Critique of Robert Frost Essay examples -- essays research papers

Marion Montgomery, â€Å"Robert Frost and His Use of Barriers: Man vs. Nature Toward God,† Englewood Cliffs, NJ; Prentice-Hall, Inc., 1962. Reprinted by permission of The South Atlantic Quarterly.   Ã‚  Ã‚  Ã‚  Ã‚  Robert Frost is considered by the casual reader to be a poet of nature like that of a Wordsworth. In a sense, his poetry is about nature, yet with strong underlying tones of the drama of man in nature. Frost himself stated, â€Å"I guess I’m not a nature poet,† â€Å" I have only written two without a human being in them (138).† Marion Montgomery’s critical essay plays with the epitaph that Frost proposes for himself in The Lesson for Today: â€Å"I have a lovers quarrel with the world.† Montgomery says, that the lovers quarrel is Frost’s poetic subject, and states, â€Å"throughout his poetry there is evidence of this view of mans’ existence in the natural world (138). The essay examines how Frost’s attitude toward nature is one with armed and amicable truce and mutual respect interwoven with boundaries of the two principles, individual man and the forces of the world. But the boundaries are insisted upon. The critical essay examines how Frost’s direct addresses of nature are often how man is essentially different from objects and features of nature. Montgomery insists, â€Å"†¦his trees and animals, though he speaks to them, do no take on grave countenances (140).† The jest of Montgomery’s ideal is when Frost speaks directly to or directly of natural objects or creatures, â€Å"that ...

The Common Problems Associated With Dams Environmental Sciences Essay

A Dam is a physical barrier constructed across a river or a waterway to command the flow of or raise the degree of H2O. The intent of such a building may be flood control, irrigation demands and coevals of hydroelectricity. A dike is a barrier across fluxing H2O that obstructs, directs or slows down the flow, frequently making a reservoir, lake or impoundings. Most dikes have a subdivision called a wasteweir or weir over which, or through which, H2O flows, either intermittently or continuously, and many have hydroelectric power coevals systems installed. The dikes are advantageous in more than a individual manner. Advantages of a dike are listed below: They are helpful in forestalling inundations. They serve as a solution to energy crises by bring forthing hydroelectricity. They prove to be helpful in irrigation They better the H2O conveyance. And last but non the least they attract tourers. Dams are excessively good for world but at the same clip they are harmful excessively in several ways. Disadvantages of a dike are listed below: Constructing a dike is an expensive matter. For constructing a dike a immense population of nearby country is moved. The life environment of aquatic and semi aquatic vegetations and fauna gets disturbed in lower instance. Collapse of the dike causes great harm. Fig 1 Dam [ www.timboucher.com ] Now in this paper we will be sing and detecting the chief causes of Dam Failure along with instance survey for every cause. Main causes of Dam Failure are: Spillway planing mistake. Skiding of mountain into the dam lake. Poor care particularly of outlet pipes. We will be discoursing all of the above mentioned causes one by one. Besides all the above causes there is one more ground due to which dikes are collapsed. In proficient footings it is called Deliberate Dam Failure. This happens during the class of War. When force of one state destroys the dike of other state intentionally so this is known as Deliberate Dam Failure. As this cause is nat a common cause so we would non see this in our survey. SPILLWAY DESIGN ERROR Spillway ( shown in Fig 2 ) is a characteristic construction of a dike which is used to supply controlled release of flows of H2O from the dike into the downstream. Spillways release inundations so that the H2O does non dominate and damage or even destruct the dike. There are two ways of wasteweirs: Controlled and Uncontrolled. Controlled Spillway: It has Gatess which regulate the H2O. This design gives us an chance to work the full tallness of the dike and inundation Waterss can be released as required by opening one or more Gatess. Uncontrolled Spillway: It does non hold Gatess, when the H2O rises above the lip of the wasteweir it begins to be released from the reservoir. The rate of discharge of H2O is controlled merely by the deepness of H2O within the reservoir. All of the storage volume in the reservoir above the wasteweir lip can be used merely for the impermanent storage of floodwater, and can non be used as H2O supply storage because it is usually empty. Fig 2 Spillway [ www.wikipedia.com ] CASE STUDY: The South Fork Dam As a instance survey under this cause of Dam Failure we will analyze the destruction of South Fork Dam which was located on Lake Conemaugh, an unreal H2O organic structure located near South Park, Pennsylvania, USA. On May 31, 1889, the South Fork Dam failed and 20 million dozenss of H2O from Lake Conemaugh explosion through and raced 14 stat mis ( 23 kilometer ) downstream, doing the Johnstown Flood. History of South Fork Dam The South Fork Dam was built by the Commonwealth of Pennsylvania between 1838 and 1852 as a reservoir for the canal basin in Johnstown. The dike is located 14 stat mis upriver from Johnstown. The Comenaugh River runs through the bosom of Johnstown and it had been made narrower in order to construct more constructions on it Bankss. The river was susceptible to deluging due to it & amp ; acirc ; ˆâ„ ¢s location on a inundation field. The Commonwealth of Pennsylvania sold the dike to the Pennsylvania Railroad in 1857. With the reaching of rail service in 1852, the usage of the canal for bringing of goods took a downswing. The South Fork Dam was abandoned and allowed to travel into a province of disrepair. In 1862, portion of the culvert gave manner but was ne'er repaired. In 1879, a group of business communities formed a company and called it the South Fork Hunting and Fishing Club. They purchased the dike with the purpose of constructing a summer resort on Lake Comenaugh for aff luent Pittsburg households. Plans included take downing the dike in order to construct a route on top and raising the degree of the lake. The nine continued to do changes to the dike and in the terminal, the lake was 450 pess higher than Johnstown. [ suit101.com ] From the above abstract we can easy do out that the sick care of the wasteweir and rise of the degree of river made the status worse and eventually the uninterrupted rain made the Dam collapsed. After the Dam gave up about approximately 20 million dozenss of H2O spilled over the dike and Jhonstown was hit without any anterior warning. The H2O headed towards the town with a velocity of about 40 stat mis per hr. The inundation played mayhem and made over 2,200 people lose their lives and all over harm was estimated to be $ 17 million. This was the first major catastrophe faced by the newly-formed American Red Cross. Aid came from 18 states across the Earth. The South Fork Dam Break is shown Below [ Fig 3 ] Beside the Spillway failure there are other causes which are responsible for the Disaster and they are: Heavy and uninterrupted Rainfall. Rising H2O caused eroding of new embankment which was made up of clay and straw. Fig 3 South Fork Dam Break [ www.accuweather.com ] Precautions which could hold saved South Fork Dam: The chief cause of the interruption was Spillway design mistake. There were deficient wasteweirs which made the tremendous sum of H2O to slop. If there had been more spillways so the catastrophe would hold been avoided. The damaged parts of the dike should hold been repaired. The new parts should hold been made up of concrete alternatively of rock, clay and straw. SLIDING OF MOUNTAIN INTO THE DAM LAKE A dike is made at the base of a river and in between a vale which means that the lake or H2O organic structure which is dammed has mountains on both side of it. Now as a dike is made the natural geological balance is disturbed and these mountains get loosen up and develops clefts which causes landslides to happen. These landslides pose a great menace when they fall in the lake. If a landslide of great volume falls in the lake so it raises the H2O degree to a great extent and that excessively all of a sudden. This sudden rise makes a immense sum of H2O to slop over the dike doing tsunami ( seiche moving ridge ) . This moving ridge brings a monolithic inundation and devastation to the vale below which wipes a great country. CASE STUDY: The Vajont Dam As a instance survey under this cause of Dam Failure we will analyze the destruction of Vajont Dam [ shown in Fig 4 ] which was located on Vajont River under Monte Toc, 100 kilometers north to the Venice, Italy. It was responsible for the deceases of about 2,000 people in a 1963 landslide. One of the highest dike in the universe, it was 262 metres ( 860 foot ) high, 27 metres ( 89 foot ) midst at the base and 3.4 metres ( 11 foot ) at the top. The dike was built by SADE ( Society of Adriatic Energy Corporation ) , the electricity supply and distribution monopolizer in North-Eastern Italy. History of Vajont Dam: The building work of the dike started in 1950. In 1959 some slides were noticed and new surveies were made and the experts told SADE that the side of Mount Toc is unstable and is likely to fall in if the filling is continued. The survey and experts were ignored wholly. In October 1959 the building was complete and in February 1960 SADE was authorized to get down make fulling the basin. Equally shortly as the filling started and reached to certain degree boulder clay summers of 1960 minor land slides started taking topographic point. But even these slides were ignored and the few journalists who raised their voice were sued. Finally on 4 of November 1960 a landslide of about 800,000 three-dimensional metres collapsed in the lake. This made SADE to hold make fulling but it was started once more after take downing the degree by 50 metres and get down constructing an unreal gallery. The minor slides kept on taking topographic point and functionaries of SADE kept on foretelling the catast rophe but they were ignored. On 9 October 1963 at about 10:35pm, the combination of ‘drawing-down the reservoir ‘ and heavy rains triggered a landslide of about 260 million three-dimensional metres of forest, Earth, and stone, which fell into the reservoir at up to 110 & A ; Acirc ; km per hr ( 68 & A ; Acirc ; miles per hour ) . The ensuing supplanting of H2O caused 50 million three-dimensional metres of H2O to over-top the dike in a 250-metre high moving ridge. [ 6 ] Despite this, the dike ‘s construction was mostly undamaged. Approximately 1900 to 2500 people were dead and 350 households were wholly wiped off. The major causes of this catastrophe are: The heavy 50 million three-dimensional metre landslide into the lake which made the tsunami moving ridge rose. The other minor land slides in the lake and in the unreal gallery. Heavy rainfall which paved the way for the catastrophe. Major causes for the land slides are: Perturbation in the geological balance of Mount Toc. Continuous filling of the basin. Time to clip rainfall. Fig 4 Vajont Dam [ wikipedia.com ] Precautions which could hold saved South Fork Dam: If anyhow the land slide could be prevented so the catastrophe might hold been avoided. The landslide can be prevented by following two methods: Plantation: More and more workss on the offshore side of the mountain. The roots of the workss help in adhering the stones and dirt together and prevent eroding therefore land skiding. Terrace plantation is a good option. By unreal mountain binding: In this procedure the mountain is bound with the aid steel cyberspace which prevent slides and even if land slide, the net prevent it from falling.POOR MAINTENANCE ESPECIALLY OF OUTLET PIPESMercantile establishments came in scope of designs, sizes, stuffs and type of control. Most of the commanding mechanisms and conduits are normally submerged and are reasonably boring to entree for care every bit good as review. This is the ground of carelessness and some serious jobs start developing. The job can run from the control works going inoperable to the conduit deteriorating to the point of embankment failure. Proper review of the mercantile establishment normally requires advanced planning to let escapes to be shut off and afloat countries to be pumped out. CASE STUDY: Lawn Lake Dam Now as a instance survey under this subdivision we will do a thorough survey of Lawn Lake Dam [ Fig 5 ] . This dam failure occurred due to the disrepair of the mercantile establishment pipe which was located at the distant and boring location. The uninterrupted carelessness of remotely situated leaky pipes caused the catastrophe when on July 15, 1982 at 6 ante meridiem 830,000 M3 of H2O exploded out of the faulty pipes. This tremendous sum of H2O caused a brassy inundation and priced $ 31 million. History of Lawn Lake Dam: Originally the Lawn Lake was a natural lake covering a surface country of over 66,000 M3s. It was situated at a tallness of 3,400 m in the bouldery mountain. In 1903 some husbandmans seeking irrigation installations out of this lake, built a dike and the covering land of the lake increased to 190,000m3. It was started in 1902 and the dike was completed in 1903. The dike increased the storage capacity of this natural H2O organic structure. This dike was built in the eastern portion. The H2O from this dike was released through the steep channel into the Big Thompson River. As the dike was built in the bouldery mountain, its design was such that it made the location of mercantile establishment pipe quit remote. Bearing the carelessness of functionaries the dike survived 80 long old ages. On the forenoon of 15 July 1982 the dike collapsed let go ofing 228 million gallons of H2O all of a sudden. This immense sum of H2O poured through the steep and narrow versant. It is said that there was enormous sound and the Earth shook. The release rate of H2O was 510 m3/s. Though this great aquatic violent disorder killed merely one individual bivouacing aboard but economically the cost of this catastrophe was estimated to be $ 31 million. The H2O got poured in the river and hit the cascade dike ensuing in ruin of the same adding more sum of H2O to the inundation. This inundation destroyed the Aspenglen campsite. Then after the inundation H2O entered the town of Estes Park and caused great harm to the business district stores after which the inundation joined Thompson River. This inundation deposited an alluvial fan of dust in Horseshoe Park. Fig 5 Alluvial Fan [ wikipedia.com ] Precautions that could hold saved the Lake Lawn Dam: Merely two safeguards would hold saved the black terminal of Lake Lawn Dam and they are If the dike would hold been design in such a manner that the mercantile establishment pipes could hold been easy accessed so the fix work won & A ; acirc ; ˆâ„ ¢t have been delayed and the escape could hold been avoided. Seasonably mending work of the dike would hold saved this great harm.

Things Fall Apart (Janie essays

Things Fall Apart (Janie essays Janie saw her life like a great tree in leaf with the things suffered, things enjoyed, things done and undone. Dawn and doom was in the branches." Throughout the life of Zora Neale Hurston, she has accomplished all that a woman in her time could achieve. She has been a best selling author, and she has set an inspiration for women of all ages today. From the 1930s to the 1960s, she published seven books, many short stories, magazine articles, and plays and was known as an outstanding folklorist and novelist as well as being the most prolific black woman in America. She lived through a time of poverty and rough times for black people but she didnt see anything wrong with being black. She felt that her blackness was so special that others could benefit just from being around her. Her works were seen as manifestos of womanhood and shared positive aspects of black life. In her most famous story, Their Eyes Where Watching God, she depicts Janie Crawford, a 40+ year old woman who tells her life to her friend Phoebe Watson. In Their Eyes Where Watching God, Janie is trying to find love but she does not know the correct places to loo k for love. Her first two attempts at love, one that was forced and the other that was not equal at the start, but finally third time is a charm as she love. Zora Neale Hurston life serves much purpose in the story and by reading Their Eyes Where Watching God, the reader will not only enjoy the story of a woman life from the other side of the horizon but also some personal information about the author. (Their Eyes Were Watching God, University of Illinois Press, 1937) In my report I will explain why Zora Neale Hurston is an inspiration and serves as a model for Janie and debate on the many similarities and difficulties between Janie Crawford and Zora Neale Hurston in Their Eyes Where Watching God. Before Zora Neale Hurston started to write, she was born on a small farm in Eatonvil...

Overview Essays

Overview Essays Overview Essay Overview Essay Organizations which adopt technological innovations in order to capitalize on their core competencies are called high-technology organizations (cited in Laudon Traver, 2007). Strategic management of high-technology organizations involves a constant process of managing change because the need is one of implementing a continuous improvement program by automating existing business processes. As a result high-technology organizations go through a constant process of business process reengineering. Existing business processes are reengineered to capitalize on technological innovations. Embedding technological innovations into existing business processes is not an easy task because the need is one of ensuring strategic alignment between business strategies and technology strategies. There is no doubt that technological innovations can save costs by streamlining the different business processes. However there are challenges to implementing these technological innovations and that is why, w hen it comes to managing high technology organizations, there is a critical need for the management to create an organizational culture which values strategic change.Case briefThe issue of the case is GE’s migration to the technological innovation of conducting business operations online. The case highlights Welch’s leadership as the critical factor in GE’s transformation as a high-technology organization. When Welch became CEO, he immediately set out to change the organizational culture of the company by streamlining and redefining its processes, by developing the people and by renewing its strategies. Nearing retirement, he was still a stranger to the business potential of the Internet until he saw the light while on vacation. Upon returning he immediately launched the e-business initiative. GE Plastics had already started an e-business initiative on its own. However Welch’s initiative speeded up the transition. GE Plastics served as an example for the other business units. Dissemination of information in the company was facilitated by a regular series of meetings and discussion forums round the year. Transferable best practices were researched and applied and through this process GE evolved from selling online to buying online to conducting its internal operations online. GE Plastics was the success story as it targeted conducting 90% of its transactions online. However, given the massive size of GE at the time it was implementing the e-business initiative, managing change was a complex task. The case illustrates the organizational culture that was GE’s number one enabling capability in managing the structural change of migrating to Internet-age competitiveness.GE’s capabilitiesCapabilities are the basis on which an organization builds its competitive advantage and in this respect one of the most important capabilities at GE was its environment which promoted a continuous process of strategic change. Capabilities lo se their value if they are reproducible by competitors. Therefore business organizations strive to develop core competencies which make its operations unique in terms of efficient and effective resource allocation. The challenge for the management in this respect is to develop the kind of core competencies which competitors cannot copy. This was the area in which GE had one of its most important capabilities: the area of organizational culture. One of the most important cultural characteristics at GE was the spirit of innovation. The management and the employees at GE were always collecting information on the existing business processes and disseminating it throughout the organization so that best practices could be identified and embedded in all business processes. The competitive advantage that resulted from this process of structural transformation was sustainable because competitors could not possibly replicate the cultural mindset that made the continuous improvement process wo rk at GE. If GE’s capabilities had included a collection of automated business functions, then the resultant competitive advantage would not be sustainable because competitors would soon automate their business functions as well. But since GE’s capabilities were based upon software, people and their intellectual capital which took years to develop, and not hardware, its competitive advantage was sustainable. The spirit of learning and growth that characterized the organizational culture at GE was the bedrock on which was built its other capabilities, such as customer-oriented business processes and the forward-looking performance measurement system. These capabilities built a sustainable competitive advantage by capitalizing on an organizational culture of boundaryless information transfer which in turn facilitated transfer of best practices from one business unit to another. As a result of this continuous process of benchmarking in terms of resource allocation, capabi lities such as customer focus or performance management constantly evolved to build a sustainable competitive advantage.Welch emphasized building a social architecture which could capitalize on the capabilities that GE possessed. In this he focused on developing the people, redefining the processes and revising the strategies. Even though Welch started out as CEO by eliminating nearly 100,000 positions, his focus was always on bringing the best of out his people. In this he invested a considerable level of resources in the Crotonville education center so that managers and their subordinates received training of strategic value. Welch also redefined processes by eliminating bureaucracy and in the process he created the sort of organizational culture which was intolerant of bureaucracy. He encouraged discussions between representations from different business units of the company. Implementation of the six sigma program and diversification into product services were some of the strate gies that GE implemented under Welch’s leadership. Welch used these revised strategies and processes to build and reinforce GE’s capabilities.Competitive advantage in internet-based businessOne of the strategies that Welch followed in revitalizing the culture was to transform GE into a boundaryless company. This enabled the Best Practices program which benchmarked GE both externally and internally. External benchmarking enabled the company to catch up and develop a competitive edge in the internet-based business. Because the organizational culture emphasized the need to incorporate best practices found in other industries, the GE staff was instantly able to find a parallel for its e-business initiative in the e-commerce sector by studying how Amazon took away market share from Barnes and Noble. So at the outset of executing the e-business initiative, the assumption was that competitors who were already using the internet to conduct their businesses would have the same kind of competitive advantage over GE that Amazon did over Barnes and Noble. Proceeding under that assumption, the GE team began to assess its own vulnerability against high-technology competitors by forming the dyb.com. In manning the dyb.com team, Gary Reiner emphasized that the people who worked in the team had to have three attributes. They needed to have strong marketing background, they needed to have project management skills and they were also required to have a passion for the internet. Skills and interests from all these three areas had to be coordinated in creating a technological solution that had to be mission critical. The dyb.com team began by analyzing how a hypothetical internet company could take market share away from GE and the analytical template they used was the case of Amazon.com vs. Barnes and Noble. Dyb.com was also given the task of developing preemptive measures and countermeasures for possible scenarios. In performing these tasks, the team was given cons iderable flexibility and was encouraged in out-of-the-box thinking as long as it did not break established company values.The formation of dyb.com was the critical first step which enabled GE to make a smooth migration to the new technological platform even though it was late in the game. However the efforts that the dyb.com people put in would not have the same level of energy if Welch had not constantly kept in touch with them and impressed upon them the importance of what they were doing. Top management support is critical when it comes to managing change because employees are not in a position to assess the strategic importance of managing change. Welch’s continuing support for dyb.com serves to illustrate the need for management support when it comes to business process reengineering with technological innovation as GE was doing at the time by migrating into the Internet based business. Given GE’s late arrival on the scene, it is doubtful whether the company would have made a successful transition, even with the help of first-mover GE Plastics, if Welch had not made it totally clear that successful implementation of the internet-based business was the only item on his agenda.Diffusing innovations through trustThe Chief Information Officer Gary Reiner emphasized the importance of company-wide communication as a means of diffusing innovations through all of GE’s business units. This was facilitated by the operating system calendar which scheduled a regular series of meetings between delegates from different business units where there were exchanges of ideas on best practices. The operating system calendar ensured that when Reiner started out in promoting the e-business cause, there was already a culture of trust pre-existing. This was a cumulative effect because the meetings under the operating system calendar were not standalone incidents. Each meeting in the calendar built upon the previous in terms of scope and each served to acceler ate the momentum with which initiatives were put into operation. According to this operating system, each initiative went through cycles of improvement. For example, the globalization initiative had been enriched through more than a dozen cycles. Other initiatives such as six sigma, services and e-business were in the fifth, the sixth and the third cycle respectively. These initiatives were put in operation in all business units and performance results were compared across business units during the meetings. The sharing of information that facilitated these comparisons built trust among employees from different sub-units.In diffusing the e-business innovation throughout GE, Reiner went beyond the operating system calendar to schedule additional meetings and to develop additional measurements that were more targeted towards the e-business initiative. In this respect he emphasized identification of transferable best practices which facilitated the development of peer-to-peer relations hips. Because CEOs from different business units discussed with each other the progress they were making in implementing the e-business initiatives in their own departments, all departments benefited from the shared information. It was the cross-functional interaction throughout the operating system calendar that Rainer built upon that enabled GE to diffuse all three technological innovations of e-sell, e-buy and e-make throughout the organization even though the strategic impact of all three innovations was still not clear.System Complexity and couplingGE managed system complexity and coupling well because it managed to diffuse technological innovations successfully through all twenty business units. Technological innovations are particularly difficult to integrate into existing business processes because they have to be customized towards serving the strategic focus of the company. Therefore it is well for the company incorporating technological innovations by stages as GE was doi ng to be able to tap into past experience. The management at GE made this possible by means of the operating system calendar according to which managers and employees from different business units exchanged ideas in meetings and discussion forums. The operating system calendar is an example of using coupling to manage system complexity. The coupling in this case was taking place between different business units in the form of transferable best practices. Therefore even though the information system that GE was developing was steadily growing in system complexity as it evolved from selling online to buying online to automating internal business processes online, the conversion process was efficient because lessons learned from applications in one department were periodically disseminated to the rest of the organization under the operating system calendar. In this way all the different business units were interconnected and diffusion of innovations occurred without losing their effect iveness in system complexity.As stated in the case, managers and employees at GE were not sure whether the internet was making a difference to the extent that Welch had promised them. However this was not an indication of how well the company was managing system complexity. It was simply an indication of industry trends according to which the market was not ready yet to conduct transaction online. For example, one of the conclusions from dyb.com’s studies was that an Amazon-style threat did not exist. Therefore GE clearly implemented technological innovations successfully. If they did not reach the desired targets, it was only because the company was moving ahead of the industry. That is evidence enough of the success with which GE managed system complexity in it’s ever evolving information systems.

Natural gas, oil, coal, and Uranium in Russia

Natural gas, oil, coal, and Uranium in Russia Introduction Russia’s economy is ranked 9th in the world in terms of GDP, 6th in terms of purchasing power and 3rd in terms of military spending. The country’s GDP was estimated at around 2.4 trillion dollars (FYE 2011) and a per capita income of 16 736 dollars (Index Mundi, 2012).Advertising We will write a custom report sample on Natural gas, oil, coal, and Uranium in Russia specifically for you for only $16.05 $11/page Learn More According to the 2012 estimates, the Russian population is believed to be over 140 million with an unemployment rate of 6 percent. An average Russia earns approximately over 640 dollars a month. Mineral fuel, oil, metals and timber represents over 80 percent of the country’s exports. Despite of the increased energy prices, mineral fuel and oil only contributes 4 percent of the country’s GDP and the government expects a further drop in this figure (Index Mundi, 2012). Russia is not only the largest coun ty in the world but also the richest in terms of mineral resources. The country covers over 75 percent of the former Soviet Union territory. The country holds the largest natural gas reserves and is among the top ten in terms of crude oil reserves. In addition, Russia is the fifth producer and the third largest exporter of coal in the world. In terms of coal reserves, the country is second only to the United State of America. Russia’s mineral fuels also include uranium which is used in the local nuclear power plant (Grama, 2012, p. 82). Russia’s mineral fuel According to the U.S department of energy, Russia’s natural gas reserve is about 50 trillion cubic meters. Most of the country’s gas reserves are located in West Siberia. However, Orenburg region and Komi Republic in the North also produces significant amounts of natural gas. Russia is the second largest producer and exporter of natural gas in the world, contributing more than a third of the global na tural gas export. Local consumption of the natural gas is about 70 percent. Therefore, local demand still allows for export. The country’s natural gas is mainly exported to Europe and Central Asia (Grama, 2012, p. 83).Advertising Looking for report on geology? Let's see if we can help you! Get your first paper with 15% OFF Learn More Three natural gas fields, Yamburg and Urengoi and Orenburg, accounts for more than 79 percent of the country’s production. Natural gas production is mainly under the control of Gazprom Company. The Russian government is the main shareholder of the company with 39.89 percent ownership (Grama, 2012, p. 85). With the discovery of new gas fields and increased capacity, Russia’s natural gas production is expected to increase by 890 cubic meters in 2020. The rising trend of natural gas production has enabled the country to meet its domestic demand and increase export (Levine, 2001, p. 11). According to the U.S ener gy department, Russia’s oil reserve is about 7 billion metric tons. Major oil reserves are also based in the West Siberia basin (Tomsk, Tyumen and another 300 field), Ural basin (Volga field) and Pechora Basin (Timam field) (Matthews, 2008, p. 372). In 1980s U.S.S.R was the leading global producer of oil, with Russia accounting for more than 95 percent of the overall production. However, the fall of the Soviet Union and other economic factors including unstable oil prices in the global market and the dominance of U.S dollar saw a sharp decline in the country’s oil production (Grama, 2012, p. 85). Currently, Russia produces about 500 million tons oil per year and some experts argue that the country can afford to maintain the same capacity up to 2050 given their potential reserves. The country’s petroleum export is mainly crude oil. Russia crude oil export was estimated to be about 8.4 million barrels/day in 2011. Major importers of Russia’s crude oil come from central Asia (China and Japan), Europe (former members of the Soviet Union) and North America (U.S and Canada). The country’s total coal reserve is estimated to about 150 billion metric tons which is mostly brown and hard coal. There was a massive decline in coal production in the late 80s and 90s but the situation changed since 2000.The growth of coal production has surpassed the growth of petroleum and natural gas production.Advertising We will write a custom report sample on Natural gas, oil, coal, and Uranium in Russia specifically for you for only $16.05 $11/page Learn More Unlike oil and gas whose local consumption is over 70 percent, over half of the coal produced is exported. Ninety percent of Russia’s coal exports go to the European markets (Lawson, 2002, p. 8). Coal production is expected to increase with the depletion of oil and natural gas reserves in the future. Even though the country has more than 20 coal basins, most of th e coal produced comes from 7 basins. The country’s 7 major basins are Donetskii basin, Moscow basin, Pechora basin, Kansk-Achinsk basin, Irkutsk basin, Kuznetski basin, and South Yakutsk basin. The country’s coal is transported through railroad and sea (Rosner, 2010, p. 3). Russia’s nuclear fuel is principally Uranium. However, the country also produces plutonium but in small quantity. According to the London Uranium institute, the country has over 200000 tons of Uranium reserves. The country has only one uranium mining project and all of it is consumed locally. In other words, Russia does not export Uranium instead it imports more. The country has nine nuclear power plants with over 20 million kilowatt capacity (Levine, 2001, p. 9). Russia-Canada trade The bilateral relationship between Russia and Canada has increased significantly over the last decade (Government of Canada, 2012). Canadian exports to Russia have increased by 154.3 percent since 1998. The figur e increased from 180 million dollars to over 1.58 billion dollars in 2011. Most of the Canada’s exports to Russia include automobiles and parts, machineries, aircrafts and parts, and processed food. On the other hand, Russia’s export to Canada totaled about 1.35 billion dollars in 2011. Canada’s imports from Russia mostly include mineral fuels and oil, metals, gem stones, rubber and inorganic chemicals. The trade relationship between these countries also includes service exchange. In 2011, Russia received 500 million dollars for services rendered and spent 260 million dollars for services received (Government of Canada, 2012).Advertising Looking for report on geology? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to Khondaker (2008, p. 2), Russia and Canada have become significant trade partners, even though trade between these two countries is still low compared with other countries. Russia imports largely manufactured goods from Canada. On the other hand, its exports are mainly coal, crude oil and natural gas. According to Khondaker (2008), if not for mineral fuels, Canada would have registered a surplus of more than 700 million dollars in 2008 (p. 3). Mineral fuel represents 16 percent of the whole Canada’s exports from Russia. Over the last ten years Canada has registered a trade deficit with Russia. The deficit was estimated to be about 1.25 billion dollars in 2008 (Khondaker, 2008, p. 4; Matthews, 2008, p. 372). Conclusion Russia is among the top global producers of petroleum, natural gas, and coal. The country’s mineral fuel and oil reserves are in billions of metric tons. The bilateral trade relations between Russia and Canada have considerably grown over the last one decade. Russia import mainly manufactured goods from Canada and exports mineral fuel and crude oil. The trade balance between these two countries tends to favor Russia. However, mineral fuel and oil only contributes less than ten percent to the GDP. References Government of Canada. (2012). Canada Russia Relations. Web. Grama, Y. (2012). The Analysis of Russian Oil and Gas Reserves. International Journal of Energy Economics and Policy, 2 (2), 82-91. Index Mundi. (2012). Russia Economy Profile 2012. Web. Khondaker, J. (2008). Canada’s Trade with Russia: 1998 to 2007. Canadian Trade Highlights, ISBN: 978-0-662-43652-2. Web. Levine, R.M. (2001). The Mineral Industry of Russia. Journal of Geological Survey, 4 (1), 5-30. Matthews, M.J. (2008). Energy competition and international relations. International Journal of Global Energy Issues, 29 (4), 371-376. Lawson, P. (2002). An Introduction to the Russian Coal Industry. Charleston, West Virginia: Marshall Miller and Associate s. Rosner, K. (2010). Russian Coal: Europe’s New Energy Challenge. Climate Energy Paper Series 2010.

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