INTBUS 3501NA - Corporate Responsibility for Global Business III
Ngee Ann Academy - Trimester 1 - 2016
The course information on this page is being finalised for 2016. Please check again before classes commence.
General Course Information
Course Code INTBUS 3501NA Course Corporate Responsibility for Global Business III Coordinating Unit Business School Term Trimester 1 Level Undergraduate Location/s Ngee Ann Academy Units 3 Contact Up to 3 hours per week Available for Study Abroad and Exchange Y Incompatible COMMGMT 3510 Course Description This course gives students an insight into how to anticipate and deal with some of the major challenges faced in the international business arena. Topics include: an introduction to the economics and politics of globalisation and the emergence of "corporate social responsibility"; internal corporate governance issues - how a company identifies new markets, manages risks, overcomes exporting and importing challenges while dealing with trade law and the WTO; external challenges - how a company navigates corporate legal obligations, consumer concerns, labour and human rights issues, poverty, sustainable development and environmental issues.
Course Coordinator: Sajid Anwar
The full timetable of all activities for this course can be accessed from Course Planner.
Lecture Topic Lecture No Date and Lecturer Textbook Chapters Course Information and
Introduction to the Corporation in
1 Thursday 20th February
1 & 2 Business and the Social
2 Friday 21st February
3 & 7 Course Consultation Saturday 22nd February
9am-12noon Business and the Ethical
3 Monday 24th February
4 & 5 Business - Government
Relations in a Global Society.
The Political Environment
4 Tuesday 23th February
8 & 9 Business and Technological
5 Thursday 3rd April
12 & 13 Building Relationships with
Stakeholders – Stockholder
Rights and Consumer Protection
6 Friday 4th April
14 & 15 Course Consultation Saturday 5nd April
9am-12noon Building Relationships with
Stakeholders – Community,
Business and the Media
7 Monday 7th April
18 & 19 Building Relationships with
Stakeholders – Employees and
Exam Information and Revision
8 Tuesday 2nd April
16 & 17
Course Learning OutcomesThis course is designed as an introductory course in corporate responsibility for global business. The objectives of this course are to provide students with an understanding of the key concepts of corporate responsibility for global business and to provide an insight into the role of the corporation and its stakeholders including the social environment, the business and ethical environment, business and government in a global society, the corporation and the natural environment, business and technological change, and how the corporation can build relationships with stakeholders. In meeting these objectives, this course will:
Knowledge and Understanding
- Broaden students’ appreciation of corporate responsibility for global business issues across the corporation and society;
- Enhance their understanding of how organizations go about corporate and socially responsible decisions in global business;
- Develop their necessary skills so as to be able to be involved in international operations within an awareness of how to identify and address issues of corporate responsibility for large and smaller global organisations;
- Appreciate multiple perspectives of culture, business arrangements and organizational structure for addressing corporate responsibility in global business; and
- Understand the ethics and environmental impact of global business activities.
- Provide students with the opportunity for continuing development of good inter-personal and communication skills, which is widely recognized as important for Business graduates; and
- Develop students’ abilities to analyze documentary material, to work in groups, and to write a group management report.
University Graduate Attributes
No information currently available.
Required ResourcesPrescribed text
Anne T. Lawrence and James Weber (2010). Business and Society: Stakeholders, Ethics, Public Policy. (13th Edition). New York: McGraw-Hill and Irwin, McGraw Hill Companies.
Bainbridge, S. (2008) The New Corporate Governance in Theory and Practice. Oxford: Oxford University Press.
Hill, C. W. L., Cronk, T. & Wickramasekera, R. (2008) Global Business Today: An Asia-Pacific Perspective.
Hoekman, B. M. & Kostecki, M. M. (2010) The Political Economy of the World Trading System. (3rd edn.) Oxford: Oxford University Press.
Homann, K., Koslovski, P. & Luetge, C. (2007) Globalisation and Business Ethics. Hampshire, UK: Ashgate Publishing Company.
Litvin, D. (2004) Empires of Profit: Commerce, Conquest and Corporate Responsibility. (2nd edn.) New York: Texere.
Monks, R. A. G. & Minow, N. (2008) Corporate Governance. (4th edn.) Chichester, UK: John Wiley & Sons.
Shapiro, A. C. & Sarin, A. (2008) Foundations of Multinational Financial Management. New York: John Wiley & Sons.
Sharma, S. & Starik, M. (eds) (2003) Research in Corporate Sustainability: The Evolving Theory and Practice of Organizations in the Natural Environment. Cheltenham UK: Edward Elgar Publishing Ltd.
Soros, G. (2009) The Crash of 2008 and What It means: The New Paradigm for Financial Markets. New York, Public Affairs.
Soros, G. (2005) George Soros on Globalization. New York: Public Affairs.
Stiglitz, J. (2007) Making Globalization Work. New York: WW Norton & Co.
Stiglitz, J. (2003) Globalization and Its Discontents. New York: WW Norton & Co.
Tricker, R. I. (2009) Corporate Governance: Principles, Policies and Practices. Oxford: Oxford University Press.
Vagelos, P. R. & Galambos, L. (2006) The Moral Corporation : Merck Experiences. Cambridge: Cambridge University Press.
Waddock, S. (2008) Leading Corporate Citizens: Vision, Values, Value-Added. (3rd edn.) New York: McGraw-Hill Irwin.
Berry, H. (2009) ‘Corporate Governance: Beyond Convergence? A Comparative Analysis in the Wake of the Global Credit Crunch’ Global Business and Economics Review, 11(3-4): 234-250.
Brennan, M. N. & Solomon, J. (2008) ‘Corporate governance, accountability and mechanisms of accountability: an overview’ Accounting, Auditing & Accountability Journal, 21(7): 885-906.
Borsch, A. (2004) ‘Globalisation, shareholder value, restructuring: the (non)-transformation of Siemens’ New Political Economy, Sep2004, 9(3): 365-387.
Dine, J. & Shields, K. (2008) ‘Fair trade and reflexive democracy’ European Business Organization Law Review, 9(2): 163-186.
Doyle, T. & Doherty, B. (2006) ‘Green public spheres and the green public state: the politics of emancipation and ecological conditionality’ Environmental Politics, Nov2006, 15(5): 881-892.
Driver, C. & Shepherd, D. (2005) ‘Capacity utilisation and corporate restructuring: a comparative study of the US, UK and other EU countries’ Cambridge Journal of Economics, Jan2005, 29(1): 119-140.
Frederiksen, C. S. (2010) ‘The Relation Between Policies Concerning Corporate Social Responsibility (CSR) and Philosophical Moral Theories – An Empirical Investigation’ Journal of Business Ethics, May2010, 93(3): 357-371.
Fritsch, S. (2008) ‘The UN Global Compact and the global governance of corporate social responsibility: complex multilateralism for a more human globalisation?’ Global Society, 22(1): 1-26.
Holmes, L. (2009) ‘Good guys, bad guys: transnational corporations, rational choice theory and power crime’ Crime Law and Social Change, Apr2009, 51(3-4): 383-397.
Kurihara, Y. (2005) ‘The changing corporate governance in Japan: adapting to globalisation’ Global Business & Economics Review, Feb7-2005, 1(1): 82.
Lewis, A. & Juravle, C. (2010) ‘Morals, Markets and Sustainable Investments: A Qualitative Study of “Champions” ‘ Journal of Business Ethics, May2010, 93(3): 483-494.
Moshirian, F. (2008) ‘Globalisation, Growth and Institutions’ Journal of Banking and Finance, 32(4): 472-479.
Newell, P. (2005) ‘Citizenship, accountability and community: the limits of the CSR agenda’ International Affairs, May2005, 81(3): 541-557.
Turner, M. (2007) ‘Society must be protected: Polanyi’s “double movement” and the regulation of conflict goods’ Journal of Corporate Citizenship, 26: 85-100.
Utting, P. & Zammit, A. (2009) ‘United Nations – Business Partnerships: Good Intentions and Contradictory Agendas’ Journal of Business Ethics, Oct2009, Supplement 2, 89: 39-56.
Welford, R. (2003) ‘Beyond systems: a vision for corporate environmental management for the future’ International Journal of Environment and Sustainable Development, Aug 27-2003, 2(2): 162.
Useful Web Sites
Acumen Fund: www.acumenfund.org
Aspen Institute, Colorado (US): www.aspeninstitute.org
Australian Centre for Corporate Social Responsibility: www.accsr.com.au
Australian Institute of Company Directors: www.companydirectors.com.au
Business Ethics - The Magazine of Corporate Responsibility: www.business-ethics.com
Centre for Research on Globalisation and Economic Policy, Nottingham University (UK): www.nottingham.ac.uk/economics/leverhulme
Corporate Watch: www.corpwatch.org
Corporate Responsibility Coalition of NGOs (CORE): www.corporate-responsibility.org
CSR Asia: www.csr-asia.com
International Development Research Centre (Canada): http://www.idrc.ca/en/ev-1-201-1-DO_TOPIC.html
Multinational Monitor: www.multinationalmonitor.org
Online LearningLecture slides will be uploaded to MyUni.
In addition, course communication and possible additional readings and links will be provided in MyUni throughout the course.
Learning & Teaching Activities
Learning & Teaching ModesThe course is delivered in intensive block mode, comprising eight Lectures (2 hours each, 10am-12noon) and eight Tutorials (2 hours each, 2-4pm) on the following dates: 21, 22, 25 and 26 February; and 27, 28, 30 March, 1 April and 2 April. The Lectures combine presentation and class discussion, while Tutorials rely on discussion of case studies and small group work.
The information below is provided as a guide to assist students in engaging appropriately with the course requirements.Students in this course are expected to attend all lectures and tutorials throughout the intensive program.
Learning Activities SummarySee Course Timetable in Section 1.3.
Tutorials will be held on the dates indicated in the Timetable. In preparation for each Tutorial, students are expected to read the allocated case and prepare written (typed) answers. The questions are located at the end of the case in the textbook. The Schedule for Tutorials is listed below.
Tutorials are an important component of your learning in this course. The communication skills developed in tutorials by regularly and actively participating in discussions are considered to be most important to the Business School and are highly regarded by employers and professional bodies.
Preparing Written Answers to Cases: (limited to 3-4 pages, maximum)
- Begin by reading the case thoroughly, and underline the key facts.
- Provide a brief ‘situation analysis’ summarising the key facts that comprise the case. This should take a paragraph or two at the most. You might like to use dot points here if this is easier.
- Analysis of the case begins by identifying the most important problems that the case raises and then trying to highlight the main problem. It is important to highlight the main problem and other important problems by using a Stakeholder Theory Approach. This means we are trying to include a number of different stakeholders and their views. You are not just relying on presenting one group of stakeholders as more important than another. We are trying to understand the problems that the case raises but from the perspective of various stakeholders. This may often involve a wider social and economic perspective. Refer to p. 8 of your prescribed textbook for a summary of the Market Stakeholders of Business, and to p. 10 for a summary of the Non Market Stakeholders of Business. Choose 3-4 Market and Non-Market stakeholders and discuss how they might view the case in terms of problems. What is their main problem? Why? This should take a page or two at the most.
- Finally, we need to provide a Solution or Recommendation. Refer to p. 17 of your prescribed textbook to see how a Stakeholder Map of a Proposed Plant Closure has been displayed with ‘for’ and ‘against’ views or ‘position on the issue’. Choose some Market and Non-Market Stakeholders of the Business Case and briefly summarise the positions for these selected stakeholders. You might like to offer a short term and a long term summary of your selected stakeholders and their ‘position of the issue’. This should take no more than one page.
Tutorial Case Tutorial Number Date and Time Reference Text Coca-Cola’s water
1 20 February 2014, 1-2.30pm (group 1) 20 February 2014, 2.30- 4pm (group 2) Lawrence & Weber (2011), pp. 43-44 Timberland’s model of CSR 2 21 February 2014, 1-2.30pm (group 1) 21 February 2014, 2.30- 4pm (group 2)
Lawrence & Weber (2011), pp. 65-67
The Warhead cable test
24 February 2014, 1-2.30pm (group 1)
24 February 2014, 2.30- 4pm (group 2)
Lawrence & Weber (2011), pp. 92-93 Conflict diamonds and the
4 25 February 2014, 1-2.30pm (group 1) 25 February 2014, 2.30- 4pm (group 2) Lawrence & Weber (2011), pp. 142-144 The Gap Inc’s social
5 3rd April 2014, 1-2.30pm (group 1)
3rd April 2014, 2.30- 4pm (group 2)
Lawrence & Weber (2011), pp. 165-167 Government regulation of
6 4th April 2014, 1-2.30pm (group 1)
4th April 2014, 2.30- 4pm (group 2)
Lawrence & Weber (2011), pp. 191-193 Ex-senator, now business
lobbyist – ethical questions
7 7thApril 2014, 1-2.30pm (group 1)
7th April 2014, 2.30- 4pm (group 2)
Lawrence & Weber (2011), pp. 217-218 Vidding – free expression
or copyright privacy
8 8th April 2014, 1-2.30pm (group 1)
8th April 2014, 2.30- 4pm (group 2)
Lawrence & Weber (2011), pp. 312-313
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment SummaryAssignment: Business Report 30%
Due Date: 12.00 pm on Monday 10th March 2014
Location: Please submit Business Report to the Reception at Ngee Ann Education Centre.
Formative/summative assessment to evaluate the students’ practical implementation of the main concepts covered.
The continuing development of good written communication skills is widely recognised as important for Business graduates. This course specifically seeks to develop students’ abilities to analyse documentary material, to apply relevant theories, and to write an individual management report.
Application of current concepts and theories is expected in the written report.
Active use of online sources is encouraged. Assess the students’ knowledge of various links and data sources to search for International Management related information.
Leadership qualities are developed in group assignments and professional endeavour is emphasised in all course tasks.
Contribution in Tutorials 10%
Formative assessment of the students’ application of current concepts and theories both individually and in group discussions.
Active use of online sources is encouraged. Assess the students’ knowledge of various links and data sources to search for Corporate and Social Responsibility and Global Perspective related information.
Final Exam 60%
Summative test to assess the students’ basic understanding of the fundamental principles and practices of corporate responsibility for global business, and application of current concepts and theories individually.
There will be a 3 hour exam which will include a comprehensive case study and discussion type questions. (Closed Book).The date of the exam will be posted on myuni by 10 May 2013.
Assessment Related RequirementsATTENDANCE
Statutory obligations in Singapore are such that attendance in person is a compulsory condition of passing a course. Our specific requirements are that students must attend at least 80% of class sessions to be graded for that course. For these purposes each intensive weekend is defined as comprising 5 sessions with 1 on Friday evening and 2 on each of Saturday and Sunday.
Each course in total comprises 10 sessions; Students must attend a minimum of 8 sessions to be eligible to be given a grade for the course. Students failing to meet these requirements will be automatically graded 0% Fail (F) on their transcripts.
For tutorial sessions, hand-ins of student preparation work to the tutor are required. The case analysis MUST be TYPED. Marks will be allocated for class participation and contribution to class discussion. To be eligible for the 10% tutorial contribution mark, students are required to achieve “satisfactory” for at least 6 tutorial hand-ins. Students failing to fulfil this requirement will be awarded 0% for this assessment item.
To gain a pass, a mark of at least 50% must be obtained on the examination as well as a total of at least 50% overall. The final examination will comprise of a case study and discussion questions. Students not achieving the minimum exam mark will be awarded no more than 49.
Assessment DetailThe assessment components are as follows:
Assignment: Business Report 30%
Due Date: 12.00 pm on Monday 10 March 2013
Location: To be submitted via Myuni
Details: “Critical Analysis in the Real World”
You are an analyst for Ethical Investments, a company specialising in investing long-term in companies which are demonstrated to have consistently high business performance, good corporate governance and environmentally friendly practices.
You are to undertake research into the prospects of three companies:
BHP Billiton are a leading global resources company with a dual listing on the Australian/United Kingdom stock exchanges. They state their purpose is to create long-term shareholder value through the discovery, acquisition, development and marketing of natural resources. BHP Billiton are among the world’s largest producers of major commodities, including aluminium, copper, energy coal, iron ore, manganese, metallurgical coal, nickel, silver and uranium along with substantial interests in oil and gas. They are a global organisation and with over 100 locations throughout the world, with over 100,000 employees and contractors that work at BHP Billiton.
Boeing is the world's largest aerospace company and leading manufacturer of commercial jetliners and defense, space and security systems. A top U.S. exporter, the company supports airlines and U.S. and allied government customers in 150 countries. Boeing products and tailored services include commercial and military aircraft, satellites, weapons, electronic and defense systems, launch systems, advanced information and communication systems, and performance-based logistics and training. With corporate offices in Chicago, Boeing employs more than 170,000 people across the United States and in 70 countries. This represents one of the most diverse workforces anywhere. More than 140,000 employees hold college degrees -- including nearly 35,000 advanced degrees -- in virtually every business and technical field from approximately 2,700 colleges and universities worldwide. Their enterprise also leverages the talents of hundreds of thousands more skilled people working for Boeing suppliers worldwide.
Emirates is an airline based at Dubai International Airport in Dubai, United Arab Emirates. It is the largest airline in the Middle East, operating over 2,500 flights per week, from its hub at Terminal 3, to 122 cities in 74 countries across six continents. The company also operates four of the world's ten longest non-stop commercial flights from Dubai to Los Angeles, San Francisco, Dallas, and Houston Emirates is a subsidiary of The Emirates Group, which has over 50,000 employees, and is wholly owned by the government of Dubai directly under the Investment Corporation of Dubai Cargo activities are undertaken by the Emirates Group's Emirates SkyCargo division. During the mid-1980s, Gulf Air began to cut back its services to Dubai. As a result Emirates was conceived in March 1985 with backing from Dubai's royal family, whose Dubai Royal Air Wing provided two of the airline's first aircraft. It was required to operate independent of government subsidies, apart from $10 million in start-up capital. The airline became headed by Ahmed bin Saeed Al Maktoum, the airline's present chairman. In the years following its founding, the airline expanded both its fleet and its destinations. In October 2008, Emirates moved all operations at Dubai International Airport to Terminal 3, a new terminal exclusively dedicated to Emirates to sustain its rapid expansion and growth plans. Emirates has built up a strong brand name as a leader in the aviation industry, particularly in terms of service excellence, and its very rapid growth, coupled with consistent profitability. In February 2011, Air Transport World gave Emirates Airlines the title of "Airline of the Year" for 2011. The award has been given based on recognition of its commitment to safety and operational excellence, customer service trendsetters, financial condition including a 22-year consecutive annual profit
Your aim is to recommend a single company in which to invest $500,000. You are to provide a business report of approximately 3,500 words, which analyses the relative merits of these companies and provides a reasoned recommendation for the selection of one of these three. You should analyse the companies in terms of their:
(i) Financial performance and prospects
(ii) Corporate governance performance
(iii) Environmental protection credentials
(iv) Contextual factors (e.g. legal/political issues, global or regional economic pressures, etc.).
Your report must include:
1. Executive Summary (one page only) (not included in the word count).
2. Introduction, which must include a statement of the purpose of the report. Since your recommendation is to be based on multiple, potentially conflicting, criteria (financial merit and environmental merit), you should also include an explanation of how you are going to use these criteria in reaching your decision (for example, only one criterion might be applied as a hurdle requirement, or both criteria might be equally important in your final decision, etc). Your introduction must also include an explanation of the scope of the report, and your methodology (how you obtained your data, and whether it was primary or secondary data).
3. Body (Discussion), which must include a research-based comparative critical analysis of the three companies based on criteria (i) – (iv). Remember, you should be aiming to present an argument as to why one of these three is better than the other two and hence should be chosen.
4. Conclusion/Recommendation, which must clearly state the action to be taken and summarise the reasons for the final choice.
5. Reference List (not include in the word count).
In undertaking this task, you will not be expected to use sophisticated analysis tools. It is sufficient if you provide common-sense analysis of the prospects of the companies against the given criteria, using concepts and principles discussed in this unit.
SubmissionStudents must retain a copy of all assignments (Business Report) and tutorial activities (Cases) submitted.
All individual assignments must be attached to an Assignment Cover Sheet which must be signed and dated by the student before submission.
Markers can refuse to accept assignments which do not have a signed acknowledgement of the University’s Policy on Plagiarism: www.adelaide.edu.au/policies/230/ .
Assignment Guidelines including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded from http://www.business.adelaide.edu.au/current/mba/download/2009MBACommSkillsGuide.pdf
This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations, etc.
In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism. (Further information on plagiarism is provided later in this course outline.)
The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the Communication Skills Guide.
Further assistance with referencing is available from the Faculty’s Learning Support Advisors. The contact details are provided on page 6 of the Communication Skills Guide.
Late Assignment Submission
Students are expected to submit their work by the due date to maintain a fair and equitable system. Extensions will generally only be given for medical or other serious reasons. All requests for extensions must be emailed to the lecturer in charge of the course before the due date. Each request will be assessed on its merits. A late assignment (without prior arrangement) will be penalised by a 5% mark reduction for each day that it is late.
Return of Assignments
The Lecturer’s aim is to mark and return assignments to students within three (3) weeks of the due date, with written feedback. Students are responsible for collecting their marked assignments from either their tutorials or lectures from the Reception at the Ngee Ann Education Centre.
Grades for your performance in this course will be awarded in accordance with the following scheme:
M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending
Further details of the grades/results can be obtained from Examinations.
Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.
Final results for this course will be made available through Access Adelaide.
The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.
SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
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