Main stream solutions tend to generate quite a bit of attention when environmental issues are spoken too. Often, however, it is the smaller less noticed processes that end up solving the initial issue more efficiently and elegantly. Keeping an eye out for those processes that might be flying under the radar is one of the better ways to profit from a pressing need.  To find a potentially lucrative payoff, all an investor needs to do is be open-minded to new ways of looking at potential solutions.

Global Environment Energy Corp., an energy development company with a full array of energy programs, was founded around waste to energy electricity development. Its lead product works to develop clean energy through a waste to gas system known as “The BiosPhere MK-V.” The founder and chief executive officer of the company, Dr. Chris McCormack, is also credited with the DiGenter Process, or the microbial conversion of ethanol in the current 85%-15% ethanol/gasoline mix - later in collaboration with the Ford Motor Company.

The company has signed an agreement with Spectrum Blue Steel Corporation to market and sell the “The BiosPhere MK-V” process around the world. From all appearances, the process is becoming a standard where dense concentrations of waste generation occur. Currently the Philippines government has taken the lead with the process as part of its clean energy program, which began in August 2008. September 2009 has found Spectrum Blue Steel signing a 25 year agreement with the Cavite Export Processing Zone to manage and operate the biosphere units. Current plans call for (7) 6 megawatt power units to be installed within the next three months at the 275 hectare zone. From current projections, this should help power the 268 industrial plants and process 200 tones/day of municipal/industrial solid wastes generated for some time to come.

As many forms of alternative energy continue to look for acceptance and installations, “The BiosPhere MK-V” appears to have found a favorable reception and acceptance by some very important countries and commercial users. Abu Dhabi is very near to accepting the units for its use as is South Africa and several African countries with urgent need for sustainable power and waste management. It would appear that this particular solution to clean energy solves several pressing issues (past energy needs) in the developing world, making it an elegant solution as well as profitable. Having the money and prestige of Abu Dhabi behind the project is of no small notices either. Although there are many potential solutions to the alternative energy dilemma facing the world today, Global Environment Energy Corp. and Spectrum Blue Steel may have hit upon a solution that works and profits on many levels. The process may just be taking hold around the world, but then that is the best time to invest.

Etiquette is an important part of international business development. It is especially important in some countries where the entire social (etiquette) business relationship drives the final outcome. China is perhaps one of the more strict followers of its defined business etiquette and hangs many decisions and approvals on it. Although the process may appear cumbersome at times, it is nonetheless a necessity and import part of a long term strategy. A company that can incorporate the needed “niceties” into their development plans in China will have a solid beginning and new road to large potential profits.

Welwind International Corp., an international wind energy developer and operator, works to develop international wind energy projects at all levels of participation. The company is currently working with commercial, provincial and central government partners in China to develop two 800 megawatt potential wind farms.

Although the company is relatively new to the wind energy business, it has been making remarkable progress in its negotiations with Chinese companies, provincial entities and central governmental officials. Since its beginnings in 2006, the company has progressed to a definitive Power Perchance Agreement (PPA )with Ningxia Power Corp. This agreement involves a 49% joint venture stake in Ningxia Power’s currently producing 49.5 megawatt wind farm. The same stake is applicable to the entire project as it reaches its full potential build-out of 400 megawatts. The PPA for the company has been dated August 5, 2008 at$USD0.08 KWH from the provincial development authority.

The company fully intends to develop additional international wind farm opportunities as they become appropriate to the company’s business model. Its involvement with Ningxia Power, however, has given it a solid “in” with a leading company in China. In social terms, this aspect of the company’s overall business plan does dictate that it further develop the relationship to its full business and political potential.

The company currently has a similar China wind energy project in development and sees its relationship with a large $300 million company, which is part of the Ningxia Hui Autonomous Regional Government, as one that deserves solid respect and attention – let alone the potential access to large ponds of usable capital. The company’s initial agreement involves providing turbine technology, management and construction for its 49% stake, which should show the commitment that Chinese business and political leaders appreciate. As the company moves forward, this solid first step is a good one in its developing of an international wind power presence. As China has made a solid commitment to several forms of alternative sustainable power sources, the company does look to be ready for long term international growth and revenue generation.

In some markets, the name of the game is management. Write the best contract you can and let others do the work for you. There are an increasing number of companies following this outsourcing model with most finding it very profitable.

Frontline Ltd., one of the world’s largest crude oil and bulk commodities shipping concerns, operates on the crude oil spot market. It ships crude oil to: Europe, the Far East, Caribbean and offshore Louisiana USA facilities. The company owns 76 vessels constituted of; Very Large Crude Carriers (VLCC), oil/bulk/ore vessels and Suezmax tankers. The VLCC comprises the majority of the company’s ships while the Suezmax carriers operate primarily in the Atlantic basin and Caribbean.

Frontline Ltd. uses extensive outsourcing for the operation of its activities. Through individual management arrangements, its individual ships are operated with an outsourced company providing: accounting, crew, port supervision and other services that the ship requires to make its timed and spot market deliveries. The nature of the spot market makes the utilization of all vessels the primary goal of the company along with proper supervision of the individual shipping arrangements. There are more then a few companies involved with the individual management of the company’s fleet. Only a few, however, constitute the majority of ship operations. These few include: V. Ships operating from a several countries, ITM Germany and Chevron. Ultimately, it is the responsibility of the company to keep the fleet moving with full loads and little empty time for maximum return.

Per./ship day fees have been rising over the last year with several shipping companies approaching, and in some cases surpassing, $45,000 per./day. In a certain sense, the spot market reacts to inventory supplies making the timed shipping business less lucrative then rental. In either case, however, the company has been successful in keeping its fleet on the move and relatively full. The entire crude shipping, and to a lesser degree OBO, industry has been posting solid and substantial dividends. This past February the company declared a $2.00 (later raised to $2.80) dividend and has not missed a quarterly dividend in quite some time. Given the company’s position and its structure, there appears to be little standing in the way to prevent the dividends and a reliable stock price from continuing for some time to come.

Why Hire a Mime

Often characterized as annoying, mimes are often the butt of jokes and ridicule. If mime is thought about a bit more deeply, however, one will find that mime is a fluid form of ancient communication using verbal and non-verbal forms. Throughout time, there have been mimes wondering the globe with the purpose of transferring information in one form or another. The common perception of what a mime is and does is often associated with silence, which is only part true. Ultimately, mimes foster better communication between groups for a more positive understanding of the topic at hand.

What is mime?

Understanding that mime is not what the common perception makes it out to be is the first step in understanding why mimes can be a good communications training tool. Developed over centuries, a more correct definition of what a mime is and does may be put in this way; “the exaggeration of daily life in story and song.” Silence is but one way to communicate this definition. Using any communications technique fits under the general heading of mime.

A good communications tool

An organization that needs to foster better communications can make use of mime by understanding how mimes work their magic. Hiring a mime will add to a groups ability to foster new ideas as they learn to communicate with each other not only verbally but with body language and subtle ques. Most people operate with these subtle cues without really knowing that they are using them. If a mime is hired, the staff can better understand that they are using these cues and better utilize them in more productive and profitable ways.

International relations

Every country and culture around the world has subtle mannerisms that they use to communicate the spoken and unspoken word. Words only go so far in most languages and require a physical movement or inflection for the true meaning of the conversation to be taken in the correct context. The use of mimes has been happening, in one form or another, since the beginning of time. In a relative sense, mime is the first international language. There is a common bond, of some sort, between the two groups and a desired end. Learning how to communicate to that end is mime. Understanding how to use the subtle forms of mime can better foster productivity, understanding and profit.

The group dynamic

In a somewhat smaller sense, using mimes as a tool is a good way to foster team work within a defined parameter. Understanding that mime is not just a silent form of communication, a smaller group dynamic can be formed to learn communications techniques in their many forms. Communication to reach an end can take several forms while possibly injecting a little entertainment into the equation. Rhyme can be developed into an every day event; song is always a good method of communication for the more adventurous while verse to develop oratory skills can be a good leadership training skill. In one form or another, the ability to better communicate within and between groups can be improved through the use of mimes.

In one form or another, all presentation training courses achieve a measure of positive results regardless of the outcome. Just walking through the door of the classroom a person gains recognition that improvement has been made. They understand that improvement is needed and that they addressed the issue. But, most companies and students would like a little better measure of their presentation training courses and would like to understand how to quantify their success. Generally, the process isn’t all that difficult although there is a certain amount of intangible in the process. When evaluating the presentation courses successes consider a few of the following thoughts and ideas.

Check progress against a base line

To begin evaluating presentation training courses you need to have formulated a base-line from which to measure results. Generally, this is the point where you recognize need. What were the factors that brought about the recognition that the company needed improvement in its communications skills? You might ask; where there miscommunications between departments, were sales not meeting expectations, where staff not appearing to be motivated in the performance of their tasks? All are indications that employees were communicating in a subpar fashion.

Check goal set

As you realized that presentation training courses were a possible solution to your base line questions you likely had an idea of where you would like the improvements to be realized. These would be the goals that you are striving for. Outside of sales figures, most of these goals are likely to be subjective. Ultimately they may come back toward sales figures but, for the most part, you will likely find that you will be measuring effectiveness with good, better, much better and meets expectations.

Measure accomplishments

Use a few members of the team, involved in the presentation training courses, as a measurement post. Look at how they were performing at the beginning, middle and end of the course. Can you see; improvement in confidence levels, do they interact with other team members more, do they offer more ideas during meetings? These are all subjective measurements of success when evaluating presentation course success.

Pupil self evaluation

Measuring improved presentation skills are often a factor of self evaluation. The person that has taken the presentation training courses will very likely know whether they feel more confident when asked about their skill levels in several areas. Give a survey, in general terms and without names, about how they feel about certain aspects of their job performance and social/family life. Do they feel like they are less inhibited within groups lately, do they feel like they can carry a conversation better both socially and professionally, are their relationships at home and with friends seeming “better” in some way they cannot identify? These are signs of confidence and better communications.

Goal meeting

Finally, take a look back at what caused the need for presentation training courses in the first place. Are sales better, are there more ideas coming out of teams, are there fewer “snafus” between divisions. If you see improvement across the business spectrum you will have successfully evaluated presentation training courses.