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Samantha Power – Development and Democracy

Samantha Power discusses the political challenges facing democracy promotion and the practical needs of effective democratization. Dr. Samantha Power is The Anna Lindh Professor of Practice of Global Leadership and Public Policy at Harvard’s John F. Kennedy School of Government. Samantha Power discute des défis politiques à la promotion de la démocratie et les besoins pratiques d’une véritable démocratisation. Dre Samatha Power est titulaire de la chaire en Leadership mondial et politique publique Anna-Lindh à la Harvard John F. Kennedy School of Government.
Video Rating: 4 / 5

Part 1 of 5: Liz Cheney regurgitates her father’s claims with Joe Scarborough (via telephone), co-host Mika Brzezinski, Mike Barnicle, Willie Geist and Andrew Ross Sorkin of The New York Times. MSNBC’s Morning Joe (aired: 05/12/09). Editorial: Joe Scarborough makes the claim that 50% of Americans agree with the use of ‘enhanced’ interrogation techniques aka torture. Let me hear from you in the Comment Section: Pro or Con these techniques. Mini-Bar Bio: Elizabeth Cheney Perry (born July 28, 1966), graduated high school in 1984. She received her bachelor’s degree from Colorado College where she wrote her senior thesis, “The Evolution of Presidential War Powers,” in 1988. She received her Juris Doctor (JD) degree from the University of Chicago Law School in 1996, having also taken courses in Middle Eastern history at the Oriental Institute. Prior to attending law school, Cheney worked for the State Department for five years and the US Agency for International Development between 1989 and 1993. After 1993, she took a job at Armitage Associates LLP, the consulting firm founded by Richard Armitage, then a former Defense Department official and Iran-Contra operative who later served as Deputy Secretary of State. In 2002, Cheney was appointed to the position of Deputy Assistant Secretary of State for Near Eastern Affairs. a pre-existing vacant post with an “economic portfolio,” which is a mandate to promote investment in the region. Amid reports, including a New York Times

Q&A: Buyers can exercise high bargaining power over their suppliers?

Question by jawad k: Buyers can exercise high bargaining power over their suppliers?
1.Buyers can exercise high bargaining power over their suppliers
under which one of the following conditions?
a. There are few buyers in the market
b. When there are many good substitutes
c. They have few suppliers to choose from
d. There is a high concentration of suppliers

2. The process of monitoring performance, comparing it with
goals, and correcting any significant deviations is known as:
a. Planning
b. Controlling
c. Organizing
d. Leading

3. Which category of ratios measures a firm’s ability to meet
maturing short-term obligations?
a. Profitability
b. Leverage
c. Liquidity
d. Activity

4. Which of the following directs at developing new products
before competitors do at improving product quality or at
improving manufacturing processes to reduce costs?
a. Marketing
b. Opportunity analysis
c. Management
d. Research and development

5. A planning horizon of two to five years applies to which of the
following?
a. Top management
b. Middle management
c. Lower management
d. All levels of management

6. Assessment of competitive rivalry DOES NOT include an
understanding of which of the following?
a. Mergers and acquisitions in industry
b. The management structure of an organization
c. Market growth rates
d. Exit barriers and operational efficiency of competitor 7. Which of the following marketing entity is NOT an
intermediary?
a. Brokers
b. Agents
c. Producers
d. Vendors

8. Investment decisions are also known as:
a. Capital structure
b. Business finance
c. Dividend policy
d. Capital budgeting

9. Which one of the following area can be the weakness of a firm?
a. Ineffective Marketing
b. Changing lifestyle
c. High oil prices
d. Increasing pollution

10. What is the systematic gathering, recording, and analyzing of
data about problems relating to the marketing of goods and
services?
a. Management
b. Marketing Research
c. Planning
d. Market segmentation

11. Which of the following are repetitive and symbolic
activities/events used to strengthen culture in organizations?
a. Folktales
b. Rites
c. Rituals
d. Values

12. Departmentalization can be done on the basis of many factors
EXCEPT:
a. Functions
b. Strategic business units
c. Divisions
d. Number of employees

13. The general condition for competition that influences business
firms which provide similar products and services is known as:
a. Industry environment
b. Remote environment
c. International environment
d. External environment 14. In Competitive Profile Matrix, the rating “4” indicates what?
a. Major weakness
b. Major strength
c. Minor strength
d. Minor weakness

15. Which of the following ties all business functions together and
provides the basis for all managerial decisions?
a. Marketing
b. Technology
c. Information
d. Workforce

16. Which of the following refers to determining the best capital
structure for the company?
a. Restructuring decisions
b. Strategic decision
c. Investment decision
d. Financing decisions

17. All of the following are the outputs of a system EXCEPT:
a. Data
b. Tables
c. Charts
d. Graphs

18. Lack of access to key distribution channels indicates which of
the following?
a. Strength
b. Weakness
c. Opportunity
d. Threat

19. Which of the following marketing functions includes test
marketing?
a. Selling products/services
b. Customer analysis
c. Product/service planning
d. Distributing

20. The total weighted score of IFE matrix below “2.5” characterizes
an organization as:
a. Organization is externally weak
b. Organization is internally strong
c. Organization is externally strong
d. Organization is internally weak

Best answer:

Answer by Miss Awan
B
B
C
D
A
B
C
D
A
B
D
D
A
B
C
D
A
B
C
D

Know better? Leave your own answer in the comments!

Solar Power in Minnesota: Rebecca’s Story

September 29, 2010 – A broad panel of distinguished energy leaders – John Krenicki from GE Energy, Roy Johnson from Calisolar, Dick Swanson from SunPower, and Uma Chowdhry from DuPont, and led by journalist Andrew Revkin – discusses opportunities for businesses and countries to participate in the ‘energy innovation ecosystem’ needed to sustain the future of the energy sector. This panel takes place in conjunction with the 2010 Global Climate and Energy Project Symposium. Stanford University www.stanford.edu Global Climate and Energy Project http Stanford Energy Seminar energyseminar.stanford.edu Stanford University Channel on YouTube http

Public Power Systems Improve Emissions Profiles: Substantial Declines in Carbon and Other Emissions and Intensity Rates

Public Power Systems Improve Emissions Profiles: Substantial Declines in Carbon and Other Emissions and Intensity Rates










Hauppauge, N.Y. (PRWEB) May 29, 2012

Target Rock Advisors, LLC today released the results of an analysis of trends in emissions produced by public power systems, including municipal systems and state and federal power agencies.

“Overall, the public power systems made significant progress in reducing their total emissions as well as the rates at which they produce emissions,” said Kyle Rudden, co-founder and partner at Target Rock. The study measured both the change in total tons of emissions and the rates (expressed in tons per MMbtu of electricity generated) that occurred over the last ten years in each of three emissions categories: carbon dioxide, nitrogen oxides and sulfur dioxide. It also took a look at the same statistics for the last five years.

“The speed with which the public power systems reduced their emission rates in the last five years as compared to the first five years of the ten year analysis was remarkable,” stated Mr. Rudden. “Clearly, public power systems have made great strides since 2001 in fuel selection, generating technology and emissions control and in other operational and planning policies and practices. This has helped them reach new levels of sustainable performance.”

For the 193 public power systems analyzed the greatest reductions in total emissions for the ten year period 12/31/01-12/31/11 were in NOx and SO2, which were down 57.8% and 55.6% respectively over the last ten years. Additionally, NOx and SO2 emissions intensity rates fell 59.3% and 57.1%. Total CO2 emissions also declined but at a more modest rate of 2.4%. It is important to note that the public power sector achieved this 2.4% CO2 reduction despite a 9.4% increase in net generation over the period. Much of that reduction is attributable to a shift away from coal to cleaner fuels, but public power also delivered significant improvements in CO2 emissions intensity rates; down 3.7% over the ten year period. In many of these areas improvements have accelerated more recently, with even greater annual percentage declines in the five-year period 12/31/06-12/31/11.

Target Rock’s focus on sustainability assessment and ranking has, until now, related to the investor owned utility sector. The investor owned rankings – which addressed many more sustainability factors than just emissions – were released in February of this year. This new study represents an initial step in developing similar assessment methodologies and metrics for the public power sector.

“While there are a number of institutional and financial differences between the public and investor owned systems, there are far more similarities, not the least of which is the need to improve sustainability performance across the full range of “triple bottom line” considerations: Economic, Environmental and Social,” continued Mr. Rudden. “A fair amount of attention has been paid to how investor owned utilities perform financially as their sustainability practices improve, but not much has been said about public power systems. Through this study and subsequent ones, we hope to make a significant contribution to sustainability analytics in this sector.”

More information about the study titled “Public Power: Reducing Emissions in Key Areas” can be found at http://www.targetrockadvisors.com/research-reports/ and information about Target Rock and other sustainability rankings and stock market indexes can be found at http://www.targetrockadvisors.com.

About Target Rock

Target Rock is dedicated to the rigorous study and implementation of sustainability policies and practices within the utility and financial industries. The Company’s mission is to provide data, information, analytical systems and deep sector-specific technical expertise that identifies areas for improved performance and helps utility companies achieve their sustainability objectives with favorable social and economic outcomes. Through its partners and associates, Target Rock has over 250 years of combined experience in sustainability and executive leadership, equities and fixed income analysis, financial management, statistics and econometrics, regulatory policy analysis and management consulting.























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Torn From the Land – Purchasing Power of the Dollar

Lindsey Williams does an excellent job explaining purchasing power and what happened to the farmers as they were duped by the banksters.

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New Co-Owner and Partner, Luke Faulstick, Will Join Power Partners as President and CEO

New Co-Owner and Partner, Luke Faulstick, Will Join Power Partners as President and CEO










Athens, GA (PRWEB) December 12, 2011

Power Partners, Inc. (http://www.powerpartners-usa.com) announced today that Luke Faulstick will be the new co-owner, President and Chief Executive Officer of the company, effective February 6, 2012. Faulstick will be partnering with Steve Hollis, who has served as President and CEO of Power Partners since 2003 and will become Chairman of the company and Executive Vice President for Development.

Hollis and the late Dr. Sherrie Ford, who died in April of this year, purchased a manufacturing plant from ABB in 2003 that is now known as Power Partners. Hollis and Ford first met Faulstick when he developed a reputation for catalyzing team-building and quality management successes as plant manager for a Mitsubishi Consumer Electronics two-plant site in Braselton, GA, in the mid-1990s, and he has served as an advisor to Hollis and Ford since 2003.

Faulstick comes to Power Partners from DJO Global, a leading global provider of high-quality orthopedic devices used for rehabilitation, pain management and physical therapy, where he has been Executive Vice President and Chief Operating Officer since 2008. He joined DJO in 2001, and before that, he worked at Tyco Healthcare, Mitsubishi Consumer Electronics and the Eastman Kodak Company. While at DJO Global, Luke helped grow the company ten-fold and built DJO into a six location, global enterprise. Faulstick’s global operations teams and manufacturing plants have won numerous awards, including the Shingo Prize for operational excellence in 2005, 2008, and 2011; Industry Week’s Best Plants in 2005 and 2007; and the Association of Manufacturing Excellence Operational Excellence Award in 2010 and 2011. The Best Places to Work Institute selected DJO’s 2000-employee plant in Mexico as the best place to work in all of Mexico in 2010 and second on its Best Places to Work list in 2011.

Faulstick received a B.S. in engineering from Michigan State University and an M.S. in engineering from Rochester Institute of Technology. He served as Chairman of the Board of Directors for the Association of Manufacturing Excellence from 2009 to 2011 and is a Certified Board of Director through the UCLA Anderson School of Business.

“We are delighted that Luke is joining the Power Partners team,” Steve Hollis said. “His talent, drive and ability to make believers of employee teams have turned a number of organizations into world class lean enterprises. Power Partners has long benefited from his advice, and with him now becoming a co-owner and partner, his impact will be even greater.”

With Faulstick on board, much of Hollis’ focus will be on the growth of Power Partners’ existing business lines, the customer relationships that drive these lines, and the development of new markets, work culture and people.

About Power Partners

Power Partners is a leading manufacturer of overhead distribution transformers, serving utility, industrial and commercial customers in North America, Central America, Mexico, the Caribbean and other markets. More than 8 million transformers have been produced at the company’s manufacturing facility in Athens, GA, over its 50-year history. Power Partners offers the shortest manufacturing cycles in the industry and has a stellar track record of responding to storms with great speed. More recently, Power Partners has been producing ECO-MAX adsorption chillers and solar water heating systems. Power Partners is a partner in the EPA’s Combined Heat and Power Partnership (CHP) and in the Green Supplier Network. The company is ISO 14001: 2004 certified.

Recently, SJF Institute and Citi Foundation named Power Partners one of the seven 2011 winners of the Green Jobs Award for its contributions to the economy and the environment. The company also received the Excellence in Sustainability award at the 2011 Manufacturing Innovations Conference, a national event sponsored by the National Institute of Standards’ Manufacturing Extension Partnership (MEP). Power Partners was honored for its breakthrough, environmentally responsible products, including ECO-MAX adsorption chillers and solar thermal products, and for the energy saving measures it utilizes in its manufacturing facility.

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George Galloway interviews Green Politician Darren Johnson over nuclear power

From BBC News: The government has identified eight sites in England and Wales as suitable for future nuclear power stations while ruling out a further three. Energy Secretary Chris Huhne said Dungeness in Kent and both Braystones and Kirksanton in Cumbria were not suitable for environmental reasons. While nuclear had a key role to play, he hoped half of all new capacity by 2025 would come from renewables. But he ruled out plans for a tidal energy scheme on the Severn estuary. Funding a Severn barrage with public money would be “very costly”, he said, and as finding private investment would be challenging, other options should be pursued. The last Labour government approved eleven locations as suitable for new nuclear plants by 2025 – most on the site of existing plants – but this has been cut to eight as part of a revised draft policy statement presented to Parliament on Monday. Urgent investment The possible locations are: Bradwell-on-Sea, Essex; Hartlepool; Heysham, Lancashire; Hinkley Point, Somerset; Oldbury, Gloucestershire; Sellafield, Cumbria; Sizewell, Suffolk and Wylfa on the Isle of Anglesey. The BBC’s Environmental Analyst Roger Harrabin said this did not mean the projects – which would be subject to planning permission – would go ahead as Mr Huhne has insisted there would be no public subsidies available for them. Nuclear power is a potential flashpoint within the coalition government with many leading Lib Dems sceptical about the merits of a new generation of
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Nuclear Power Plant Construction Market Research Report Now Available from IBISWorld

Nuclear Power Plant Construction Market Research Report Now Available from IBISWorld











IBISWorld Market Research


Los Angeles, California (PRWEB) October 27, 2011

The Nuclear Power Plant Construction industry will continue to grow over the next five years, albeit at a slower rate than the previous five years, according to a new report from IBISWorld, the nation’s largest publisher of industry research. Revenue is anticipated to expand 4.1% per year to $ 5.3 billion in the five years to 2016. Firms will increasingly focus their efforts on design and construction abroad, limiting revenue growth over the same period.

According to IBISWorld analyst, Justin Molavi, the Nuclear Power Plant Construction industry has grown during the past five years, with revenue expected to increase by 7.4% per year on average to $ 4.4 billion in the five years to 2011. “A rise in power uprates has underpinned this trend, as nuclear generators create more electricity and require more maintenance,” says Molavi. In doing so, industry players such as Westinghouse, The Shaw Group Inc. and Babcock & Wilcox have turned to maintenance work in the United States, since the last domestic nuclear facility was designed and constructed in 1996. The Japanese tsunami of 2011 also bumped industry revenue higher as heightened safety concerns prompted nuclear generators to expand their maintenance budgets. “Revenue is expected to jump 10.3% from 2010 to 2011 amid high maintenance demand following the tsunami,” says Molavi.

While a new reactor is expected to be built in the United States for the first time in more than a decade (i.e. the Watts Bar Unit 2 that is anticipated in 2012), most nuclear design and construction demand takes place abroad. Heavy regulatory hurdles have hampered the design and construction of new plants in the United States amid high terrorism concerns and perceived environmental issues. In turn, industry players concentrated their efforts on China and Europe, where the high rate of construction of nuclear facilities (in comparison to the low new nuclear construction rate in the United States) has provided a healthy source of revenue and opportunity.

The next five years will not be as favorable for the Nuclear Power Plant Construction industry as the past five years have been. Demand for design and construction services will likely slow down following the anticipated completion of the newest nuclear facility and the lack of new facilities planned over the next five years. Additionally, firms will continue to focus abroad for business as China and Europe continue building nuclear reactors at high rates. Despite this factor, industry players will still experience higher demand for nuclear facility maintenance as the industry’s customers continue to use uprates to expand capacity amid high regulatory hurdles for new reactor construction. As a result, industry revenue is projected to slow to 4.1% average growth per year to $ 5.3 billion in the five years to 2016.

For more information, download the full report from IBISWorld on the Nuclear Power Plant Construction industry

IBISWorld Industry Market Research Reports Contain:

About this Industry

Industry Definition

Main Activities

Similar Industries

Additional Resources

Industry at a Glance

Industry Performance

Executive Summary

Key External Drivers

Current Performance

Industry Outlook

Industry Life Cycle

Products & Markets

Supply Chain

Products & Services

Major Markets

Globalisation & Trade

Business Locations

Competitive Landscape

Market Share Concentration

Key Success Factors

Cost Structure Benchmarks

Barriers to Entry

Major Companies

Operating Conditions

Capital Intensity

Key Statistics

Industry Data

Annual Change

Key Ratios

Jargon & Glossary

Follow IBISWorld on Twitter: https://twitter.com/#!/IBISWorld

Friend IBISWorld on Facebook: http://www.facebook.com/pages/IBISWorld/121347533189


About IBISWorld Inc.

Recognized as the nation’s most trusted independent source of industry and market research, IBISWorld offers a comprehensive database of unique information and analysis on every US industry. With an extensive online portfolio, valued for its depth and scope, the company equips clients with the insight necessary to make better business decisions. Headquartered in Los Angeles, IBISWorld serves a range of business, professional service and government organizations through more than 10 locations worldwide. For more information, visit http://www.ibisworld.com or call 1-800-330-3772.

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Find More Environmental Change Press Releases

The Complete Guide For Green Power ? Part 1

green economics
by SS&SS

The Complete Guide For Green Power – Part 1

Green Power Defined

The term green power is used in a number of different ways. In the broadest sense, green power refers to environmentally preferable energy and energy tech­nologies, both electric and thermal. This definition of green power includes many types of power, from solar photovoltaic systems to wind turbines to fuel cells for auto­mobiles.

In this guide, green power refers specifically to electricity generated from a subset of renewable resources, including solar, wind, geothermal, biogas, biomass, and low-impact hydroelectric sources. These electricity sources are derived from natural resources that replenish themselves over short periods of time, including the sun, wind, moving water, organic plant and waste material (biomass), and the Earth’s heat (geothermal).

Note that the terms green power, environmentally preferable, clean power, and renewable energy may be used in slightly different ways, which differ primarily according to the vary­ing assessments of the environmental impacts of harnessing specific resources and of the relative significance of each impact. The exact definitions of these terms, while always important, take on added significance when dealing with state and federal government requirements or determining eligibility for government and utility incentives. For more discussion of how each of the organizations that collaborated on this document defines green power, please refer to their Web sites, listed in Chapter 10, Resources for Additional Information.

The Benefits and Costs of Green Power

The Benefits

Green power can offer organizations a variety of environmental, financial, stakeholder relations, economic development, and national security benefits. This Guide is designed to help buyers navigate the costs, contracting challenges, and public rela­tions risks.

Environmental

 

Reduce environmental impacts. Conventional elec­tricity generation is a significant source of greenhouse gas emissions as well as the single largest industrial source of air pollution in the U.S. The emissions from conventional electricity generation contribute to a num­ber of serious environmental problems, including acid rain, fine particulate pollution, and climate change. Green power generates less pollution than conventional power and produces no net increase in greenhouse gas emissions, helping protect human health and the envi­ronment.

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Financial

 

Provide a hedge against risks posed by:

 

Electricity price volatility. Purchasing electricity generated by renewable energy sources may provide the buyer protection against unstable or rising fossil fuel prices, for example through long-term, fixed-price supply contracts directly with developers or generators. Organizations can also encourage stable electricity prices by supporting new renewable power resources on the local grid, thereby diver­sifying the energy mix with resources that are not subject to the rise and fall of fuel costs.

Fuel supply disruptions. On-site renewable gen­eration can reduce the risk of disruptions in fuel supplies, like natural gas, resulting from transporta­tion difficulties or international conflict.

Additional environmental regulation. To address global climate change and regional air quality issues, federal and state regulations could effectively increase the price of conventional electricity, making green power financially more attractive.

Stakeholder Relations

 

Meet organizational environmental objectives. Reducing an organization’s environmental impact is one of the main motivations for buying green power and is often important to stakeholders. For example, buying green power can help reduce greenhouse gas emissions from electricity consumption. If an organi­zation is interested in creating a third-party certified environmental management system (e.g., ISO-14001 certification for environmental performance) or is conducting an organization-wide inventory of its green­house gas emissions, a program for reducing emissions will be an important part of this certification process. increase the price of conventional electricity, making green power financially more attractive.

Stakeholder Relations

 

Meet organizational environmental objectives. Reducing an organization’s environmental impact is one of the main motivations for buying green power and is often important to stakeholders. For example, buying green power can help reduce greenhouse gas emissions from electricity consumption. If an organi­zation is interested in creating a third-party certified environmental management system (e.g., ISO-14001 certification for environmental performance) or is conducting an organization-wide inventory of its green­house gas emissions, a program for reducing emissions will be an important part of this certification process.

Demonstrate civic leadership. Being among the first in a community to purchase green power is a dem­onstration of civic leadership. It makes a statement that an organization is willing to act on its stated environmental or social goals. These purchases also demonstrate an organization’s responsiveness to its cus­tomers, the majority of whom favor renewable energy. See Chapter 10, Resources for Additional Information, for details.

 

Generate positive publicity. Buying green power affords an opportunity for and builds on existing public recognition and public relations activities. Companies that are in the public eye need to be responsive to the concerns of environmentally conscious custom­ers, shareholders, regulators, and other constituents. Programs promoting green power, such as EPA’s Green Power Partnership or Green-e Marketplace, provide assistance in reaching broad audiences to convey the benefits of green power purchases.

Improve employee morale. Progressive action and leadership on environmental issues like renew­able energy may improve employee morale, which in turn can reduce employee turnover, attract new employees, and improve productivity. In a survey of 464 organizations, sponsored by the National Wind Coordinating Collaborative, improving employee morale was cited as the third most important motiva­tion for buying green power.

 

Differentiate products or services. By purchasing green power, a company may be able to differentiate its products or services by, for example, offering them as “made with certified renewable energy.” Purchasers of green power can also join their power supplier to market their products together. In addition, purchas­ers of products certified by the Center for Resource Solutions’ Green-e Marketplace program can display the Green-e logo on their product packaging to indicate a commitment to using 100 percent green power in the manufacturing of the product. Many companies are also finding that producing their products with green power gives them an advantage in selling to their business customers who are trying to “green” their supply chain.

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Protest at US Chamber of Commerce for Clean Energy – Power Shift 2011

Rally in Lafayette Park in front of the White House, and then protest in front of the US Chamber of Commerce. Featuring Rev. Lennox Yearwood, Bill Mckibben, Richard Trumka, and a awesome protest “play” in front of the Chamber of Horrors!
Video Rating: 5 / 5