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What is the projected range of people who will be exposed to increased water stress due to climate change by 2020?
  • a)
    Between 50 and 150 million
  • b)
    Between 75 and 250 million
  • c)
    Between 100 and 300 million
  • d)
    Between 200 and 500 million
Correct answer is option 'B'. Can you explain this answer?
Most Upvoted Answer
What is the projected range of people who will be exposed to increased...
According to the given information, the projected range of people who will be exposed to increased water stress due to climate change by 2020 is between 75 and 250 million. Therefore, option (b) is correct.
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The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Etas 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Etas fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Etas CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?

Group QuestionThe passage given below is followed by a set of questions. Choose the most appropriate answer to each question.The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Etas 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Etas fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Etas CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. In the wake of the dispute with the AIESMU, what shouldthe reaction of the management be?

The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Etas 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Etas fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Etas CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. As a lawyer working for Dastur and Associates, you have been asked to mediate the dispute. What is likely to be the sequence in your course of action from the options given? A. Call a meeting with both parties at once.B. Study different approaches to the situation.C. Meet both parties individually.D. Suggest a solution that is median to both parties requirements.

What is the projected range of people who will be exposed to increased water stress due to climate change by 2020?a)Between 50 and 150 millionb)Between 75 and 250 millionc)Between 100 and 300 milliond)Between 200 and 500 millionCorrect answer is option 'B'. Can you explain this answer?
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