
U401-B Solenoid Valve
Materials:
Body: Brass
Approval: EX mâ…¡A T4
Technical Specifications:
Power:AC220 V,2×4W
Diamter:1"
Current :big flow valve 18mA
small flow valve 18mA
Allowed flow rate:90L/min , Max flow rate: 90L/min , Mini flow rate:5L/min.
Working pressure:0.035-0.035MPa
Environmental Condition: -40~~+70degree
Package:
Product ID Weight Dimension
U401-B 2.1kg/case of 130 ×116× 80mm/case of 1
we are committed to create the best workplace, encourage our staffs to put their own personalities into their jobs, and provide them a stage to show themselves.
ing India s nuclear weapons ambitions ought not to be in Mr Bush s gift. When Congress is
asked to change America s anti-proliferation laws, it should say no.
© 2006 .
About sponsorship
Shareholder democracy
Ownership matt fuel dispenser ers
Mar 9th 2006
From The Economist print edition
But there are limits to shareholder power
THERE is a whiff of revolution in the air. America s shareholders are growing
restless, and the bosses of the companies they own seem increasingly nervous as
they peer out from behind their boardroom curtains. On one side are veteran
corporate raiders, s fuel dispenser uch as Carl Icahn and Kirk Kerkorian, and the growing army of
imitators they have inspired in the hedge-fund industry. On the other, pension-
fund activists are threatening one of the fiercest proxy seasons ever, spraying
companies with resolutions demanding curbs on executive pay and majority voting
in board elections.
Surely there is nothing wrong with the sight of American shareholder democracy in
action? Not so fast, say the country s beleaguered managers. The balance between owners and managers that has
underpinned America s version of capitalism and made it the best in the world at creating wealth is a delicate one.
The system s original genius was to tie the raising of capital to the transfer of ownership rights using sales of
equity on public securities markets. Shares gave their buyers more than just a slice of the financial action in the
form of dividends. They also carried with them the potential for control of the firm, as countless battles have
testified. This mechanism facilitated the rise of corporate capitalism and the astonishing material wealth it has
provided in the world s rich countries. You might think that you would fiddle with it at your peril. Those bullying,
hectoring shareholders are thus, say some, a dangerous bunch who risk diverting managers from sensible
stewardship towards short-term recklessness.
That charge is difficult fuel dispenser