Identifying and Implementing Effective Training for Hispanic Craft Workers, American Supervisors, and DOT Inspectors: Phase III of the Hispanic Workforce Research Project, May 2006

The number of Hispanic workers in the U.S. construction industry has been steadily increasing, and language and cultural barriers have sometimes arisen on the jobsite. Due in part to these barriers, the number of fatalities among Hispanics at construction sites in 2001 jumped 24%, while construction fatalities overall dropped 3%. This study, which constitutes Phase III of the Hispanic Workforce Research Project, addresses these language and cultural barriers by investigating the most effective way to deliver training material developed in Phases I and II to Hispanic workers, American supervisors, and department of transportation (DOT) inspectors. The research methodology consisted of assessing the needs and interests of potential and current course participants in terms of exploring innovative ways to deliver the training. The training courses were then adapted and delivered to fit the specific needs of each audience. During Phase III of this project, the research team delivered the courses described in the Phase I and II reports to eight highway construction companies and two DOT groups. The courses developed in Phases I and II consist of four construction-focused language training courses that can be part of an effective training program to facilitate integration among U.S. and Hispanic workers, increase productivity and motivation at the jobsite, and decrease the existing high mortality rate for Hispanic workers. Moreover, the research team developed a course for the construction season called Toolbox Integration Course for Hispanic workers and American supervisors (TICHA), which consists of nine 45-minute modules delivered to one construction company over 11 weeks in the summer of 2005.

The analysis and mitigation of risks in FMCG supply chain: the case of British American Tobacco Eastern Europe

This work investigates the Bullwhip Effect, which is one of the most important phenomena in contemporary supply chain management. The author uses most recent theoretical apparatus to analyze operational activities of a leading FMCG company British American Tobacco Eastern Europe. This paper investigates and describes the process in BAT supply chain management and considers the impact of the Bullwhip Effect together with the potential risks threatening company's operations. Emergence of the Bullwhip Effect leads to supply chain inefficiency. This paper contains methodological supply chain risk mitigation recommendations, description of a real case study and an analytical study of internal and external supply chain processes

Stock Market reaction to the CSR announcements of American fast food companies

The purpose of this study is to examine whether Corporate Social Responsibility (CSR) announcements of the three biggest American fast food companies (McDonald’s, YUM! Brands and Wendy’s) have any effect on their stock returns as well as on the returns of the industry index (Dow Jones Restaurants and Bars). The time period under consideration starts on 1st of May 2001 and ends on 17th of October 2013. The stock market reaction is tested with an event study utilizing CAPM. The research employs the daily stock returns of the companies, the index and the benchmarks (NASDAQ and NYSE). The test of combined announcements did not reveal any significant effect on the index and McDonald’s. However the stock returns of Wendy’s and YUM! Brands reacted negatively. Moreover, the company level analyses showed that to their own CSR releases McDonald’s stock returns respond positively, YUM! Brands reacts negatively and Wendy’s does not have any reaction. Plus, it was found that the competitors of the announcing company tend to react negatively to all the events. Furthermore, the division of the events into sustainability categories showed statistically significant negative reaction from the Index, McDonald’s and YUM! Brands towards social announcements. At the same time only the index was positively affected by to the economic and environmental CSR news releases.

The Ontario and St. Lawrence Steamboat Company's hand-book for travelers to Niagara Falls, Montreal and Quebec, and through Lake Champlain to Saratoga Springs.

"Illustrated with maps, and numerous engravings from original sketches."

Canadian Niagara Power Company fonds

Power at the Falls: The first recorded harnessing of Niagara Falls power was in 1759 by Daniel Joncairs. On the American side of the Falls he dug a small ditch and drew water to turn a wheel which powered a sawmill. In 1805 brothers Augustus and Peter Porter expanded on Joncairs idea. They bought the American Falls from New York State at public auction. Using Joncairs old site they built a gristmill and tannery which stayed in business for twenty years. The next attempt at using the Falls came in 1860 when construction of the hydraulic canal began by the Niagara Falls Hydraulic Power and Manufacturing Co. The canal was complete in 1861 and brought water from the Niagara river, above the falls, to the mills below. By 1881 the Niagara Falls Hydraulic Power and Manufacturing Co. had a small generating station which provided some electricity to the village of Niagara Falls and the Mills. This lasted only four years and then the company sold its assets at public auction due to bankruptcy. Jacob Schoellkopf arrived at the Falls in 1877 with the purchase of the hydraulic canal land and water and power rights. In 1879 Schoellkopf teamed up with Charles Brush (of Euclid Ohio) and powered Brush’s generator and carbon arc lights with the power from his water turbines, to illuminate the Falls electrically for the first time. The year 1895 marked the opening of the Adam No. 1 generating station on the American side. The station was the beginnings of modern electrical utility operations. The design and operations of the generating station came from worldwide competitions held by panels of experts. Some who were involved in the project include; George Westinghouse, J. Pierpont Morgan, Lord Kelvin and Nikoli Tesla. The plants were operated by the Niagara Falls Power Company until 1961, when the Robert Moses Plant began operation in Lewiston, NY. The Adams plants were demolished that same year and the site used as a sewage treatment plant. The Canadian side of the Falls began generating their own power on January 1, 1905. This power came from the William Birch Rankine Power Station located 500 yards above the Horseshoe Falls. This power station provided the village of Fort Erie with its first electricity in 1907, using its two 10,000 electrical horsepower generators. Today 11 generators produce 100,000 horsepower (75 megawatts) and operate as part of the Niagara Mohawk and Fortis Incorporated Power Group.

Niagara Falls Suspension Bridge Company fonds, 1875-1876, 1878, 1884

In 1846, the governments of Upper Canada and the State of New York initiated the creation of two companies that would be authorized to build a bridge over the Niagara River. The bridge was to be owned by both companies, respectively known as the Niagara Falls Suspension Bridge Company (Canadian) and the International Bridge Company (American). A suspension bridge was completed in 1848. This bridge was later replaced by a second suspension bridge that accommodated railways, built in 1853-54. However, the increasing weight of trains made it necessary for the bridge to be redesigned, and a third bridge was completed in 1886. Eventually, this bridge was replaced by a steel arch bridge, which was completed in 1897.

The Death of Brock at Queenston Heights, 1812: Imperial Tobacco Company silk card

General Isaac Brock was a British Army officer and administrator who was promoted to Major General. He was responsible for defending Upper Canada against the United States. He died at the Battle of Queenston Heights during the War of 1812. Bartholome Houde and George E. Tuckett (Tuckett was mayor of Hamilton Ontario in 1896) manufactured and sold tobacco before Confederation. In 1841, the company was called B. Houde and Grothe. When Houde retired in 1822 his son in law, Francis Xavier Dussault took over the company. In 1903, the company was called B. Houde and Company Ltee. and it was run by Dussault’s two sons J.A. Dussault and J.E. Dussault. The B. Houde Company had become part of American Tobacco Ltd. which merged with Empire Tobacco Co. Ltd. to form the Imperial Tobacco Company in 1908 in the St. Henri district of Montreal. In 2008, the company celebrated their centennial. Cigarette silks were either enclosed in packets of cigarettes or were redeemable by mail. People would sew these silks together to create quilts or table covers. Some cigarette packages even included instructions for making these items.

Canadian Niagara Power Company fonds, 1901, 1925, no date.

The Canadian Niagara Power Company was created in 1892, in large part due to the efforts of William Birch Rankine, a businessman who pioneered the development of hydropower on both the Canadian and American shores of the Niagara River. Numerous delays and problems postponed the construction and operation of the company's powerhouse, which was formally opened on January 2, 1905. Upon opening, the powerhouse boasted the largest generators of their kind in the world, with a capacity of 10,000 electrical horsepower each. The company was acquired by FortisOntario in 2002. In 2009, the company’s water rights expired and the Canadian Niagara Powerhouse building, also known as the Rankine Generating Station, was turned over to the Niagara Parks Commission.