What action can the Commission take against the UK? Does the UK have any defences that it can rely on?

Introduction The European Commission is required to ensure that all Member States comply with EU law and thereby seek out any infringements that are taking place. If necessary, the Commission may bring an end to such infringements by commencing proceedings in the European Court of Justice (ECJ); Van Gend en Loos v Nederlandse Administratie der Belastingen. Such proceedings are brought under Articles 258, 259 and 260 of the Treaty on the Functioning of the European Union (TFEU) (previously Articles 226, 277 and 228 of the European Community (EC)). In the instant scenario, the Commission has decided to take action against the UK under Article 258 TFEU for failing to fulfill its obligations under the Treaty. This is being done on the grounds that the UK has failed to implement the new Directive (the Directive), adopted by the Council of Europe, that was to be implemented by all Member States by the 1 February 2014. Article 258 states; â€Å"If the Commission considers that a Member State had failed to fulfill an obligation under the Treaties, it shall deliver a reasoned opinion on the matter after giving the State concerned the opportunity to submit its observations†. The UK will therefore have an opportunity to raise any defenses within the time that has been specified by the Commission. If the UK fails to submit its observations, the Commission may then bring the matter before the ECJ as shown in Commission v United Kingdom. Here, it was held by the ECJ that; â€Å"assuming the Commission’s submissions are correct, it is not for the Court to give such an interpretation with the aim of correcting Article 2(1) of the Thirteenth Directive†. This case demonstrates that even if the Commission does take action against the UK, this does not mean that the ECJ will intervene. As pointed out by Haynes; â€Å"the Court has over the years been somewhat inconsistent in terms of the degree of interventionism in which it is prepared to engage in order to protect and p reserve the integrity of Community legislation and to iron out those inconsistencies that inevitably creep in.† Despite this, it is up to the Commission to decide whether infringement proceedings ought to be commenced; Alfons Lutticke GmbH v Commission. The Commission thus plays an important role in launching infringement proceedings against Member States and is capable of taking â€Å"whatever action it deems appropriate in response to either a complaint or indications of infringements which it detects itself.† An investigatory process will first be undertaken, which will then be followed by a letter of formal notice that will be served upon the Member State. Once a letter of formal notice has been served upon the Member State, where necessary, a referral to the ECJ will then be made. The procedure that has been established under Article 258 TFEU consists of two phases; pre-litigation and litigation. The intention of the pre-litigation phase is to provide a Member Stat e with the opportunity to comply with the Treaty requirements or provide a justification of its reasons for not doing so; Commision v France. Therefore, the Commission is capable of using the pre-litigation phase as a tool to persuade the UK to comply with the Directive. If the Commission is unsuccessful in persuading the UK to comply with the Directive, the pre-litigation phase will be used as a means of defining the subject-matter of the dispute; Joined Cases 142/80 and 143/80 Essevi and Salengo. It will then be up to the ECJ to determine whether the UK has breached its duties under the Treaty; Germany v Commission. In communicating with the UK on its infringement, it is likely that the Commission will use the EU Pilot that was established as a means of communication between the Commission and Member States. If the EU Pilot fails to resolve the dispute, the Commission may instigate infringement proceedings by giving the UK the opportunity to submit its observations. This is done b y issuing a letter of formal notice; Commission v Austria. The UK will consequently have the chance to submit its reasons for not implementing the Directive as shown in Commission v Portugal. Accordingly, it will thus be argued that there was pressure on parliamentary time and that the Directive will be implemented shortly. The UK will also be able to put forward its observations on Portugal’s non-implementation of the Directive and the fact that it is very early to bring an enforcement action against the UK. If the Commission does not agree with the UK’s response and the UK has not made any attempt to implement the Directive, the Commission may follow this up with a reasoned Opinion, which may then lead to an action before the ECJ; Commission v Germany. The Commission, in its reasoned Opinion, will set out the action it requires the UK to take in order to comply with the Directive and the reasons why it thinks the UK has failed to fulfil one of its Treaty obligations; Commission v Italy. Whilst the time limit that is to be laid down will be based upon a number of different factors, including the urgency of the matter, it is likely that the UK will have around 60 days to respond to the reasoned Opinion. This is intended to give the UK an opportunity to comply or put forward its right of defence as illustrated in Commission v Luxembourg. If the UK does not comply with the reasoned Opinion, the Commission will be capable of deciding whether the matter should be brought before the ECJ. The ECJ will not be concerned with the nature or seriousness of the infringement; Commission v Netherlands, but instead whether there has been a failure to fulfil obligations; Commission v Italy and the burden of proof will be on the Commission. Given that there has been a failure by the UK to fulfil its Treaty obligations under the new Directive, the ECJ will find that there has been an infringement. Although the UK may be able to put forward a defence that the Direc tive will be implemented shortly, it is doubtful that this will suffice as there is very little chances that defences to infringement are successful; Commission v Germany and Commission v Austria. Nor will the UK be able to argue that there has been pressure on Parliamentary time since it was evidenced in Commission v Spain that Member States may not plead that situations or practices existing in its internal legal order have caused the infringement as this will not justify a failure to comply with obligations under EU law. Nevertheless, in Commission v Italy Italy was able to rely on force majeure to justify non-compliance when it encountered temporary insuperable difficulties preventing it from compliance. Pressure on parliamentary time is not likely to be considered a temporary insuperable difficult. Furthermore, the fact that Portugal has failed to implement the Directive will be irrelevant as it was made clear in the Commission v France case that a Member State cannot rely on a possible infringement of the Treaties by another Member State to justify its own infringement. Since the UK has contended that it will implement the Directive shortly, it is likely that the principle of sincere loyalty (Article 4(3) TFEU) will apply. This principle demonstrates that Member States shall act in good faith by co-operating and providing the Commission will the relevant information it requests; Commission v Luxembourg. 2. Does Mr Steymann have any legal right to pursue the matter himself in EU Law? Mr Steymann will not be able to bring an action to the ECJ on the basis that his interests have been harmed by the UK’s failure to implement the Directive; Star Fruit Co. v Commission. However, he will have two options available to him. He can either make a complaint to the Commission, which might result in the Commission initiating proceedings under Article 258 TFEU, or he can bring proceedings in the UK courts under the principle of direct effect. Once a complaint is received by the Commission, a decision will then be made as to whether proceedings ought to be initiated against the UK. In making this decision, the Commission will insist on its discretionary power to determine whether it is worth commencing proceedings. In Commission v Greece a complaint was made to the Commission, which resulted in proceedings being commenced. The Commission, in its reasoned Opinion, established that there was an interest in bringing proceedings and the action was deemed admissible in so far as it concerned the subject matter of the dispute. EU law infringements may also be challenged before national courts, through the principle of direct effect. As such, Mr Steymann may be able to pursue the matter himself the UK courts he if can demonstrate that the Directive has direct effect and that there exists an appropriate remedy. Once the UK implements the Directive, Mr Steyman will most likely sell more gas boilers as he appears to be disadvantaged by the fact that the UK has failed to implement the new Directive. It will be more expensive to manufacture the equipment in the UK in compliance with EU law, which will prevent UK manufacturers from being able to sell the boilers at a much lower price. The principle of direct effect allows Member States to be challenged at national level by litigants seeking to rely on the direct effect of EU law. Mr Steymann will therefore be capable of taking advantage of the direct effect principle, which enables individuals to immediately invoke a European provision before a national or European court as highlighted in Van Gend en Loos v Nederlandse Administratie der Belastingen. As the consequence in the instant scenario is between an individual and the State, Mr Steymann will be able to invoke the European provision through vertical direct effect. For a Directive to have direct effect, nonetheless, the obligations must be clear, precise and unconditional. This was identified in Van Duyn v Home Office it was h eld by the Court of Justice that Article 3 (1) of the Residence and Public Policy, Security and Health Directive 54/221 was sufficiently precise to be capable of having direct effect, despite the fact that the scope of public policy and public security would require determination by the Court. Therefore, it is likely that the Directive on the environmental performance of gas boilers will be capable of having direct effect if it is shown to be clear and precise as enunciated in Defrenne v Sabena. It may also be deemed ‘unconditional’ on the basis that Member States are obliged to manufacture gas boilers in accordance with the provisions in the Directive; Van Gend en Loos v Administratie der Belastingen. However, if the Directive is subject to additional measures, then it will not be capable of having direct effect; Costa v ENEL. Overall, it seems as though the Commission has the ability to bring an end to the UK’s infringements of EU law by commencing proceedings in the European Court of Justice. As there has been a failure by the UK to fulfil its treaty obligations, it is likely that the Commission will be successful in taking action against the UK. Nevertheless, the UK will still be able to put forward a number of defences, though it is unlikely that these will prove to be a success. Since the UK has made it clear that the Directive will be implemented shortly, the principle of sincere loyalty will most likely apply. Mr Steymann also has a legal right to pursue the matter himself through the national courts under the principle of direct effect. Before doing so, however, it would be appropriate for him to make a complaint to the Commission as this could then lead to the initiation of proceedings. In bringing the action himself, Mr Steymann will be required to show that the Directive has direct effect and that there is an appropriate remedy available. Bibliography Books D Chalmers and G Davies. European Union Law: Cases and Materials, (London: Cambridge University Press, 2010). S Anderson. The Enforcement of EU Law: The Role of the European Commission, (Oxford: Oxford University Press, 2012). S Weatherill. Cases and Materials on EU Law, (Oxford: Oxford University Press, 2012). Journals EUR-Lex. ‘Document 12008E258’ (2008) [27 July, 2014]. Europa. ‘The Direct Effect of European Law’ (2010) [27 July, 2014]. European Commission. ‘Infringements of EU Law’ (2010) European Commission Application of EU Law, [27 July, 2014]. R Haynes. ‘Case C-582/08 Commission v United Kingdom’ (2010) De Voil Indirect Tax Intelligence, Volume 12 Issue 173. R Rawlings. ‘Engaged Elites: Citizen Action and Institutional Attitudes in Commission Enforcement’ (2006) European Law Journal, Volume 6, Issue 4, 447. R White and A Dashwood. ‘Enforcement Actions under Articles 169 and 170 EEC’ (1989) European Law Review, Volume 14, 388-389. S Enchelmaier. ‘Always at Your Service (Within Limits): The ECJ’s Case Law on Article 56 TFEU (2006-11)’ (2011) European Law Review, Volume 36, No 5, 623. Legislation Treaty on the Functioning of the European Union (TFEU) Case Law Alfons Lutticke GmbH v Commission Case 48/65, [1962] ECR 501 Commission v Austria Case 10/10, [2011] ECR I-5389 Commission v Austria Case 194/01, [2004] ECR I-4579 Commision v France Case 159/94, [1997] ECR I-5815, para 103 Commission v France Case 232/78, [1979] ECR 2729 Commission v Germany Case 191/95, [1998] ECR I-5449, para 44 Commission v Germany Case 74/91, [1992] ECR I-5437 Commission v Greece Case 240/86, [1988] ECR 1835 Commission v Italy Case 289/94, [1996] ECR I-4405, para 16 Commission v Italy Case 78/00, [2001] ECR I-8195, point 65 Commission v Italy Case 101/84, [1985] ECR 2629 Commission v Luxembourg Case 473-93, [1996] ECR I-3207, para 19 Commission v Luxembourg Case 490/09, [2005] ECR I-9811 Commission v Netherlands Case 359/93, [1995] ECR I-157, para 15 Commission v Portugal Case 20/09, [2011] ECR I-2637 Commission v Spain Case 195/02, [2004] ECR I-7857 Commission v United Kingdom Case C-582/08, (15 July, 2010) Costa v ENELCase 6/64 [1964] ECR 593 Defrenne v Sabena Case 43/75 1976 ECR 455 Germany v Commission T-258/06, [2010] ECR II-02027, para 153 Joined Cases 142/80 and 143/80 Essevi and Salengo [1981] ECR 1413, para 15 Star Fruit Co. v Commission Case 247/87, [1989] ECR 291 Van Duyn v Home Office Case 41/74 [1975] Ch 358 ECJ Van Gend en Loos v Administratie der Belastingen Case 26/62 [1963] ECR 1 Van Gend en Loos v Nederlandse Administratie der Belastingen Case 1953, [1953] ECR 1

How to Become a Technical Support Engineer

How to Become a Technical Support Engineer With almost every industry and company going as digital as possible these days, technical problem solvers are in high perpetual demand. This is where professionals like technical support engineers come in. What Does a Technical Support Engineer Do?Technical support engineers (sometimes also called information technology/IT technical support engineers) serve as tech gurus for a company. They might work with external users (like customers or clients) or internal users (like employees). IT technical support engineers use their expertise about various tech and computer systems to help troubleshoot issues, or maintain day-to-day operations. Their tasks may include:Designing computer systems to meet particular needs for a companyProviding support for customers or clients in person, via phone, or via computerProviding support for employees in person, via phone, or via computerMonitoring day-to-day performance of tech systemsTraining people how to use various systemsDiagnosing and troublesho oting tech problemsHelping companies implement new hardware or software systemsTechnical support engineers can be found virtually anywhere there is tech. These professionals can work in any industry, as there are jobs available in both the private and public sectors.What Skills Do Technical Support Engineers Have?Technical support engineers need to have strong tech backgrounds, of course, but they’ll also need a diverse skill set to find a job along that career path- a mix of hard and soft skills.Tech SkillsTechnical support engineers need a strong set of hard tech skills, and a strong basis in current technology. Depending on the job itself, they may need to have hands-on experience with specific kinds of hardware, software, applications, and systems.Customer ServiceThis role is a service job, no matter whether an engineer is working with colleagues at his or her company, or actual customers or clients. A strong sense of customer service is a major asset, as the engineer wil l be helping and coaching people of varying tech expertise, and helping make sure their technology is running as it should. Patience is a major asset here.CommunicationPart of the technical support engineer’s job is breaking down complex technological concepts so that they can be understood by a lay person who may be using the technology without understanding the sophisticated logic and engineering behind it. Being comfortable with translating concepts for different audiences, being able to present information clearly and articulately, and feeling comfortable with back-and-forth conversations are all essential to the role. Listening skills are also very important here, given that the technical support engineer often needs to diagnose what’s wrong, and how to fix it.Problem SolvingTechnical support engineers are, by nature, problem solvers. They help others use technology to do work more efficiently, and they ensure that the technology is working correctly. Companies de pend on their technical support team to come up with solutions to make sure that everything is running smoothly, tech-wise. That can mean coming up with creative solutions to tricky problems on the fly, as well as implementing best practices overall to ensure that problems won’t recur.FlexibilityTech problems don’t just happen from 9 to 5 on non-holiday weekdays. Technical support engineers may be on call at odd times, or be called in when there’s a crisis, regardless of time. If you’re not open to an â€Å"all hands on deck† situation when it comes to your hours, this might not be the best tech job for you.Tech-SavvinessThis may seem like a no-brainer, but it’s crucial to be up on the current technology and methods. The hot apps and systems a year ago might not be the best option now, and companies typically want their tech support team to be as current as possible on tech trends and processes. Being a quick, adaptable learner when it comes to new tech is key for a technical support engineer.Project ManagementThe technical support engineer may be called upon to manage larger projects, like making system changes or implementing new hardware/software. This means having the management and organizational skills to shepherd a project from start to finish, involving the necessary people, sticking to a schedule, and (if applicable) staying on budget. [via Pinterest/ProSyn]What Education Do Technical Support Engineers Need?While the basic education requirements can vary depending on the industry and the company, a technical support engineer typically needs a four-year degree in engineering, computer science, or a similar technical discipline. Experience may be able to trump a degree in some circumstances, but a two-year degree in information technology, computer science, or computer engineering is a bare minimum.How Much Do Technical Support Engineers Get Paid?This can be a pretty lucrative field, if you have the skills to go for it. According to PayScale, the median salary for a technical support engineer is $60,674 per year. This can vary according to experience and location, as well as areas of specialty and expertise.What’s the Outlook for Technical Support Engineers?This is a field that will continue to grow for the foreseeable future, as technology grows ever more sophisticated, and companies need qualified professionals to support it. The U.S. Bureau of Labor Statistics predicts that the field will grow by at least 12% by 2024, faster than average for all jobs.If you have strong tech skills and a passion for helping people solve problems, this can be a great career path for you. As a technical support engineer, you’ll never run out of challenges, and it’s a path that will keep you right on the cutting edge.

Whatever Example

Whatever Example Whatever – Essay Example Management MANAGEMENT Functions of Management The major functions of management are planning, leading, organizing, and controlling. Planning involves the setting of goals and objectives, as well as determining the appropriate strategy for achieving these objectives (Robbins & Coulter, 2014). In this case, managers should be aware of external and internal conditions affecting the organization. In the organizing function, the manager is involved in developing the structure of the organization, as well as allocating appropriate human resources to ensure that all future objectives can be accomplished. The organizational structure consists of the framework used in coordinating the organization’s efforts, which the manager oversees. The third function of management is leading, which involves influencing employees towards achieving the organization’s goals and objectives. To effectively perform this function, the manager is required to communicate effectively, motivate subordi nates, and use their power effectively. Managers who lead effectively increase their employees’ enthusiasm in achieving these objectives. Finally, the manager also performs the controlling function, which involves making sure that the performance of their organization and employees does not deviate from set objectives and standards (Robbins & Coulter, 2014). In this case, the manager should establish performance standards, use these standards to compare against actual performance, and take necessary corrective action. Ethics in Management Ethical behavior is an essential aspect of management because managers hold authoritative positions, which make them accountable for their subordinates’ ethical conduct. As such, the manager’s ethical conduct must set an example for their subordinates. In deciding whether to provide the job applicant with insider information, the manager should not share the information because it is against the employer’s and PMI’s code of professional conduct, especially since it is not honest or fair to other applicants (PMI, 2012). Moreover, this decision is not free from external influence, while there are other alternatives like helping the applicant prepare for the interview. Finally, giving the information will not be beneficial to all concerned, while giving the information will not look like a good decision when made public. Global Managers Managers should understand the global environment because competitors, investors, suppliers, and markets can be anywhere across the globe (DomiÃŒ nguez, 2011). The manager will have to take advantage of business opportunities wherever they are, thus must be aware of the global environment to benefit from the opportunities. This awareness allows managers to enter new profitable markets and obtain resources from global markets at lower costs than may be possible domestically. In addition, this awareness ensures that managers understand the repercussions of global economic fluctuations, new competitors, and product shortages that could negatively influence the organization’s ability to access resources or markets. Therefore, the 21st century manager must understand the global forces that affect their business and their ability to appropriately respond to these forces (DomiÃŒ nguez, 2011). Management Impact Managers can use the 8D process in the workplace with the aim of process improvement, especially when a client issues the organization with a corrective action. This approach involves the inclusion of process experts in a team that is tasked with resolving the problem, description of the problem from the client’s perspective and statement of actual issues, and identification of action to prevent further complaints from clients (QAS, 2014). Further, the team undertakes root cause verification to identify whether the problem is caused by the method, employee, materials, or machines, as well as implementation of the corrective action. Finally, the team is required to verify the corrective action, take preventive actions against future incidents, and congratulate the team on a job well done (QAS, 2014). References DomiÃŒ nguez, A. L. (2011). Global management: Strategy, challenges, and uncertainties. New York: Nova Science Publishers PMI. (2012). PMI Ethical Decision-Making Framework. Retrieved June 18, 2015, from Project Management Institute: pmi.org/~/media/PDF/Ethics/Ethical%20Decision%20Making%20Framework%20-%20FINAL.ashx Quality Assurance Solutions. (2014). 8D Problem Solving. Retrieved June 18, 2015, from Basic Tools for Process Improvement : quality-assurance-solutions.com/8D-Problem-Solving.html Robbins, S. P., & Coulter, M. K. (2014). Management. Boston: Pearson

Note or Notice

Note or Notice Note or Notice Note or Notice By Maeve Maddox A reader wonders if there is a significant difference of connotation between the verbs â€Å"to note† and â€Å"to notice.† The question arose as he tried to decide between the following sentences to express the inner dialogue of a character: Rory noted that the CEO never asked for details. Rory noticed that the CEO never asked for details. Note, as both noun and verb, has been in the language since the Middle Ages. The earliest meaning of the noun was â€Å"a sign or symbol used in writing.† An early meaning of â€Å"to note† was â€Å"to put down a mark.† Eventually, the verb acquired additional meanings such as â€Å"to observe, to take notice of, to consider or study carefully.† Current usage includes these meanings as well as others, such as â€Å"to become aware of,† â€Å"to be struck by,† and â€Å"to put down in writing.† Notice in the sense of â€Å"to give notice of something† existed in the 15th century, but notice as a verb to mean â€Å"to take notice† didn’t come along until the 17th century, at which time it was rejected as an unnecessary Scotticism or Americanism for the phrase â€Å"to take notice.† The 1763 Universal Dictionary of the English Language included this caveat: â€Å"Notice should not be used as a verb.† Writing a little later (1789), another commentator observed that some English writers were using notice as a verb, but that it was â€Å"better† to avoid it. In regard to the reader’s question, I can offer only a personal reaction to the difference between the two sentences: Rory noted that the CEO never asked for details. Rory noticed that the CEO never asked for details. To me, the use of noted in the first sentence suggests that Rory is keeping track of the CEO’s behavior for some purpose, whereas noticed implies that Rory has merely observed the behavior in passing and is not trying to discern any particular significance in it. 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 Misused Words category, check our popular posts, or choose a related post below:60 Synonyms for â€Å"Walk†Body Parts as Tools of Measurement10 Tips About How to Write a Caption

Chapter 11 Reorganization Research Paper Example | Topics and Well Written Essays - 1250 words

Chapter 11 Reorganization - Research Paper Example e essential for the sake of an organization and among them, business and pricing strategies are some of them, which have its own significance and importance. It is important for an entity to timely manage their operational strategies (Marianne H. Marchand, 2010). Organizations have to consider numerous things before their physical existence in an industry. Financial bankruptcy is one of the most important aspects from the viewpoint of an organization. Financial bankruptcy is usually referred as Re-organization which comes under the ambit of Chapter-11. Re-organization is basically a term specifically designed to revive a company which is financially in trouble. A re-organization usually involves the restatement of the asset and liabilities of the company as far as maintaining the repayments are concerned. The main perspective of this assignment is to select an organization which re-organized its operations in a given time period and the company which has been taken into account for t he same is General Motors (GM). There are number of questions that needed to be completed and answer here accordingly. General Motors Company, commonly known as GM, is an American multinational corporation with its headquartering located in Detroit, Michigan, United States (US). It manufactures, design, market and distribute their products in different markets of the world and sells financial services. General Motors’ (GM) produces vehicles in different countries of the world like 37 countries. The shares of the company are actively trading in the NYSE and other financial markets as well, and it is found in the automotive sector of the industry in particular. It is important stance for the investors to makeover things accordingly. GM holds around 20% stake in the IMM, and a 96% stake in the GM Korea. The company has a number of Joint Ventures including FAW-GM in particular. The company has more than 200,000 employees working in the company and it has a business preposition in around

National Museum of the American Indian (The Smithsonian Institution, Term Paper

National Museum of the American Indian (The Smithsonian Institution, Washington, D.C.) - Term Paper Example as the past were key aspects of the design concept: â€Å"it needed to be a living museum, neither formal nor quiet, located in close proximity to nature.† The location which was chosen for the museum contained a stream, and this natural feature, along with the directions of the street outside and the natural north, south, east and west directions were taken into account. This is because native Indian culture places high value on harmony between all aspects of human life and the natural world and even more radically: â€Å"the grounds surrounding the building are considered an extension of the building and a vital part of the museum as a whole.†2 The Seattle born architect, Johnpaul Jones, who is of Choctaw, Cherokee and Welsh heritage, consulted with a widely drawn group of native elders and they decided very early that the building and surrounding area would be different from the neoclassical or modernist museum styles: â€Å"The museum doesn’t have a straight line in it, and is meant to look as though wind and water carved its curves†¦Ã¢â‚¬ 3 These curved external walls are the first feature to strike the visitor who arrives on foot: â€Å"Theres a monumental new presence rising above the elm trees on the National Mall in Washington, D.C., - and its not like anything else youll see there. Its as if a vision from an ancient cliff city of the desert Southwest - five stories worth of honey-colored limestone, rough hewn as if by the wind yet flowing like a river of curving cantilevered walls - had been plopped down at the back door of the U.S. Capitol.†4 The site was examined by the native elders, who identified a central point and buried a secret object there. This spot now lies at the centre of the domed Potomac atrium which lies to the east of the entrance area. The entrance was not located to face the Mall, but instead it looks east towards the rising sun and, incidentally, towards the U.S. Capitol. The stream was honoured with the creation of a fountain and a

Trade Policy of Qatar Essay Example | Topics and Well Written Essays - 2750 words

Trade Policy of Qatar - Essay Example Qatar’s economy has been growing in strength and resilience overtime and in fact it happens to be one of the fast growing and most dynamic economies of the world. The GDP of Qatar registered an impressive growth of 33.8 percent in the year 2005 (Qatar Economic Review 2006). The rapidly growing oil and gas sector is the cornerstone of Qatar’s economy and is contributing immensely to the target of reshaping the national economy through diversification. Though it is true to say that the overall economic strength of Qatar is primarily dependent on the oil revenues, the share and contribution of the LPG in the national growth has definitely increased in the past few years. In the year 2005, the total share of oil and natural gas in the domestic GDP was 60 percent (Qatar Economic Review 2006).  Ã‚  Ã‚   In terms of GDP growth, Qatar had performed unbelievably positively, recording an average growth of 19.9 percent in the period 2001-2005 (Qatar Economic Review 2006). The fu ndamental reasons that lie behind the formidable economic growth of Qatar are an exceptional growth in the exports of LNG, crude and petrochemical related products. This factor has been further bolstered by the rise in the prices of crude in the international markets. In the year 2005, the oil and natural gas industry recorded an overall growth of 46.3 percent (Qatar Economic Review 2006). In contrast, the non-oil sector augmented by 18.8 percent (Qatar Economic Review 2006). In the year 1999, the GDP of Qatar was QR 45.1 billion (Qatar Economic Review 2006).