Ten Commandments What Should Happen Essay Example For Students

Ten Commandments: What Should Happen Essay Avis homework What happens to me when I break a commandment is very different than what I think should happen to me. When I break a commandment for example disrespecting my parents my punishment in the short term is something simple like being grounded. I think these types of punishments dont do much. They dont help to prevent it from happening again. I do believe however that there are punishments in the future that you cannot foresee. These punishments can be something like your parents not trusting you as much or things like; how what you did affected your character. There is also another type of rule that you can break, murder. If I killed someone I would be sent to jail, maybe for life or executed. These are the things I think should happen when I break a commandment. When I disrespect my parents, I think that the actions that are taken against me should have to do more directly with the rule I broke. Instead of not letting me use something (which was little to do with what I di d usually), they should respect me as a less mature person. What I think should happen if I killed someone is very different from what happens today. Essentially, I am strongly against keeping people locked up for long periods of time. I think three things should happen. o They should undergo intensive therapy and reenter society once they are mentally stable. o They should be shot. o They should be sent to France or banished to another nation that is filled with obnoxious people, whose economic and social problems are not to our concern (can be humorous at times) cause all of the people are dirty frogs. I do not believe in wasting everybodys money by locking people up for a long time. I dont think it is worth keeping people in jail rotting away. When they finally come out they will probable be angry and wanting to do bad things again. We will write a custom essay on Ten Commandments: What Should Happen specifically for you for only $16.38 $13.9/page Order now I feel like a lot of things must change in what happens when people break rules. Believe that only the people who broke the rules should have to pay for what they did.

5 Reasons to Get a DailyWritingTips Pro Subscription Today

5 Reasons to Get a DailyWritingTips Pro Subscription Today 5 Reasons to Get a DailyWritingTips Pro Subscription Today 5 Reasons to Get a DailyWritingTips Pro Subscription Today By Daniel Scocco If you are still on the fence about becoming a DailyWritingTips Pro subscriber, here are five reasons that will certainly convince you to join today. 1. 50% discount ($3.99 per month) The regular price of the subscription is $7.99 per month. For a limited time we are offering the subscription with a 50% discount, so you pay only $3.99 per month. When you join you will also lock your subscription price and wont be affected when it increases in the future. If you think about it, you will be paying $1 per week for a service that will improve your English and writing skills over time. Beats buying some overpriced gum huh? 2. Daily articles + exercises The Pro subscription is the only one that will deliver to you our writing tips and exercises every day. The free subscription (which is no longer offered but still honored for old subscribers) delivers our writing tips only twice per week and does not include our interactive exercises. 3. Easy to join For many years we relied on PayPal to process the subscription payments. Many users complained about that because it forces them to create and maintain a PayPal account. For this reason we decided to migrate to a better solution. We are now using Stripe, which is the industry standard in online payments. Stripe offers you the same level of security (i.e. your financial information will never be available to us and only to Stripe) but it is much more user-friendly. In order to join you just need to provide an email address and a valid credit card, and the process takes literally 15 seconds. 4. Easy to try and cancel We wanted to make it easy to join but also easy to try, and thats why we offer a 15-day free trial. You do need a valid credit card to start your trial, but you will not be charged anything for the first 15 days. Canceling your subscription is equally easy, be it in the trial or after. All you have to do is send us an email and we cancel your account on the same day, no questions asked. It is also our standard policy to grant all refund requests. In other words, if you forget to cancel before your next payment happens we will be glad to refund it (after all we have been there ourselves with other subscriptions). 5. Three Awesome eBooks as a bonus Finally, we have three awesome e-books to give you as a bonus right after you join. You will get access to download the eBooks on the free trial, and they are yours to keep even if you cancel during the trial. The first bonus eBook is titled 100 Writing Mistakes You Should Avoid. It used to sell for $10 and always received great feedback. It will be yours for free. Ready to give it a try? Click here to get all the details and join. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the General category, check our popular posts, or choose a related post below:What is the Difference Between "These" and "Those"?Empathy "With" or Empathy "For"?Plurals of Proper Names

ACCOUNTING Essay Example | Topics and Well Written Essays - 500 words

ACCOUNTING - Essay Example The organization entered into illegal accounting territory when $5.6 million of products that had been shipped early were returned. As a means of avoiding the revenue setbacks, the organization decided to conceal them by dispersing them between four departments, in effect allowing the organization to largely reflect the earlier robust financial statements. These accounting problems impacted the company’s financial statements as they erroneously reflected robust sales and revenue figures when in reality the payments for these products had not been received. In further concealing the true incoming revenues through dispersing losses among departments, the financial statements did not accurately reflect sales figures for the period, as this practice concealed a 6% loss. Two primary employees at Cutter & Buck were sanctioned for their participation in these accounting practices. The first employee is Stephen Lowber, the former chief financial officer. Lowber was sanctioned through paying a $50,000 fine and agreeing to not serve as an officer or director of a pubic company. In addition Lowber agreed to cooperate with investigators into detecting past accounting fraud at the company. The second employee involved was David ‘Andy’ Hilton, the former regional vice president for sales. Hilton was sanctioned through agreeing to pay a $25,000 fine. It’s clear that their actions pose ethical problems for the company. When one considers that the organization is a public company they are not simply responsible internally, but also must be responsible to stakeholders. Capital market research demonstrates that one of the primary contributing elements to shifting stock prices is revenue figures. Through the organization’s practice of recording revenue early and then concealing losses among departments, they were able to produce inaccurate statements that may have contributed to inflated equity valuations. Other groups of individuals

The Condition of Twenty-First Century Societies Essay - 3

The Condition of Twenty-First Century Societies - Essay Example There is a certain kind of instability that law would display as a social institution in the twenty-first century. Apart from this, there would also be a certain privileging of diplomatic ties between nations. This would lead to a situation of anarchy within the society that one is a part of.  Ã‚   Many have argued that law is not a viable mode of controlling society in the event of societies being controlled by pragmatic forces rather than the law. Diplomatic ties and the maintenance of economic structures can then be looked upon as the reasons as to why the law is adhered to in the society of the twenty-first century. In cases where the law does not facilitate this, it may be flouted with the consent of the very people and institutions which had created them. This flexibility in the operation of the law is a phenomenon that is expected to continue in the twenty-first century. The possibilities of chaos thus remain even in the twenty-first century that shows no signs of effecting a change in this regard. This has implications for the way one views social institutions and their methods of functioning. This also implies a change in the conventional notions of what constitutes a civilization and civilizational ethos. By the time of the end of the cold war itself, â€Å"it was cl ear that law could not constrain the external behavior of nations in any serious way; only the use of force was respected. If realists were correct that states were rational, unitary actors concerned with their own survival, then they would be loath to enter into agreements that in any way constrained their ability to act.† (Raffo et al. 2007, 5). Here, what is important is the primacy of politics in shaping the way the world is.  Ã‚  

Detection of Apoptosing Retinal Cells in Glaucoma Diagnosis

Detection of Apoptosing Retinal Cells in Glaucoma Diagnosis Study Proposal Investigating a possible correlation between DARC (Detection of Apoptosing Retinal Cells) and Psychophysical methods (e.g. Contrast Sensitivity, Colour Vision, LogMAR Visual Acuity in different contrast levels) in Glaucoma diagnosis and assessing treatment efficacy. Background Glaucoma is a neurodegenerative eye disease and one of the major causes offor blindness in developed countries. It is a chronic degenerative disease of the optic nerve, which has been characterised by a progressive loss of retinal ganglion cells (RGCs) and their axons (Sommer, 1989). Glaucoma is a collective term for a complex group of conditions that cause progressive optic neuropathy, which may result in irreversible loss of visual function.[E1] Therefore, assessment of visual function is essential in diagnosis and treatment of Glaucoma. Although several diagnostic tools have been developed to detect and monitor this disease, none is sensitive enough to identify it at a preclinical stage or to distinguish small changes in retinal health in a relatively short periods (Normando et al., 2013) In Glaucoma, irreversible visual changes may occur before neuronal damages are discovered. The detection of glaucomatous structural damage might happen before, during and after glaucomatous visual field defects findings (Kass et al., 2002). Clinical assessment of visual function in parafoveal regions is mostly dependent on the examination of visual fields by using standard perimetry (Rauscher et al., 2013). Perimetry plots often do not represent full extent of visual loss as conventional field assessments only examine a single feature at the location tested, which usually is the differential light threshold. Although, outcome for absolute thresholds of flashed stimuli is useful but frequently these findings are the final component of visual function that are affected in disease. It should be taken into consideration that visual field defects cannot be detected until 20-40% of retinal ganglion cells (RGCs) which are the key cells associated with the development of irreversible blindne ss in glaucoma, have already been lost (Guo and Cordeiro, 2008). In many of the eye disease, sensitivity for detection of fine spatial detail and colour signals can be damaged prior to visual field loss (Barbur and Konstantakopoulou, 2012). In studies such as (Rauscher et al., 2013) colour thresholds revealed the highest sensitivity to early glaucomatous changes and Red/Green losses tended to happen before perimetric loss of binocular visual field sensitivity. It should be noted that simple measures of perimetriy are not sensitive enough to detect selective loss of specific visual attributes and therefore fail to show a strong correlation with Quality Of Life (QOL) measures. Moreover, the ability to differentiate contrast plays an important role in patients everyday vision and quality of life. Contrast sensitivity testing can identify many ocular diseases and provides additional useful clinical information to standard visual acuity assessments (Richman et al., 2013). Additionally, a new noninvasive real-time imaging technology, has recently been developed which is named DARC (Detection of Apoptosing Retinal Cells). Apoptosis is a form of programmed cell death that is involved in both pathological and physiological processes throughout the body. Although, Apoptosis plays a vital role in normal development and ageing but deregulation of this process is responsible for many disease including neurodegenerative disorders. Therefore, in vivo imaging of apoptosis may prove a useful tool for both laboratory research and clinical diagnostics (Galvao et al., 2013) DARC visualizes single RGC, which undergo apoptosis, as the earliest sign of glaucoma. Use of fluorescent annexin A5 is one of the most widely accepted in vitro assay for apoptotic cells (Normando et al., 2013). DARC is a non-radioactive approach that can evaluate the efficiency of the treatments by monitoring RGC apoptosis in the same living eye over time by using fluorescently labeled annexin 5 and confocal laser scanning ophthalmoscopy. DARC uses unique optical properties of the eye for direct microscopic observation of cellular processes in the retina. DARC has been used to assess different neuroprotective therapies in glaucoma-related animal models and demonstrated to be a useful tool in screening neuroprotective strategies. As DARC directly evaluates the RGC death process, it will potentially provide a meaningful clinical end point. DARC can be used in tracking disease, assessing treatment efficacy and may lead to the early identification of patients with glaucoma (Cordeiro et al., 2010; Cordeiro et al., 2011; Guo and Cordeiro, 2008; Normando et al., 2013). DARC uses a novel automated algorithm, which enables accurate quantification of apoptosing RGCs and is highly comparable to manual counting. This appears to minimise operator-bias and at the same time being both fast and reproducible. Quantification of apoptosing retinal cells may prove to be a valuable method, particularly in relation to translation in the clinic now that a Phase I clinical trial of DARC in glaucoma patients is due to start shortly (Bizrah et al., 2014). 3 year plan 1st Year Ethics approval Pre-Screening patients with glaucoma for suitability using LogMAR visual acuity in low contrast level and any available visual field findings 2nd Year Recruiting candidates Study both psychophysical methods (Contrast sensitivity and colour vision) and DARC 3RD Year Data analyzing Writing up Expecting outcome Better evaluation of sensation in patients with glaucoma Better evaluation of Quality Of Life (QOL) Better evaluation of the most suitable method for early diagnostic and follow-up treatments in glaucoma Possible diagnostic and follow-up applications of the selected methods for other neurodegenerative disease such as Alzheimer and Parkinson References Barbur JL, Konstantakopoulou E (2012) Changes in color vision with decreasing light level: separating the effects of normal aging from disease. J Opt Soc Am A Opt Image Sci Vis 29:A27–A35 Bizrah, M., S. C. Dakin, L. Guo, F. Rahman, M. Parnell, E. Normando, S. Nizari, B. Davis, A. Younis, and M. F. Cordeiro, 2014, A semi-automated technique for labeling and counting of apoptosing retinal cells: BMC Bioinformatics, v. 15, p. 169. Cordeiro, M. F., L. Guo, K. M. Coxon, J. Duggan, S. Nizari, E. M. Normando, S. L. Sensi, A. M. Sillito, F. W. Fitzke, T. E. Salt, and S. E. Moss, 2010, Imaging multiple phases of neurodegeneration: a novel approach to assessing cell death in vivo: Cell Death Dis, v. 1, p. e3. Cordeiro, M. F., C. Migdal, P. Bloom, F. W. Fitzke, and S. E. Moss, 2011, Imaging apoptosis in the eye: Eye (Lond), v. 25, p. 545-53. Galvao, J., B. M. Davis, and M. F. Cordeiro, 2013, In vivo imaging of retinal ganglion cell apoptosis: Curr Opin Pharmacol, v. 13, p. 123-7. Guo, L., and M. F. Cordeiro, 2008, Assessment of neuroprotection in the retina with DARC: Prog Brain Res, v. 173, p. 437-50. Kass, M. A., D. K. Heuer, E. J. Higginbotham, C. A. Johnson, J. L. Keltner, J. P. Miller, R. K. Parrish, M. R. Wilson, and M. O. Gordon, 2002, The Ocular Hypertension Treatment Study: a randomized trial determines that topical ocular hypotensive medication delays or prevents the onset of primary open-angle glaucoma: Arch Ophthalmol, v. 120, p. 701-13; discussion 829-30. Lek, J. J., A. J. Vingrys, and A. M. McKendrick, 2014, Rapid contrast adaptation in glaucoma and in aging: Invest Ophthalmol Vis Sci, v. 55, p. 3171-8. Normando, E. M., L. A. Turner, and M. F. Cordeiro, 2013, The potential of annexin-labelling for the diagnosis and follow-up of glaucoma: Cell Tissue Res, v. 353, p. 279-85. Rauscher, F. G., C. M. Chisholm, D. F. Edgar, and J. L. Barbur, 2013, Assessment of novel binocular colour, motion and contrast tests in glaucoma: Cell Tissue Res, v. 353, p. 297-310. Richman, J., G. L. Spaeth, and B. Wirostko, 2013, Contrast sensitivity basics and a critique of currently available tests: J Cataract Refract Surg, v. 39, p. 1100-6. Sommer, A., 1989, Intraocular pressure and glaucoma: Am J Ophthalmol, v. 107, p. 186-8. [E1]it looks too similar to the sentence in the article below. Could you please rephrase? http://openaccess.city.ac.uk/3294/1/Author version Edgar DF paper 1432-0878 15 03 14.pdf

Articles Of Confederation Essay -- essays research papers

From 1781 to 1789 the Articles of Confederation provided the United States with an ineffective government, however there were some strong steps taken in the articles to try and make the United States a better country. The articles created a loose confederation of independent states that gave limited powers to a central government, known as Congress. Some actions taken by Congress, such as the Treaty of Paris, and certain powers that were given to them were sometimes beneficial to the United States. Nevertheless, in attempting to limit the power of the central government, the Second Continental Congress created one without sufficient power to govern effectively, which led to serious national and international problems. The greatest weakness of the federal government under the Articles of Confederation was its inability to regulate trade and levy taxes. In the long run, the Articles of Confederation was a shot in the arm for the United States. The Articles of Confederation arranged a n ational government that would consist of a single house of Congress, where each state would have one vote. Congress had the power to set up a postal department, to estimate the costs of the government and request donations from the states, and to raise armed forces. Congress could also borrow money as well as declare war and enter into treaties and alliances with foreign nations. With this power, Congress was able to make the Articles of Confederation look good by signing the Treaty of Paris in ...

Gufax Mf Bank Profile

GUFAX MF BANK www. gufaxmfbank. com COMPANY PROFILE GUFAX MICROFINANCE BANK LTD OUR VISION To be the leader in Microfinance Banking Services in Nigeria. OUR MISSION To reduce poverty and build smiles on the faces of our esteemed customers by transforming them into economically active population with full access and integration into the formal financial system. INTRODUCTION Gufax Microfinance bank Ltd. s licensed for operation in Akwa Ibom State by the Central Bank of Nigeria for the provision and administration of microfinance services, loans, advisory services, poverty alleviation programme-partners with Government or its agencies as well as other financial services. It was incorporated on 04 April, 2008 with the Corporate Affairs Commission and Licensed by CBN in September 2008. The Bank has an Authorised Share capital of N250million out of which the paid up is N120million and total asset base of over N500million, approximately $3. 2Million as at December 31st, 2011.We also have to tal employee/staff strength of seventy one (71); and our present customer base is approaching twenty thousand individuals and groups comprising mainly the market women, cooperative groups, transport unions and other small and medium business operators within the state and a percentage of government employees. OUR ADDRESS Corporate Head of is at FADUK HOUSE, No. 3 Udotung Ubo Street, Uyo, Akwa Ibom State. Presently, the bank has seven meeting points within Akwa Ibom State as follows: Akpan Andem Entrepreneurial Market Uyo in Uyo Local Government. Nung Udoe Ibesikpo,in Ibesikpo Asutan Local Government.Ikot Ekpene in Ikot Ekpene Local Government. Oku Iboku in Itu Local Government. Ishiet Uruan Beach Market in Uruan Local Government. Ibaka Beach Meeting Point, Mbo Local Government Area. Onna Meeting Point, Ikot Abasi Road, Abat. It is part of the strategic expansion plan of the bank to open a minimum of one meeting point every quarter. THE BOARD OF DIRECTORS The bank has a board members hip of 4 distinguished persons as shown below: Engr Nsikanabasi Ibanga – Chairman Engr. Ibanga Engr. Nsikanabasi Ibanga is the Chairman of the Board of Directors of Gufax Microfinance Bank Ltd. He is an experienced Civil Engineer.Engr. Ibanga served as an Executive Engineer with ENPLAN Group of Consulting Engineers Nigeria Ltd, EBASCO Consulting Engineers and Zeal Nigeria Limited for over 10years. He has been involved in many private and public building designs over the years and is still very active in current practice. He is a member, Nigeria Society of Engineers (MNSE) and also a registered member of the Council for Regulation of Engineering (COREN). He has attended Engineering Management Workshop and other courses within and outside the country. His experience has been brought to bear in his leadership of the Bank.Mr. Uduak Effiong Udo – Managing Director/CEO * MD/CEO Mr. Uduak Udo is the Managing Director/Chief Executive Officer of Gufax Microfinance Bank Ltd. He is a seasoned Banker with over Ten (10) years of experience in Retail, Consumer and Public Sector Banking. Uduak had stints with Citizens International Bank Limited (now Enterprise Bank Ltd) from where he left for Zenith Bank Plc. He grew to a management position in Zenith Bank and subsequently left and co-found a group of financial service companies which Gufax Microfinance bank Ltd is one of them.He holds an MBA Degree in Business Administration from University of Calabar. He is a fellow of Portfolio and Debt Management Institute (PDMI), a member of the Risk Management Association of Nigeria (RIMAN), and a member of Institute of Strategic Management (ISMN) and also a member of chartered institute of Bankers of Nigeria. He is also an Alumnus of World Prestigious Harvard Business School, Boston, Massachusetts, USA, where he has been exposed to world class management Education and Entrepreneurship. A serious minded and successful entrepreneur, Uduak has interest in Finance and Invest ment.He has attended courses within and outside the country. The experience of the MD/CEO is a springboard for successful service delivery to our clients. Engr Bassey A. Iton – Director QUALIFICATIONS: M. Sc Petrochemical Engineering, Moscow Institute of Petrochemical and Gas Industries, Moscow, (1977). Member Nigerian Institute of Chemical Engineers. Member Nigerian Society of Engineers. Associate Member AIChE (1978). General Manager, Process Engineering; NNPC H/Q. Abuja. Working experience covers the underlisted areas and companies:Federal Superphosphate Fertiliser Company Ltd. (FSFC), Kaduna†¦August 1977 – June 1978 Warri Refining and Petrochemical Company Ltd. (WRPC), Ekpan-Warri†¦October 1978 – January 1980 Kaduna Refining and Petrochemical Company Ltd. (KRPC), Kaduna†¦January 1980 – December 1990 National Engineering and Technical Company Ltd. (NETCO), Lagos†¦January 1991 – January 2006 NNPC Investment, Engineering & Techn ical Divisions. Abuja†¦February 2007 – November 2009 Top Manaagement Duties in NNPC Headquarters Abuja. General Manager Upstream Investment in Commercial and Investment Directorate. .General Manager Process Engineering in Technology Directorate. Project Engineering and Management Services: National Engineering and Technical Company. January 1991 to December 2006. Managed underlisted projects: Strategic Management Training for world class managers. (June 2008) Mini –MBA for Oil & Gas in Houston TEXAS October 2009 Engr Iton is amiable & hardworking and is a very discipline Board member of Gufax MFB Mr Mbobo E. Mbobo (ACA) – Director * Mr Mbobo Mr. Mbobo Mbobo is a Director of Gufax Microfinance Bank Ltd. He is a seasoned Accountant. Mbobo has worked as an Accountant with A.C. T Nigeria Ltd, Lagos for 3years before moving on to Federal Mortgage Bank where he worked as a State Accountant for 10years and then another 3years as an Audit Manager with Eddy Ette & C o (Chartered Accountants). He is presently working with the University of Uyo as a part time Lecturer and an Acting Director of Finance with Akwa Ibom State University of Technology. He holds an MBA Degree in Accounting and is working on getting his Ph. D. He is an Associate of Institute of Chartered Accountants of Nigeria (ICAN), an Associate, Chartered Institute of Taxation of Nigeria (ACTI).He has attended courses within and outside the country. He has served as a Resource person at Seminars and Workshops. The experience of this Director is a great boosts to our service to customers. CORRESPONDENCE BANKS First Bank of Nigeria Plc Access Bank Plc EcoBank International Plc Diamond Bank Plc United Bank for Africa Plc Zenith Bank Plc Skye Bank Ltd OUR PRODUCTS AND SERVICES: CURRENT ACCOUNT: Gufax MFB offers current account services. The account is necessary as most other cash management services are provided through the current account.VOLUNTARY SAVINGS ACCOUNTS: We provide a number of savings products. These include 1. Regular savings accounts: This is the regular savings account operated for a customer for his personal reason. 2. Gufax Heritage Account: This account is for Children under the age of 18years. Benefits include scholarships. 3. Gufax Daily Contribution: This is for traders who are desirous of saving a pre-agreed amount daily till month end. 4. Gufax Acquired Account: This account is for persons who have specific targeted items to acquire at a specific time 5. Gufax Festivity Account:This account is for savings for festivity such as Christmas, Easter, Salah, Marriages etc 6. Gufax Real Life Savings Scheme: This is an open ended Asset acquisition scheme for civil servants. Regardless of what you want the Bank buys it for you and your salary is deducted for repayment over a period not exceeding one year after you would have saved 50% of the total cost of the asset. COMPULSORY SAVINGS ACCOUNT 1. GROUP COMPULSORY SAVINGS : All group members benefiting from Gufax Group Loan operates a compulsory savings account expected to assist them to build wealth and instil a saving culture in them. . TRICYCLE SAVINGS ACCOUNT: All beneficiaries of the Gufax Tricycle Transport Scheme are made to do a weekly compulsory savings for themselves as part of the condition for being a beneficiary of the scheme. SPECIALISED CREDIT PRODUCTS Gufax Tricycle Scheme: This product is targeted at the former Motorcycle riders in the city of Uyo whose business has been band by the government and replaced with taxi and tricycles. It requires the beneficiary to save 25% of the product cost and the bank will acquire such for the person with a tenor of 8months. Gufax Reallife Scheme:This is targeted at low and medium income government and private sector employees. It is meant to make life meaningful to this class of people by making them have easy access to any asset that will add value to their lives and pay from their salary for a tenor not exceeding 18months. Gu fax Quick Loan: this product is a temporary overdraft facility granted to traders which must be liquidated at the close of work on the last work day of every month. It is targeted at traders who makes daily repayments and with clear potentials to liquidate on or before end of month. FIXED DEPOSIT ACCOUNT:GUFAX MFB has a unique fixed deposit regime that encourages growth in asset and accumulation of wealth with minimal risk. The rates are competitive and attractive but within the Financial and Fiscal Policy Framework of the Central Bank of Nigeria. From as low as a Hundred Thousand, You can own a fixed deposit account with Gufax. SALARY ACCOUNT: Salary account can be opened for employees of companies/organization at no cost. You only need to send us a letter indicating the names of those that need the account and the rest is for us to do. CO-OPERATIVE AND SMALL GROUP ACCOUNT:This account is opened for formal and informal groups and organizations who are engaged in small and medium bu sinesses targeted at poverty alleviation and wealth creation. CREDIT-RELATED SERVICES: The credit-related services of our bank include: 1. Advances and Overdraft 2. Group & Individual Loans 3. Short term facility against staff salaries. 1. Projects development financing 2. Small scale business finance 3. Asset acquisition Financing 4. Property/Household equipment Lease. 5. Micro-insurance 6. Co-operative and Small Group (Formal & Non-formal) lending 7. Bridge Finance/LPO financingFINANCIAL ADVISORY SERVICES Gufax MFB also offers a wide range of financial advisory services on optimal financial structure involving a mix of equity/debt financing, investment risk management and strategic finance options. CORPORATE SOCIAL RESPONSIBILITIES GUFAX’s Faduk Care Trust This is the philanthropic organ of Gufax MFB and is saddled with the responsibility of making sure that the Bank gives back to the society. Amongst the programme so far handled by the department includes: 1. Scholarships Scheme totalling over a million naira to over 50 beneficiaries from different Educational institutions in Nigeria. . Library Project in Collaboration with ICAN, Uyo District and Society. 3. Sponsorships of programmes, seminars and workshops. 4. Gufax Help. Com Tansport scheme for the frustrated Okada Riders affected by Government band of their operation within Uyo Capital City. PREVIOUS STRATEGIC PARTNERSHIPS We have handled many micro credit programs amongst which are i. FADAMA III Programme in Akwa Ibom State still ongoing. ii. Shell Development micro credit for Uruan (LGA) Community iii. Akwa Ibom State Action Committee on Aids (SACA) in their ongoing micro credit programme. iv.Participating MFB for FGN/CBN/IFAD Rural Finance Institution Building Programme (RUFIN) for Akwa Ibom State. STRATERGIC BUSINESS PLAN FOR THE MANAGEMENT OF MICRO-CREDIT FOR THE RURAL ACTIVE POOR IN ONNA LGA. Our strategy of poverty alleviation partnership is a collaborative approach where the Local governm ent provides a counterpart fund and a guarantee for microcredit to be extended by the bank to the rural active poor within the Local Government Area; Pre-disbursement training, disbursement, monitoring, performance evaluation, recovery, refinancing planning, rendition of report, compulsory savings mobilisation are part of this partnership. Pre-disbursement Training: Each of the beneficiaries of our micro credit will be trained on the basic cash management technique to ensure that there is no diversion of these credits for other purposes. Small and medium enterprises will be duly examined to ensure the commitment of the promoters. We will organize trainings and workshops for the beneficiaries of the loans in line with their trades to help them keep simple books of accounts as well as exercise financial disciplines. These and other awareness seminars/workshops keep our beneficiaries on top performance. †¢ Selection/Disbursement:We engage the beneficiaries of loans/credits through a thorough and diligent selection /screening process. We disburse funds to groups (formal and informal) and organizations with proper co-ordinations and organization; skilled small and medium entrepreneurs as well as individuals with quality business plans for small and medium enterprises. †¢ Monitoring : We will monitor them through our well trained credit/field officers divided into teams and assigned to specific groups/communities and special products of the bank such as group fund management (Government and donor redit scheme funds). †¢ Recovery: Each group or individual is qualified for the loan with at least two guarantors which one of the following must sign: Village head of the beneficiaries/group; clan Head, Paramount ruler, councillors, House of Assembly member or any prominent member of the community with a net-worth over and above the loan amount. †¢ Repayment Plan: At the commencement of the programme, we shall draw up a repayment plan to enable them kno w the duration of the loan and the repayment period. Rendition of Report: We shall keep a chart (ledger) to monitor daily, weekly and monthly performances and shall constantly present monthly report on the performance of the scheme to the Board and Management for Assessment and Policy formulation. †¢ Our Charges: Our charges will be on commission basis which is negotiable or a subsidized interest rate. ORGANOGRAM: GUFAX MICROFINANCE BANK ORGANISATIONAL CHART [pic] MANAGEMENT STAFF PROFILE: Gufax Microfinance Bank stands out from among its peers because of our uniqueness and personalized services to customers.We parade a team of highly motivated and well trained staff, who will not rest until a customer is satisfied. MD/CEO – please see as in Director’s profiles Mgr-Business Development & Strategy(BDS) * Mr Ubong Udoh is an MBA student of ESUT, Holds B. Sc in Mathematics and Statistics from the University of Calabar, Cross River State, Nigeria. He is also a member of the Statistical Association of Nigeria, Member of the Chattered Institute of Bankers of Nigeria, He has working experience with reputable companies, such as Zenith Bank, Intercontinental Bank and the Central bank of Nigeria spanning over 10 years.He is a a Certified Microfinance Banker(MCIB) of CIBN. He is involve in many Humanitarian services including, Action Aid Int’l, Society Against Malaria, SACA, ACOMIN and the UNHCR. He is hardworking and goal oriented. He is friendly but disciplined. * CHIEF FINANCE OFFICER & HEAD OF AUDIT: As Head of Internal Control/Audit Department of Gufax (MF) Bank, Ubon Akpan has over 20 years experience in Banking, Accounting, Finance, Auditing and General Management traversing both Public and Private Sector Establishments.He started his career at Mercantile Bank Plc, where he rose to the post of a Supervisor. He later joined A. T. Asikpo & Co (Chartered Accountants) as Audit Supervisor, from where he moved to Frank & General Associates (A f irm of Financial & Management Consultants) as Finance & Admin Manager. Thereafter, he got an appointment at ACCESS Group of Schools as Head of Accounts/ Bursar for 2 years and later as Head of Audit for 3 years, before taking up another appointment as the General Manager of Grafen Enterprises Ltd – a Human Resources Management Company in the Oil Services sub sector.He also worked with Ekondo (MF) Bank, Calabar, as a Manager before he joined Gufax (MF) Bank. A Cost and Management Accountant (ACMA), he holds a Higher National Diploma (HND) in Accounting, a Post Graduate Diploma in Management (PGDM) and Masters in Business Administration (MBA) from the University of Calabar. * MANAGER,BANKING OPERATIONS: ADEYANJU LANSEBE is a graduate * MANAGER,BUSINESS DEVELOPMENT: This department is managed by Ugomma Udonsi who is a highy skilled banker with over 10 years of experience in the banking sector.She started her banking career with Mutual Alliance Savings & Loans Ltd where she worke d as Head, Branch Operations/Treasury. She holds HND in Estate Management from Federal Polytechnic Nekede, Owerri. CONCLUSION: At Gufax, we pride ourselves in focusing on the individual customer because we appreciate the fact that each customer is unique. GUFAX MFB is an engine room and hope for economic growth and development of the devastated lower class of our society.As our vision and mission clearly states, we are committed to the evolution of a society where every active poor can smile, please come along. UDUAK UDO MD/CEO www. gufaxmfbank. com ———————– MD/CEO Board of Directors COO/SA to the MD M Head, Banking Operations Head, Admin/ Human Resource Head, Audit /Compliance Head, IT Unit Legal Department Head, Business Development Credit & Marketing Executive / Debt Recovery HR/Admin Cashiers/Customer Service Officers/Funds Transfer Internal Audit Officers Internal Ctrl Officers IT Officers and Trainees Transports / Securit y