%
2/4/2019	148.4	149.54	146.26	147.66	142.8444	853914	-1.27%
2/5/2019	147.7	149.32	147	149.32	144.4502	903944	1.12%
2/6/2019	148.28	149.6	147.56	149.4	144.5276	812360	0.05%
2/7/2019	147.9	148.38	142.32	142.32	137.6785	1726239	-4.74%
2/8/2019	141.2	142.82	139.18	139.86	135.2987	1759973	-1.73%
2/11/2019	141.24	141.78	139.82	140.86	136.2661	1090559	0.71%
2/12/2019	142.7	144.44	142.5	144.24	139.5359	1115807	2.40%
2/13/2019	145	146.34	143.72	143.74	139.0522	849451	-0.35%
2/14/2019	144.6	145.04	141.76	141.86	137.2335	926312	-1.31%
2/15/2019	140.6	145.28	139.26	144.4	139.6907	1328340	1.79%
2/18/2019	143.08	144.46	141.74	142.74	138.0848	838335	-1.15%
2/19/2019	141.8	143.18	140.82	143.18	138.5105	860012	0.31%
2/20/2019	142.32	148.16	142.3	146.68	141.8963	1547699	2.44%
2/21/2019	147.38	147.92	145.6	146.58	141.7996	796640	-0.07%
2/22/2019	145.92	149.44	145.28	146.72	141.935	1267789	0.10%
2/25/2019	148.2	152.08	147.48	151.18	146.2495	1753356	3.04%
2/26/2019	150.2	151.34	148.14	151.02	146.0948	1013849	-0.11%
2/27/2019	149.9	151.96	149.62	151.66	146.7139	761019	0.42%
2/28/2019	150.48	151.16	149.58	150.9	145.9787	850849	-0.50%
3/1/2019	152	154.94	151.82	154.18	149.1517	1438320	2.17%
3/4/2019	154.56	155.42	154.22	154.24	149.2098	786097	0.04%
3/5/2019	153.48	154.42	152.9	154.22	149.1904	836444	-0.01%
3/6/2019	153.4	153.6	150.98	152.18	147.2169	1067248	-1.32%
3/7/2019	151.08	151.08	148.16	149.94	145.05	1141662	-1.47%
3/8/2019	147.5	148	145.36	147.06	142.2639	1238158	-1.92%
3/11/2019	147.34	147.74	145.82	146.66	141.877	910780	-0.27%
3/12/2019	147	147.62	143.08	143.98	139.2844	1754235	-1.83%
3/13/2019	144.5	146.5	143.8	145.54	140.7935	1196765	1.08%
3/14/2019	145.42	146.38	143.82	144.16	139.4585	1058869	-0.95%
3/15/2019	143.5	145.72	142.52	144.32	139.6133	2170847	0.11%
3/18/2019	144	145.92	143.68	145.5	140.7548	978863	0.82%
3/19/2019	146.02	149.32	144	147.9	143.0765	1429935	1.65%
3/20/2019	147.98	148.16	143.46	143.92	139.2263	1903277	-2.69%
3/21/2019	143.44	144.98	142.54	142.94	138.2783	927582	-0.68%
3/22/2019	143.9	144.16	139.14	139.14	134.6022	1953985	-2.66%
3/25/2019	138.58	140.6	138.28	139.82	135.26	838716	0.49%
3/26/2019	140	140.08	138.22	138.62	134.0992	771187	-0.86%
3/27/2019	139.46	140.7	138.04	139.04	134.5055	1006122	0.30%
3/28/2019	139	140.14	137.94	138.48	133.9637	642174	-0.40%
3/29/2019	139.6	141.1	139.6	140.32	135.7437	883289	1.33%
4/1/2019	142.32	145.22	142.32	144.46	139.7487	1581086	2.95%
4/2/2019	143.38	146.62	143.38	146.1	141.3352	1089506	1.14%
4/3/2019	147.5	149.7	147.1	148.52	143.6763	1353567	1.66%
4/4/2019	147.8	151.1	147.68	149.96	145.0694	1091467	0.97%
4/5/2019	149.8	150.6	148.06	148.76	143.9085	963368	-0.80%
4/8/2019	147.24	149.7	146.68	149.32	144.4502	679562	0.38%
4/9/2019	148.5	151.42	147.2	148	143.1733	999668	-0.88%
4/10/2019	147.82	148.76	146.94	147.6	142.7863	720467	-0.27%
4/11/2019	148.5	151.42	147.52	151.14	146.2109	1074181	2.40%
4/12/2019	150.94	154.58	149.74	153.34	148.3391	1728451	1.46%
4/15/2019	153.7	154.98	152.86	154.98	149.9256	991355	1.07%
4/16/2019	154.74	157.32	154.32	156.62	151.5121	1076838	1.06%
4/17/2019	157.62	162.1	157.44	161.36	156.0975	1871159	3.03%
4/18/2019	159.62	163.82	159.22	163.14	157.8195	1880629	1.10%
4/23/2019	163.1	163.98	159.86	160	154.7819	1008197	-1.92%
4/24/2019	158	159.3	155.8	157.5	152.3634	1085507	-1.56%
4/25/2019	156.48	157.02	154.6	155.46	150.39	1003601	-1.30%
4/26/2019	155.22	156.18	154.4	155.76	150.6802	828364	0.19%
4/29/2019	156.62	157.56	155.1	156.2	151.1058	633522	0.28%
4/30/2019	155	155.9	153.8	155.04	149.9837	869737	-0.74%
5/2/2019	159	163.1	158.4	160.74	155.4978	2009100	3.68%
5/3/2019	161	162.5	159.86	160.28	155.0528	868124	-0.29%
5/6/2019	155.38	157.94	152.82	157.62	152.4795	1535879	-1.66%
5/7/2019	157	157.74	153.04	154.42	149.3839	1330855	-2.03%
5/8/2019	154	154.96	151.9	154.58	149.5387	1427376	0.10%
5/9/2019	152.02	152.98	150.18	151.5	146.5591	1372447	-1.99%
5/10/2019	153	153.72	148.86	150.32	145.4176	1488830	-0.78%
5/13/2019	150.5	150.5	146.24	147.54	142.7283	1643270	-1.85%
5/14/2019	151.12	151.86	148.3	149.02	144.16	1515374	1.00%
5/15/2019	146.26	152.4	143.06	149.12	149.12	2196891	3.44%
5/16/2019	148.68	149.36	146.52	148.1	148.1	1629093	-0.68%
5/17/2019	147.52	147.92	145.32	147.14	147.14	1437996	-0.65%
5/20/2019	146.26	147.34	143.7	144.82	144.82	1075828	-1.58%
5/21/2019	145.7	146.86	143.8	144.7	144.7	945804	-0.08%
5/22/2019	144.4	145.16	142.28	144.3	144.3	769222	-0.28%
5/23/2019	142.12	142.5	140.62	142	142	1283438	-1.59%
5/24/2019	144.44	145.1	142.46	142.86	142.86	947293	0.61%
5/27/2019	145.8	146.38	143.1	144.06	144.06	646886	0.84%
5/28/2019	144.42	146.66	143.9	144.84	144.84	962259	0.54%
5/29/2019	144.4	144.4	142.44	143.28	143.28	761706	-1.08%
5/30/2019	143.7	144.56	142.32	143.22	143.22	382547	-0.04%
5/31/2019	139	139.58	137.14	139.5	139.5	1902678	-2.60%
6/3/2019	138.42	140.2	138.08	140.06	140.06	801553	0.40%
6/4/2019	139.52	144.96	139.06	144.66	144.66	1502624	3.28%
6/5/2019	143.86	144.82	141.66	142.78	142.78	954747	-1.30%
6/6/2019	142	144.14	140.82	141.84	141.84	865954	-0.66%
6/7/2019	142.5	142.86	140.96	141.88	141.88	817419	0.03%
6/11/2019	143.9	145.1	143.26	143.74	143.74	1282047	1.31%
6/12/2019	142.3	143.26	141.54	142.36	142.36	835819	-0.96%
6/13/2019	141.7	143.72	140.74	142.8	142.8	706871	0.31%
6/14/2019	142.18	142.46	140.38	141.24	141.24	679443	-1.09%
6/17/2019	141.36	142.3	140.72	140.72	140.72	573699	-0.37%
6/18/2019	140.54	144.66	139.26	143.32	143.32	1298030	1.85%
6/19/2019	143.5	145.36	143.04	145.36	145.36	942552	1.42%
6/20/2019	146	148.3	145.76	146.9	146.9	950255	1.06%
6/21/2019	146.3	148.12	146.08	147.18	147.18	1657740	0.19%
6/24/2019	145.52	147	144.78	147	147	719750	-0.12%
6/25/2019	145.18	147.16	145.1	145.92	145.92	622729	-0.73%
6/26/2019	145.02	147.92	145.02	147.5	147.5	778796	1.08%
6/27/2019	148.2	149.92	147.06	147.18	147.18	829787	-0.22%
6/28/2019	147.1	148.44	146.48	148.22	148.22	889401	0.71%
7/1/2019	150.4	151.74	149.04	150	150	1144090	1.20%
7/2/2019	150.38	151.44	149.14	151	151	914033	0.67%
7/3/2019	151	154.54	150.46	153.62	153.62	1388968	1.74%
7/4/2019	153.58	155.48	153.18	154.64	154.64	526289	0.66%
7/5/2019	155.22	155.38	153.3	154.6	154.6	585164	-0.03%
7/8/2019	153.5	156.26	153.5	154.8	154.8	769149	0.13%
7/9/2019	153.84	154.28	151.82	153.96	153.96	954106	-0.54%
7/10/2019	154	155.52	152.36	152.4	152.4	744021	-1.01%
7/11/2019	153.48	154.3	151.42	151.94	151.94	726479	-0.30%
7/12/2019	149.88	154.92	149.6	153.54	153.54	1151108	1.05%
7/15/2019	154.34	155.08	153.72	154.2	154.2	642534	0.43%
7/16/2019	154.08	155.42	153.08	154.94	154.94	733432	0.48%
7/17/2019	154.46	155.56	153.02	153.06	153.06	614328	-1.21%
7/18/2019	153.06	153.28	151.42	151.46	151.46	754543	-1.05%
7/19/2019	151.66	153.2	151.04	151.46	151.46	810813	0.00%
7/22/2019	150.86	152.94	150.82	151.4	151.4	577673	-0.04%
7/23/2019	151.6	158.12	151.6	157.14	157.14	1920576	3.79%
7/24/2019	157.02	160.28	156.06	158.62	158.62	1497678	0.94%
7/25/2019	160.88	162.04	152.96	154.06	154.06	2168067	-2.87%
7/26/2019	155.12	156.36	153.9	155.26	155.26	1093111	0.78%
7/29/2019	154.92	155.3	152.2	153.2	153.2	974909	-1.33%
7/30/2019	152.72	153.46	150.04	151.74	151.74	1194339	-0.95%
7/31/2019	151.62	153.28	150.94	150.94	150.94	833751	-0.53%
8/1/2019	150.8	151.8	149.48	150.64	150.64	801676	-0.20%
8/2/2019	147.36	148	143.64	146.24	146.24	2145312	-2.92%
8/5/2019	144.02	145.34	141.14	142.98	142.98	1541674	-2.23%
8/6/2019	143.2	145.02	142.38	142.94	142.94	896741	-0.03%
8/7/2019	144.08	145.16	141.52	142.78	142.78	834697	-0.11%
8/8/2019	145	145	142.94	144.28	144.28	733755	1.05%
8/9/2019	143.54	143.72	140.48	141.34	141.34	1193042	-2.04%
8/12/2019	141.9	142.5	140.04	140.96	140.96	676890	-0.27%
8/13/2019	140	145.16	139.36	142.9	142.9	1427927	1.38%
8/14/2019	143.1	143.1	138.68	139.88	139.88	1204520	-2.11%
8/15/2019	140.88	141.12	136.94	138.16	138.16	1078890	-1.23%
8/16/2019	138.96	140	137.96	139.86	139.86	776293	1.23%
8/19/2019	141.34	143.16	140.98	142.32	142.32	773315	1.76%
8/20/2019	141.82	143.06	140.7	141.14	141.14	526879	-0.83%
8/21/2019	141.34	144.16	141.3	142.64	142.64	666201	1.06%
8/22/2019	142.5	144.84	141.9	143.06	143.06	781883	0.29%
8/23/2019	143.32	144.12	140.86	141.16	141.16	1001692	-1.33%
8/26/2019	140.92	142.66	140.12	142.18	142.18	646712	0.72%
8/27/2019	142.32	145	141.56	143.5	143.5	873148	0.93%
8/28/2019	143.5	143.96	142.12	143.54	143.54	396548	0.03%
8/29/2019	143.46	146.2	142.78	145.28	145.28	821156	1.21%
8/30/2019	145.54	148.3	145.5	146.1	146.1	940001	0.56%
9/2/2019	145.66	146.94	145.22	146.66	146.66	432643	0.38%
9/3/2019	146.76	147.08	145.5	146.28	146.28	660855	-0.26%
9/4/2019	148.38	149.26	147.48	147.96	147.96	829713	1.15%
9/5/2019	149.5	152.1	149.16	150.84	150.84	1084316	1.95%
9/6/2019	150.8	152.42	148.78	150.4	150.4	1133953	-0.29%
9/9/2019	151.38	154.54	150.64	154.08	154.08	1096532	2.45%
9/10/2019	154	156.3	153.92	154.62	154.62	1048664	0.35%
9/11/2019	156	157.9	154.7	155.7	155.7	1204864	0.70%
9/12/2019	154.64	158.08	154.18	156.76	156.76	1543292	0.68%
9/13/2019	156.96	159	156.6	158.06	158.06	1002428	0.83%
9/16/2019	156.5	158.18	156.02	157.56	157.56	557423	-0.32%
9/17/2019	156.9	157.2	154.32	155.84	155.84	778956	-1.09%
9/18/2019	155.2	156.46	154.9	155.94	155.94	680122	0.06%
9/19/2019	156.12	158.92	155.4	158.92	158.92	1159280	1.91%
9/20/2019	159	161.08	158.36	159.8	159.8	2572940	0.55%
9/23/2019	158.9	159.22	155.74	156.58	156.58	1095294	-2.02%
9/24/2019	156.8	157.36	151.92	153.2	153.2	1452210	-2.16%
9/25/2019	151.52	153.88	151.06	153.88	153.88	919492	0.44%
9/26/2019	153.92	155.42	153.24	153.64	153.64	506609	-0.16%
9/27/2019	154.36	155.54	154.24	154.9	154.9	472449	0.82%
9/30/2019	154.36	156.36	153.56	156.06	156.06	780092	0.75%
10/1/2019	156.4	157.66	153.18	153.8	153.8	827133	-1.45%
10/2/2019	153.5	153.74	148.92	149.14	149.14	1176460	-3.03%
10/4/2019	148.94	149.3	146.54	147.82	147.82	1124048	-0.89%
10/7/2019	147.84	148.66	146.2	148.54	148.54	470517	0.49%
10/8/2019	149.76	150.12	146.64	149.1	149.1	842596	0.38%
10/9/2019	148.52	151.26	148.2	150	150	591144	0.60%
10/10/2019	152	154.8	150.84	153.94	153.94	1092565	2.63%
10/11/2019	154.66	162.12	154.14	161.5	161.5	1820836	4.91%
10/14/2019	160	162.18	159.16	161.84	161.84	1106573	0.21%
Mean daily return							0.03%