Attention Deficit disorder

My high school years have been challenging but I have managed to fit in. I was born with a condition known as Attention Deficit disorder (ADD). This condition causes inattentiveness, over-activity and impulsivity. I learnt to cope with these conditions by having a good self-esteem.I did not to inform the administration about my condition because I did not want to receive special treatment like getting more time to take my tests. I took challenging courses like chemistry, functions statistics and trigonometry. To improve my understanding of the academic material and also to get a better grade in my course, I attended summer school.I did this to retake courses that were difficult to understand during school time and to boost my overall cumulative G.P.A. These courses required sustained mental efforts in class, which were difficult to maintain, but I extended my school hours to get more help from my teachers. I even arranged with them to stay longer hours in the school labs for extra tu toring.I am very talented in gymnasium and my talent helped me get admitted in the varsity cheerleading team during my junior year, where I learnt to cultivate my interpersonal skills. During practice I dedicated all my energies to the teams performance and was promoted me to the assistant co-captain of the varsity cheerleading team.I had supportive friends in the team, who with my coaches assisted me to solve difficult class work problems. They lifted my self-esteem in believing in me. Through the team I learnt that to succeed I needed to have self-confidence.During my sophomore year I attended sylvan learning center, where I learnt to study and improve my skills to become academically successful. In the center I was able to develop good interpersonal skills and improve my communication skills. This has enabled me cultivate good leadership qualities.I believe am capable of getting in the university and once am there I will use talents in the gymnasium to occupy my free time. Being idle is a way of causing distraction and I want to remain focused during my academic years. Iwill use my interpersonal skills to develop good relations with a students and also to be become a student leader. I will study hard in the university to achieve all my goals despite my condition. I believe in working hard to be successful. Work citedStein, E, Amy. Fragments: Coping with attention Deficit Disorder. Haworth press. 2003. 91-120.

A Civilized Society

A Civilized Society What is the meaning of a society? A historian might say a society is a group of people living in an ordered community that has a hierarchy. An adult might say that a society is a community of people that have certain jobs and a community that has schools for their children to go to. A child might not even know what the meaning of society is. Their answers differ because there is not a book written in history that clearly defines what a society is. But when â€Å"society† is narrowed down into â€Å"civilized† society, it is here that agreements are distinguished.Most people agree that the time and place they live in at this present moment is civilized, even though spirits are still believed in. This also means that time periods that are not considered â€Å"civilized† in today’s terms, are considered civilized to the people living in that time period. In the book Beowulf, a book written in the seventh or eight century by an anonymous au thor, there are two societies, the Danes, who reside in Denmark, and the Geats, who reside in southern Sweden.This book is named after a person; not surprisingly, this person is named Beowulf, a Geat who later becomes the king of the Geats. The Anglo-Saxon society in the book Beowulf is civilized because they believe in monsters and their leaders and group members have clear expectations. One might be surprised that a civilized society believes in monsters, however, even societies today believe in monsters through television. Societies today create horror movies purely for entertainment; however, it is a known fact that the monsters in the horror movies are not real.On that note, the anonymous author of Beowulf may have written the book purely for the entertainment of his people, all the while knowing that monsters do not exist, after all, it is probably the closest thing his society has to watching a horror movie. Grendel, the first monster Beowulf fights, is â€Å"conceived by a pair of those monsters born of Cain (105-106). † This is physically impossible because Cain is a human and Grendel is an actual monster in the book.Another fact that Beowulf was written for entertainment purposes is the fact that the author uses suspension of disbelief, meaning that the readers believe things that are impossible in real for the sake of enjoying the book. For example, â€Å"[Beowulf] sank through the waves†¦(1495)† â€Å"for hours†¦(1495)† to fight Grendel’s mother, â€Å"the mighty water witch (1519). † This is an example of suspension of disbelief because it is physically impossible for a human to swim under water for hours without breathing.The Anglo-Saxon society is a civilized society because while today’s society creates horror movies for entertainment, the author creates the book, Beowulf, for the entertainment of his people. As stated above, a society is a community of people that have certain jobs they must perform. This definition of a society is a factor of what a civilized society is. In Anglo-Saxon culture, a leader and his comitatus have clear expectations. In today’s society, a leader leads the country and commands his people through the office of the prime minister.However, a leader in Anglo-Saxon culture does a little more than leading his country and commanding his people. In the book, Beowulf, there are two main leaders: Hrothgar (a Danish king) and Beowulf. These two leaders have the responsibility of bringing glory for their country. When Hrothgar took the throne after his father, he â€Å"led the Danes to such glory that comrades and kinsmen swore by his sword (65-66). † Beowulf brings glory to his country by killing Grendel, the beast that has been haunting Herot for a long time, and by killing Grendel’s mother, â€Å"the mighty water witch (1519). Then when Beowulf becomes the king of Geatland, he â€Å"†¦held it long and well (2208). †A s a leader has responsibilities, group members also have their responsibilities. In today’s society, they are responsible of helping each other, but sometimes they do not always carry out the task. However, a comitatus in Anglo-Saxon society have the responsibility of helping the leader when he needs help. There was only one comitatus in Beowulf and they are Beowulf’s men. Beowulf’s comitatus are by his side during his three battles. However, Beowulf’s comitatus was readily available to help him in one out of the three battles.During the battle with Grendel, â€Å"all of Beowulf’s/Band had jumped from their beds, ancestral/Swords raised and ready†¦(795-796). † This is only battle that Beowulf’s comitatus is readily available in to help. During Beowulf’s battle with Grendel’s mother, the Danes left the swamp thinking Beowulf had died, but â€Å"the Geats stayed, sat sadly, watching,/Imagining they saw their lord but not believing/ They would ever see him again(1602-1603). † It is here that we start to see that the role of the comitatus start to change because the comitatus are at shore while Beowulf was under water, so, if Beowulf eeded their help, they would not be able to help him. In Beowulf’s last battle, the battle against the dragon, â€Å"none of his comrades/ Came to him, helped him (2596-2597)† when Beowulf could not fight the dragon alone, they also ran away for their lives. At this point in the story, the role of a comitatus is no more. The Anglo-Saxon society is civilized only when the leaders and team members, the comitatus, carry out responsibilities. The Anglo-Saxon society is civilized because they believe in monsters through stories, and their leaders and comitatus have responsibilities, although sometimes the comitatus do not perform their responsibility.It is because they do not perform their duty in the battle with the dragon that the age of warriors end s. One can argue that the age of warriors is a civilized time period, however, when the comitatus ran away from the battle, it is there that signs of an uncivilized civilization is seen. Therefore, it can be said that â€Å"now the giving of swords, of golden/ Rings and rich estates, is over,/ Ended for you and everyone who shares/ Your blood: when the brave Geats hear/ How you bolted and ran none of your race/ Will have anything left but their lives(2884-2888). †

Berlin Brandenburg Airport Project To Report To The Project Board And Critical Reflections On The Role Of Being A Project Manager

Recommendations have also been made to seek to ensure the ongoing success of the project and to seek to ensure that these types of issues do not arise again. 1. Introduction This report has been compiled to seek to inform the project board of how our stakeholders may be perceiving delays which have arisen during the Brandenburg Airport project (BBC, 2013). In recent news coverage (BBC, 2013; Local, 2013) it has become apparent that a number of stakeholders have become critical of the project delays, therefore it may be necessary to engage with these groups to seek to positively influence their options in regards to this project (Atkinson, 1999). 2. Stakeholder Perception of repeated delays A number of dissatisfied stakeholders have been identified through recent news reports (BBC, 2013; Local, 2013). This is concerning as to ensure that the project is an ongoing success (Wang and Huang, 2006) it is important that we seek to positively influence their opinions (Bourne, 2005). Each of these stakeholders has to varying degrees expressed concerns over the delays (BBC, 2013; Local, 2013). Therefore, we must seek to enhance their opinion, though as these groups are so diverse a number of means will need to be utilised (Bourne and Walker, 2008), suggestion solutions for the Project Board to consider are outlined in Table 1. StakeholderDefinition of their RoleStakeholder GoalsStakeholder concerns The proposed effective means of engagement with timescales for implementationReferences Potential PassengersPotential passengers arriving or departing or transferring through the new airportMove quickly through the airport Be able to plan flights from the new airport in advanceAirport will not be ready to receive them when they have planned to fly through therePress releases which may encourage potential passenger to not worry about the delays to date on the project. This should be implemented by the end of this week by the new project manager.(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003) Possible Air carriersNational and international organisations planning to be based from the airportMaximise planning for future passenger and traffic volumes Maximize planning for the number of destinations served and the frequencies of those servicesThe delays in the project have affected the carriers’ ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks.(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003; Sarkis Talluri 2004) Potential Aviation usersAir Taxis and Corporate or Business Aviation SuppliersMaximise planning for future passenger and traffic volumes Maximise planning for the number of destinations served and the frequencies of those servicesThe delays in the project have affected the aviation user’s ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks(Rhoades et al. 2000) Airport Operations/ OrganisationStaff responsible for the management and operations of the airportPlan to achieve high security and safety Plan revenue streams Plan for passenger numbers Ensure service infrastructure is sufficient The delays in the project have affected the operations and organisational teams ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next three months.(Upham 2003; Rhoades et al. 2000; Sarkis Talluri 2004) Investors in the developmentIndividuals, organisations or credit ratings agenciesTo optimise the financial returns on their investment The delays in the project have affected how quickly investors will see a return and the extent to which profits can be made due to the increased costs of the project.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next weeks(Neufville Odoni 2003) Potential franchises or concessionary ownersOperators of passenger services in the airport Plan for services for passenger to generate revenue streamsThe delays in the project have affected the teams ability to plan ahead to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next eight weeks(Rhoades et al. 2000; Neufville Odoni 2003) Potential service providersProviders of services to air carriers, such as fuelPlan to maximise traffic volumes and turnaround of services for aviation users and air carriersThe delays in the project have affected the service providers ability to plan ahead to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next eight weeks(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003) Federal governmentPlanning consents, planner whom operates operator of air traffic control and security, and system regulator.Plan and monitor airport development and growth Make ensure all safety and security and efficiency measures are met. The delays in the project have affected the government’s ability to plan operations to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next four weeks(Upham 2003; Neufville Odoni 2003; Sarkis Talluri 2004) Local officials or political organisationsLocal entities Maximise financial gains Minimise impacts on local populations The delays in the project have affected the financial planning and negatively impacted upon local residents due to the increased construction timeline.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks(Upham 2003; Neufville Odoni 2003; Sarkis Talluri 2004) Local communities affected by the developmentResidents near the airportMaximise economic gains. Minimise noise and emissionsThe delays in the project have affected the financial planning and negatively impacted upon local residentsMeetings should be arranged with the project team to discuss the delays. This should be planned an implemented within six weeks(Upham 2003) Table 1. Identified stakeholders, their goals and how and when each group should be engaged. This plan should be considered and approved by the Project Board as soon as possible (Hillman and Keim, 2001; Karsen et.al. 2008). 3. Lessons Learnt A number of lessons may be learnt from the implementation of this project (BBC, 2013; Local, 2013). It’s important the Project Board reviews what has gone well, what could have gone better and how things may be undertaken differently in the future (Kerzner, 2012).. This will help to ensure that the project is implemented in light of the lessons which have been learnt far. The most important lessons which have been learned so far should be considered at the next Project Board meeting. These have been identified by reviewing the project’s progress to date (BBC, 2013; Local, 2013). Therefore the lessons that need to be considered are: The importance of maintaining ongoing communication with all stakeholders (Wang and Huang, 2006). The importance of contingency planning (Anderson and Grude, 2009). The importance of feasibility studies and the appraisal of various management systems e.g. for fire safety or for baggage transportation (Kerzner, 2012) (based on BBC, 2013; Local, 2013). At the next Project Board meeting each of these three factors should be considered, as each one has had a detrimental effect on the project to date (BBC, 2013; Local, 2013). The Board should consider how ongoing communication is managed with stakeholders, as to date the project failures have been widely published (BBC, 2013; Local, 2013). This has led to concerns being raised over the project’s implementation and the capabilities of the project team (BBC, 2013; Local, 2013). It’s well documented that stakeholder engagement is a key factor which may affect a project’s success or failure (see as an example; Phillips et.al. 2012; Wang and Huang, 2006; Yuan et.al. 2009). Therefore, it is imperative that the Board considers the ongoing stakeholder engagement and seek to learn from our recent experiences. Additionally, another important factor that the Board should consider is the implementation of contingency planning for the remainder of the project. To date, a number of technical issues have arisen, however due to the lack of contingency planning in the early stages of the project the costs have now risen and the delivery timeline has increased (BBC, 2013; Local, 2013). If contingency planning was utilised in the early stages of this project it is more likely that it could have been delivered (Thamhain, 1986) in line with the programme and on budget with the required quality standards (Anderson and Grude, 2009). Furthermore, another important lesson that the Board should consider is the importance of undertaking feasibility studies (Soderlund, 2002) and the appraisal of various management systems e.g. for fire safety or for baggage transportation. To date, the delays in this project have stemmed from critical systems failures (Kerzner, 2012). The importance of undertaking meaningful feasibility studies to achieve project success is well documented (see as an example: Mackenzie and Cusworth, 2007; McNulty, 2004). Therefore, to ensure that these problems do not arise again, it is imperative that the Project Board seeks to review and plan how feasibility studies will be conducted for the remaining duration of this project. Each of these factors and the impacts that they have had on the project’s implementation to date (BBC, 2013; Local, 2013) must be considered by the Project Board at their next meeting (Anderson and Grude, 2009). If these issues are considered, discussed and plans are implemented to seek to redress these (in line with the recommendations that have been outlined for each one above) it is possible that the project will be delivered within the revised programme, to budget whilst meeting the quality standards that are necessary (Mackenzie and Cusworth, 2007; McNulty, 2004). This is imperative to seek to ensure that no more delays are caused by the project team and to ensure that the costs and project programme do not need to be increased further (Thamhain, 1986), as this will have a detrimental impact on how our stakeholders view the project. 4. Critical Reflections of the Role of a Project Manager Project managers need to have a variety of skills in order to successfully implement projects in a variety of settings. The key skills that are pertinent to them being able to attain success are as follows: Be organised (Frame, 1999) Be able to multi-task (Kerzner, 2013) Being able to prioritise (Atkinson, 1999) Be able to disseminate information clearly (El-Sabaa, 2001) Be a leader of people (Pinto and Trailer, 1998) Be able to foresee issues and seek to mitigate them (Kerzner, 2003) Be able to understand costs and predict when these may increase. Be able to plan a project and manage its programme (Brown, 2000) Be able to engage stakeholders positively (Verma, 1996) Understand and communicate priorities so that the project team delivers on time (El-Sabaa, 2001). Be aware of quality standards and ensured that they are adhered to throughout the project (Atkinson, 1999) Each of these factors affects the successful implementation of projects (Kerzner, 2013). To date, many of these skills have been learnt from practically implementing projects, as project manager’s gain experience through undertaking these their skills improve (El-Sabaa, 2001). Through my experience, I have already gained many of these skills. However, it is necessary for me to improve my communication and engagement skills as most of the work that I have undertaken has been away from relevant stakeholders or insider my project team. Therefore, it would be useful to engage with some external stakeholders so that I could enhance my communication and engagement skills in practice (Brown, 2000). 5.Conclusion In conclusion, this report was compiled to seek to inform the project board of how our stakeholders may be perceiving delays which have arisen during the Brandenburg Airport project (BBC, 2013). A number of solutions have been provided for the Project Board to consider. It is hoped that the implementation of these will enable the project to be completed to quality standards, on time and to budget. 6. References Andersen, E. S., Grude, K. (2009). Goal directed project management: effective techniques and strategies. Kogan Page. Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International journal of project management, 17(6), 337-342. BBC (2013) Troubled Berlin airport opening delayed yet again. Available from http://www.bbc.co.uk/news/world-europe-20936798.(Accessed 05/05/2013) Bourne, L., Walker, D. H. (2005). Visualising and mapping stakeholder influence. Management Decision, 43(5), 649-660. Bourne, L., Walker, D. H. (2008). Project relationship management and the Stakeholder Circleâ„ ¢. International Journal of Managing Projects in Business, 1(1), 125-130. Brown, K. A. (2000). Developing project management skills: A service learning approach. Project Management Journal, 31(4), 53-58. El-Sabaa, S. (2001). The skills and career path of an effective project manager. International journal of project management, 19(1), 1-7. Frame, J. D. (1999). Project management competence: Building key skills for individuals, teams, and organizations (p. 232). Jossey-Bass. Hillman, A. J., Keim, G. D. (2001). Shareholder value, stakeholder management, and social issues: what’s the bottom lineStrategic management journal, 22(2), 125-139. Karlsen, J. T., Gr?e, K., Massaoud, M. J. (2008). Building trust in project-stakeholder relationships. Baltic Journal of Management, 3(1), 7-22. Kerzner, H. (2003). Advanced project management: Best practices on implementation. Wiley. Kerzner, H. (2012). Project management case studies. Wiley. Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. Wiley. The Local (2013) Now Berlin Airport won’t open before 2015. Available from http://www.thelocal.de/national/20130117-47393.html#.UYXds7WTiio (Accessed 05/05/2013) Mackenzie, W., Cusworth, N. (2007, June). The use and abuse of feasibility studies. In Proceedings of the Project Evaluation Conference (pp. 1-12). McNulty, T. P. (2004). Minimization of delays in plant start-ups. In Improving and Optimizing Operations: Things That Actually Work! Plant Operators’ Forum 2004 (pp. 113-120). Neufville, R.D. Odoni, A.R., (2003). Airport systems, McGraw-Hill Professional. Phillips, J. J., Bothell, T. W., Snead, G. L. (2012). The project management scorecard. Routledge. Rhoades, D.L., Jr, B.W. Young, S., (2000). Developing a quality index for US airports. Managing Service Quality, 10(4), 257 – 262. Sarkis, J., (2000). An analysis of the operational efficiency of major airports in the United States. Journal of Operations Management, 18(3), 335-351. Sarkis, J. Talluri, S., (2004). Performance based clustering for benchmarking of US airports. Transportation Research Part A: Policy and Practice, 38(5), 329-346. Soderlund, J. (2004). Building theories of project management: past research, questions for the future. International journal of project management, 22(3), 183-191. Thamhain, H. J., Wilemon, D. L. (1986). Criteria for controlling projects according to plan. Project Management Journal. PN11. Drexcll Hill. PA. Upham, P.J., (2003). Towards sustainable aviation, Earthscan. Verma, V. (1996, January). The human aspects of project management: human resource skills for the project manager, volume two. Project Management Institute. Wang, X., Huang, J. (2006). The relationships between key stakeholders’ project performance and project success: Perceptions of Chinese construction supervising engineers. International Journal of Project Management, 24(3), 253-260. Yuan, J., Skibniewski, M. J., Li, Q., Zheng, L. (2009). Performance objectives selection model in public-private partnership projects based on the perspective of stakeholders. Journal of Management in Engineering, 26(2), 89-104. Berlin Brandenburg Airport Project To Report To The Project Board And Critical Reflections On The Role Of Being A Project Manager Recommendations have also been made to seek to ensure the ongoing success of the project and to seek to ensure that these types of issues do not arise again. 1. Introduction This report has been compiled to seek to inform the project board of how our stakeholders may be perceiving delays which have arisen during the Brandenburg Airport project (BBC, 2013). In recent news coverage (BBC, 2013; Local, 2013) it has become apparent that a number of stakeholders have become critical of the project delays, therefore it may be necessary to engage with these groups to seek to positively influence their options in regards to this project (Atkinson, 1999). 2. Stakeholder Perception of repeated delays A number of dissatisfied stakeholders have been identified through recent news reports (BBC, 2013; Local, 2013). This is concerning as to ensure that the project is an ongoing success (Wang and Huang, 2006) it is important that we seek to positively influence their opinions (Bourne, 2005). Each of these stakeholders has to varying degrees expressed concerns over the delays (BBC, 2013; Local, 2013). Therefore, we must seek to enhance their opinion, though as these groups are so diverse a number of means will need to be utilised (Bourne and Walker, 2008), suggestion solutions for the Project Board to consider are outlined in Table 1. StakeholderDefinition of their RoleStakeholder GoalsStakeholder concerns The proposed effective means of engagement with timescales for implementationReferences Potential PassengersPotential passengers arriving or departing or transferring through the new airportMove quickly through the airport Be able to plan flights from the new airport in advanceAirport will not be ready to receive them when they have planned to fly through therePress releases which may encourage potential passenger to not worry about the delays to date on the project. This should be implemented by the end of this week by the new project manager.(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003) Possible Air carriersNational and international organisations planning to be based from the airportMaximise planning for future passenger and traffic volumes Maximize planning for the number of destinations served and the frequencies of those servicesThe delays in the project have affected the carriers’ ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks.(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003; Sarkis Talluri 2004) Potential Aviation usersAir Taxis and Corporate or Business Aviation SuppliersMaximise planning for future passenger and traffic volumes Maximise planning for the number of destinations served and the frequencies of those servicesThe delays in the project have affected the aviation user’s ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks(Rhoades et al. 2000) Airport Operations/ OrganisationStaff responsible for the management and operations of the airportPlan to achieve high security and safety Plan revenue streams Plan for passenger numbers Ensure service infrastructure is sufficient The delays in the project have affected the operations and organisational teams ability to plan ahead to reach their goals.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next three months.(Upham 2003; Rhoades et al. 2000; Sarkis Talluri 2004) Investors in the developmentIndividuals, organisations or credit ratings agenciesTo optimise the financial returns on their investment The delays in the project have affected how quickly investors will see a return and the extent to which profits can be made due to the increased costs of the project.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next weeks(Neufville Odoni 2003) Potential franchises or concessionary ownersOperators of passenger services in the airport Plan for services for passenger to generate revenue streamsThe delays in the project have affected the teams ability to plan ahead to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next eight weeks(Rhoades et al. 2000; Neufville Odoni 2003) Potential service providersProviders of services to air carriers, such as fuelPlan to maximise traffic volumes and turnaround of services for aviation users and air carriersThe delays in the project have affected the service providers ability to plan ahead to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next eight weeks(Upham 2003; Rhoades et al. 2000; Neufville Odoni 2003) Federal governmentPlanning consents, planner whom operates operator of air traffic control and security, and system regulator.Plan and monitor airport development and growth Make ensure all safety and security and efficiency measures are met. The delays in the project have affected the government’s ability to plan operations to reach their goalsMeetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next four weeks(Upham 2003; Neufville Odoni 2003; Sarkis Talluri 2004) Local officials or political organisationsLocal entities Maximise financial gains Minimise impacts on local populations The delays in the project have affected the financial planning and negatively impacted upon local residents due to the increased construction timeline.Meetings should be arranged with the project team to discuss the delays and to share the new project programme. This should be planned an implemented within the next six weeks(Upham 2003; Neufville Odoni 2003; Sarkis Talluri 2004) Local communities affected by the developmentResidents near the airportMaximise economic gains. Minimise noise and emissionsThe delays in the project have affected the financial planning and negatively impacted upon local residentsMeetings should be arranged with the project team to discuss the delays. This should be planned an implemented within six weeks(Upham 2003) Table 1. Identified stakeholders, their goals and how and when each group should be engaged. This plan should be considered and approved by the Project Board as soon as possible (Hillman and Keim, 2001; Karsen et.al. 2008). 3. Lessons Learnt A number of lessons may be learnt from the implementation of this project (BBC, 2013; Local, 2013). It’s important the Project Board reviews what has gone well, what could have gone better and how things may be undertaken differently in the future (Kerzner, 2012).. This will help to ensure that the project is implemented in light of the lessons which have been learnt far. The most important lessons which have been learned so far should be considered at the next Project Board meeting. These have been identified by reviewing the project’s progress to date (BBC, 2013; Local, 2013). Therefore the lessons that need to be considered are: The importance of maintaining ongoing communication with all stakeholders (Wang and Huang, 2006). The importance of contingency planning (Anderson and Grude, 2009). The importance of feasibility studies and the appraisal of various management systems e.g. for fire safety or for baggage transportation (Kerzner, 2012) (based on BBC, 2013; Local, 2013). At the next Project Board meeting each of these three factors should be considered, as each one has had a detrimental effect on the project to date (BBC, 2013; Local, 2013). The Board should consider how ongoing communication is managed with stakeholders, as to date the project failures have been widely published (BBC, 2013; Local, 2013). This has led to concerns being raised over the project’s implementation and the capabilities of the project team (BBC, 2013; Local, 2013). It’s well documented that stakeholder engagement is a key factor which may affect a project’s success or failure (see as an example; Phillips et.al. 2012; Wang and Huang, 2006; Yuan et.al. 2009). Therefore, it is imperative that the Board considers the ongoing stakeholder engagement and seek to learn from our recent experiences. Additionally, another important factor that the Board should consider is the implementation of contingency planning for the remainder of the project. To date, a number of technical issues have arisen, however due to the lack of contingency planning in the early stages of the project the costs have now risen and the delivery timeline has increased (BBC, 2013; Local, 2013). If contingency planning was utilised in the early stages of this project it is more likely that it could have been delivered (Thamhain, 1986) in line with the programme and on budget with the required quality standards (Anderson and Grude, 2009). Furthermore, another important lesson that the Board should consider is the importance of undertaking feasibility studies (Soderlund, 2002) and the appraisal of various management systems e.g. for fire safety or for baggage transportation. To date, the delays in this project have stemmed from critical systems failures (Kerzner, 2012). The importance of undertaking meaningful feasibility studies to achieve project success is well documented (see as an example: Mackenzie and Cusworth, 2007; McNulty, 2004). Therefore, to ensure that these problems do not arise again, it is imperative that the Project Board seeks to review and plan how feasibility studies will be conducted for the remaining duration of this project. Each of these factors and the impacts that they have had on the project’s implementation to date (BBC, 2013; Local, 2013) must be considered by the Project Board at their next meeting (Anderson and Grude, 2009). If these issues are considered, discussed and plans are implemented to seek to redress these (in line with the recommendations that have been outlined for each one above) it is possible that the project will be delivered within the revised programme, to budget whilst meeting the quality standards that are necessary (Mackenzie and Cusworth, 2007; McNulty, 2004). This is imperative to seek to ensure that no more delays are caused by the project team and to ensure that the costs and project programme do not need to be increased further (Thamhain, 1986), as this will have a detrimental impact on how our stakeholders view the project. 4. Critical Reflections of the Role of a Project Manager Project managers need to have a variety of skills in order to successfully implement projects in a variety of settings. The key skills that are pertinent to them being able to attain success are as follows: Be organised (Frame, 1999) Be able to multi-task (Kerzner, 2013) Being able to prioritise (Atkinson, 1999) Be able to disseminate information clearly (El-Sabaa, 2001) Be a leader of people (Pinto and Trailer, 1998) Be able to foresee issues and seek to mitigate them (Kerzner, 2003) Be able to understand costs and predict when these may increase. Be able to plan a project and manage its programme (Brown, 2000) Be able to engage stakeholders positively (Verma, 1996) Understand and communicate priorities so that the project team delivers on time (El-Sabaa, 2001). Be aware of quality standards and ensured that they are adhered to throughout the project (Atkinson, 1999) Each of these factors affects the successful implementation of projects (Kerzner, 2013). To date, many of these skills have been learnt from practically implementing projects, as project manager’s gain experience through undertaking these their skills improve (El-Sabaa, 2001). Through my experience, I have already gained many of these skills. However, it is necessary for me to improve my communication and engagement skills as most of the work that I have undertaken has been away from relevant stakeholders or insider my project team. Therefore, it would be useful to engage with some external stakeholders so that I could enhance my communication and engagement skills in practice (Brown, 2000). 5.Conclusion In conclusion, this report was compiled to seek to inform the project board of how our stakeholders may be perceiving delays which have arisen during the Brandenburg Airport project (BBC, 2013). A number of solutions have been provided for the Project Board to consider. It is hoped that the implementation of these will enable the project to be completed to quality standards, on time and to budget. 6. References Andersen, E. S., Grude, K. (2009). Goal directed project management: effective techniques and strategies. Kogan Page. Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria. International journal of project management, 17(6), 337-342. BBC (2013) Troubled Berlin airport opening delayed yet again. Available from http://www.bbc.co.uk/news/world-europe-20936798.(Accessed 05/05/2013) Bourne, L., Walker, D. H. (2005). Visualising and mapping stakeholder influence. Management Decision, 43(5), 649-660. Bourne, L., Walker, D. H. (2008). Project relationship management and the Stakeholder Circleâ„ ¢. International Journal of Managing Projects in Business, 1(1), 125-130. Brown, K. A. (2000). Developing project management skills: A service learning approach. Project Management Journal, 31(4), 53-58. El-Sabaa, S. (2001). The skills and career path of an effective project manager. International journal of project management, 19(1), 1-7. Frame, J. D. (1999). Project management competence: Building key skills for individuals, teams, and organizations (p. 232). Jossey-Bass. Hillman, A. J., Keim, G. D. (2001). Shareholder value, stakeholder management, and social issues: what’s the bottom lineStrategic management journal, 22(2), 125-139. Karlsen, J. T., Gr?e, K., Massaoud, M. J. (2008). Building trust in project-stakeholder relationships. Baltic Journal of Management, 3(1), 7-22. Kerzner, H. (2003). Advanced project management: Best practices on implementation. Wiley. Kerzner, H. (2012). Project management case studies. Wiley. Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. Wiley. The Local (2013) Now Berlin Airport won’t open before 2015. Available from http://www.thelocal.de/national/20130117-47393.html#.UYXds7WTiio (Accessed 05/05/2013) Mackenzie, W., Cusworth, N. (2007, June). The use and abuse of feasibility studies. In Proceedings of the Project Evaluation Conference (pp. 1-12). McNulty, T. P. (2004). Minimization of delays in plant start-ups. In Improving and Optimizing Operations: Things That Actually Work! Plant Operators’ Forum 2004 (pp. 113-120). Neufville, R.D. Odoni, A.R., (2003). Airport systems, McGraw-Hill Professional. Phillips, J. J., Bothell, T. W., Snead, G. L. (2012). The project management scorecard. Routledge. Rhoades, D.L., Jr, B.W. Young, S., (2000). Developing a quality index for US airports. Managing Service Quality, 10(4), 257 – 262. Sarkis, J., (2000). An analysis of the operational efficiency of major airports in the United States. Journal of Operations Management, 18(3), 335-351. Sarkis, J. Talluri, S., (2004). Performance based clustering for benchmarking of US airports. Transportation Research Part A: Policy and Practice, 38(5), 329-346. Soderlund, J. (2004). Building theories of project management: past research, questions for the future. International journal of project management, 22(3), 183-191. Thamhain, H. J., Wilemon, D. L. (1986). Criteria for controlling projects according to plan. Project Management Journal. PN11. Drexcll Hill. PA. Upham, P.J., (2003). Towards sustainable aviation, Earthscan. Verma, V. (1996, January). The human aspects of project management: human resource skills for the project manager, volume two. Project Management Institute. Wang, X., Huang, J. (2006). The relationships between key stakeholders’ project performance and project success: Perceptions of Chinese construction supervising engineers. International Journal of Project Management, 24(3), 253-260. Yuan, J., Skibniewski, M. J., Li, Q., Zheng, L. (2009). Performance objectives selection model in public-private partnership projects based on the perspective of stakeholders. Journal of Management in Engineering, 26(2), 89-104.

Religion and War in the New Testament Essay Example | Topics and Well Written Essays - 500 words

Religion and War in the New Testament - Essay Example This is, however, blurry when it comes to the â€Å"just war†. Many religions believe in a just war whereby is necessary an unavoidable in order to protect its followers from persecution. In the New Testament, Christians at that time were taught to â€Å"Turn the other cheek† when confronted by another (Mathew 5.39). It was also Jesus who barred his disciple from using a sword to fight the soldiers who were there to capture Jesus. This clearly shows that Jesus was against violence. Christians usually follow the teachings of Jesus, but this is one of the many facts that have been overlooked. Many argue that each state of affairs is special and should be independently analyzed. This may be true, but it creates possibilities for loopholes. There are people who take advantage of such situations to push for their own agenda. Although many armed conflicts may portray a hint of religious concern in their fight, there are always some underlying issues like power struggles, inequality, resources, oppression and ethnicity. Each of these factors is usually made worse by the other. However, despite the main reason for the armed conflict it is important to remember that war has moral repercussions. Many armed conflict use religion to seek mass and unquestionable support from their unsuspecting followers. In this way, they can push their agenda without question. They exploit the ignorance and the sincerity of the people towards their religion. At this point, one may be inclined to think that, without religion, there would be no wars. Without religion wars would still be fought, but for other reasons. War comes naturally to humans. People would still fight over positions, possessions etc. Religion, despite the fact that it is seen as a war catalyst, is the same one that presents to humans another idea of peace. Without religion, the idea of peace would not exist. Peace, unlike war, is not natural to humans.

Critical Path Essential in Project Planning Assignment

Critical Path Essential in Project Planning - Assignment Example quence of choice is very important and starting with those problems in the critical path helps reduce any delays since the critical path dictates the total project duration. The author also argues that dealing with problems in the critical path is logical since tasks tackled later only have at their disposal the resources left by tasks undertaken before them. Hence, there is need to prioritize the problems in the critical path to avoid resource deficiencies for critical tasks. Since Task B is an integral part of the critical path in the PERT chart, it takes the first priority over the C and D which are not part of the critical path. Problems in task B will cause undesirable slack times and delays in the critical path which in turn lengthens the total project time and attracts penalties. Besides the fines and penalties, longer projects usually result in more costs and thus, efforts have to be placed on correcting problems in the critical path to avoid budget strains. As already stated earlier, the critical path has limited flexibility and thus problems in the tasks involved should receive the first priority. Tasks not in the critical path are mostly flexible; hence, C and D can be corrected later without any significant impacts on the total project time and costs. The remaining problems in tasks C and D can be prioritized based on the project scheduling analysis. Here, the hierarchy of tasks in terms of which task is dependent on the other for the project to proceed according to plans will be used. Hence, the priority in solving problems in tasks C and D will be given to the task that should come prior to the other in the project schedule. According to Lester (2007), the project schedule entails time analysis and logical hierarchy, where the project management team determines which tasks require to be completed before other tasks. It consists of establishing interdependencies, time analysis and identifying the key performance indicators for the given project.

Racial Disparities in Criminal Justice Research Paper

Racial Disparities in Criminal Justice - Research Paper Example Racial disparity in the criminal justice system is a situation in which the numbers of individuals from an ethnic group or race under the control of the criminal justice system is disproportionately greater than their numbers in the rest of the population. Such a situation casts a bad light and suspicion upon the criminal justice system and as a result calls for intervention and study. Through reviewing literature from the turn of this millennium this study will demonstrate the presence and extent of racial disparity currently within the criminal justice system stages. This will involve a review of the statistics of the situation, causes of this racial disparity, its impacts and possible interventions. Racial disparity within the criminal justice system will then be discussed in terms of ethics and how it transgresses the principals and foundations on which America was built. The Statistics The figures available on this issue paint a grim picture of the situation indicating that the racial disparity is as a result of cumulative decisions made in the criminal justice system. While African Americans make up only 12.7% of the US population they contribute 48.2% of all adults in the American jails. Interestingly, while Whites contribute 72% of all drug abusers and African Americans only 15%, the latter are arrested more for drug abuse. Latinos make up 18.6% of the population in prisons and 22.5% of all arrested drug abusers when they are only 11.1% of the entire population. 4% of all American Indian adults are under control of the criminal justice system which is more than twice the Whites while considering the considerably small numbers of American Indians today. 42.5% of all prisoners awaiting capital punishment are African American which translates to over thrice their national population. As of 2003, the rate of imprisonment per 100,000 for every race was 2,526 for African Americans, 997 for Latinos, 709 for American Indians and only 376 for Whites. The chances that an African American person will be incarcerated at one point in their lifetime is 32%, 17% for Latinos and 6% for Whites which translates to 1 in every 3 African Americans, 1 in every 6 Latinos and 1 in every 17 Whites. The emerging trends in drug crime indicate that colored women are the highest growing proportion in jails (Coker, 2003; Pager et al, 2009). Nearly 10% of young African American men (24-29 years) were in jails while 25% of African Americans aged 18-34 were under the criminal justice system compared to 6% whites in the same age brackets at the turn of the millennium. When compared to other criminal justice systems around the world, the rate of African American imprisonment can only be termed as astronomical by world standards (Pager, et al., 2009). Breaking the figures down according to stages of the criminal justice system reveals that there is racial and ethnic disparity during arrests. Minority drivers are stopped and searched for contraband at higher rates. 5 .2% of African Americans and 4.2% Latinos are stopped by police when driving as compared to 2.6% of Whites. Law enforcement officers are more likely to conduct a search on a vehicle with African Americans as occupants (15.9%) and Latinos (14.2%) than Whites (7.9%). 75.7% of African Americans and 79.4% of Hispanics are likely to be given tickets when stopped compared to

Legal Issues in Reduction of Workforce Case Study

Legal Issues in Reduction of Workforce - Case Study Example How did you balance the legal risk of terminating individuals from a protected class against the business risk of losing valuable talent Are there are any extenuating regulatory circumstances(e.g exceptions to employment at will, or collective bargaining agreement )that would affect the decision to terminate the above referenced employees Collective bargaining consists of negotiations between an employer and a group of employees so as to determine the conditions of employment. The result of collective bargaining procedures is a collective agreement. Employees are often represented in bargaining by a union or other labor organization. Collective bargaining is governed by federal and state statutory laws, administrative agency regulations, and judicial decisions. In areas where federal and state law overlap, state laws are preempted. See, U.S. Constitution, Art. VI The main body of law governing collective bargaining is the National Labor Relations Act (NLRA). It explicitly grants employees the right to collectively bargain and join trade unions. The NLRA was originally enacted by Congress in 1935 under its power to regulate interstate commerce. See, U.S. Constitution Art. I, Section 8. ... The act prohibits employers from interfering with this selection. The NLRA requires the employer to bargain with the appointed representative of its employees. It does not require either side to agree to a proposal or make concessions but does establish procedural guidelines on good faith bargaining. Proposals which would violate the NLRA or other laws may not be subject to collective bargaining. The NLRA also establishes regulations on what tactics (e.g. strikes, lock-outs, picketing) each side may employ to further their bargaining objectives. State laws further regulate collective bargaining and make collective agreements enforceable under state law. They may also provide guidelines for those employers and employees not covered by the NLRA, such as agricultural laborers. Arbitration is a method of dispute resolution used as an alternative to litigation. It is commonly designated in collective agreements between employers and employees as the way to resolve disputes. The parties select a neutral third party (an arbiter) to hold a formal or informal hearing on the disagreement. The arbiter then issues a decision binding on the parties. Both federal and state law governs the practice of arbitration. While the Federal Arbitration Act, by its own terms, is not applicable to employment contracts, federal courts are increasingly applying the law in labor disputes. Fourty-nine states have adopted the Uniform Arbitration Act (1956) as state law. Thus, the arbitration agreement and decision of the arbiter may be enforceable under state and federal law. Employment Discrimination laws seek to prevent discrimination based on race, sex, religion, national origin, physical disability, and age by

Think of a song you like and compare that poem to Nezahualcoyotl Article

Think of a song you like and compare that poem to Nezahualcoyotl - Article Example Further, he asks people to wake up and see the light while Netzahualcoyotl really fears about life since he is sure about death because he believes in Theological teaching (William, 496). Netzahualcoyotl is worried and sad since he knows that everything will come to pass. Strong gold and jades fall away from each other and wear away, so will the brittle faces and heart fades, however decorous they may be (Portilla, 291). Bob Marley calls on people to stop worrying and live their lives to the maximum and fight for it aggressively since it is their right to live. The poem also depicts the state of hopelessness and fears that Netzahualcoyotl under went through as he affirm that there is no one who can befriend the Giver of life to be favored not to die or grow old (Portilla, 257). Bob urges with zeal to fight for their fundamental right and he doesn’t view life as a favor from the Giver of life. Netzahualcoyotl’s thoughts are directed by theology and philosophy about the divine powers of the Maker’s decision to give life Bob Marley doesn’t believe in any doctrines but believes in the secular world that suggests that living is a

First Viewing of a Horror Film Essay Example | Topics and Well Written Essays - 750 words

First Viewing of a Horror Film - Essay Example There is no emotion other than fear, which has such a lasting impact on our minds. We are not able to come out of it. We just cannot help it. Horror films are one genre of movies that invoke negative emotions in the viewers by manipulating their most imaginative fears. They create such an aura of fright and dreadfulness that we become friends with sleepless nights and eerie feelings for many days to come.   Scream (1996) was the first horror movie I ever saw. It was directed by Wes Craven; and, it starred my favorite heroine at that time, Drew Barrymore. It was one fine evening that my friend and I decided to watch Scream. I was at my friend’s house for a slumber party. We fetched some popcorn after dinner and seated ourselves in front of the television. Back then, we used video cassette players since DVD players had not been invented. My friend inserted a video cassette inside the player, and the movie began on the television screen. The story was about a pair of psychic fr iends who killed young nubile girls for fun’s sake. Casey was a young girl alone in the house. She received a call which she thought of as a prank call. She flirted a little when the caller had already sneaked into her house. Wearing a white mask, the killer chased her, and then stabbed her to death when her parents were just entering the house.  

Furman v. georgia Essay Example for Free

Furman v. georgia Essay The death penalty or capital punishment has been part of our humanity for years and years. Existed since ancient times, according to people a person who has committed an atrocious act, was sentence to death penalty or capital punishment. The death penalty begins back in the 18th century B.C. in the code of king Hammaurabi of Baylon; who was accused of committing 25 crimes. In years past, the punishments where more crucial then today, the execution procedures had no boundaries, forms of killing where endless. Drowning, whacking, â€Å"damnatio ad Bestia† which was death cause by a wild animal, dismemberment: dividing the body into quarter-usually with an ax, throwing then off a high place, impalement: one of the most crucial consisting in beating them with a stick, buried alive, the guillotine: decapitation, wretch they refer as the â€Å"quick, clean and humane† way of doing the killing, death by torture, stoning crucifying was also consider a death penalty act. Jesus Christ was crucified in Jerusalem part of his punishment for being the son of God. Within times pass the process change a little to decapitation, execution, hanging, electrocution, execution by gas and the one use to date lethal injection. (1. History of death penalty) One of the cases that reach the Supreme Court and change the laws in the United States about the death penalty was the case of Furman v. Georgia in 1971. William Henry Furman claimed that his sentencing violated his rights guaranteed by the 14th amendment. (The 14th Amendment was passed after the American Civil War, and was designed to prevent states from denying due process and equal protection under the law to their citizens. And was dividing into sections: the first section of the amendment was to revolutionize federalism, stated that no state could â€Å"deprive any person of life, liberty, or property without due process of law; nor deny to any person within its jurisdiction. The equal protection of the laws, gradually the Supreme Court interpreted the amendment to mean the guarantees of the bill of rights apply to the states as well as the national government.) (2. Our documents) Furman’s v. Georgia: Furman was a 26year old man with very little education. A man that struggle his whole life about making a living, was very depressed and moody all the time there were days when he didn’t have anything to eat, and that’s when he started breaking into homes to be able to survive. He was caught a couple of times but was giving a light or suspended sentence. A psychiatrist had already diagnosed him with emotionally disturbed and mentally impaired. But was still entering homes in order to live. On August 11, 1967 Furman enter a home and was going through some things when he heard a noise and try to escape the home, some said he drop the gun and when it hit the ground it shot and others said he felt and the gun discharge killing Mr. William Joseph Micke Jr. a husband and father of 5 children. The death was truly a tragic, it was an accident that resulted in murder, and his carrying a gun was to protect himself in case or to even scare a person and be able to run without any incidents. Furman despite of his conditions was convicted of murder and sentence to death in a one day trial. Although Furman did not intend to kill the resident he regales committed murder during the commission of a felony, and was an aggravating factor, and the one in particular which made him eligible for the death penalty (3. Murderpedia) When the trial approached he pleaded not guilty by means of insanity, which was the advice of his appointed attorney. The court at that time order another psychiatric test and the physicians who examined agreed that he was mentally deficient and in the report they concluded that Furman experienced mild to moderate psychotic episodes associate with convulsive disorder. After a few weeks in a hospital assigned by the court, the Dr. said he knows what’s right from wrong and that he was competent to stand trial for murder. Although killing was an accident, the state of Georgia at the time authorized that the death penalty be giving weather a murder took place during the commission of a felony. Furman had one thing going against him at all times; he was a black man in the 60s and 70s and most blacks guilty of committing murder in that state was a reason enough to sentence to death penalty. In 1972 the case reach the Supreme Court which they rule 5-4 that the death penalty as then administered violated the 8th amendment proscription against cruel and unusual punishment and the 14th amendment equal protection clause. The courts typically issue the decision with a majority opinion written and sign by one of the justices. On occasion the court will issue a per curiam decision which takes the form of a brief, unassigned opinion. All 9 judges had different opinions, although 5 justices voted to reverse the death sentences, there concurring opinions revealed that it was shaky coalition. Each majority justice, Mr. Douglas, Mr. Stewart, Mr. White, Mr. Marshall, and Mr. Brennan, wrote a separate concurring opinion supporting the majority decision. Each believed that Furman had indeed been deprived of his constitutional rights. The justices could not agree on an argument striking down the death penalty across the board, however. This unusual procedure reflected not only the intense differences of opinion within the majority, but also the difficulty of deciding the constitutionality—or presumed lack thereof—of the death sentence. The four dissenters, Chief Justice Burger and Justices Blackmun, Powell, and Rehnquist, also wrote extensive opinions expressing their views against the majority opinion. Several argued taking the position of judicial restraint that the death penalty was a matter for the people to decide, through their legislatures. Others argued that emotional appeals were not appropriate in Supreme Court opinions. Finally, the dissenters were disturbed by the erosion of federalism and the unnecessarily invasive judicial activism practiced by the justices of the Warren Court. They said that it was disproportionally applied to the â€Å"poor and despised† that it was applied in an arbitrary and capricious fashion.† Justice Douglas was the man that came up with the idea to review the historic of the death sentence penalty for both America and England. This justice noticed that the laws was extremely unfair because it was applied only to the minorities, the outcast and the smaller population in the country. He decide that the death penalty was unusual and against Gods Plan. Furman centered on the convictions and death sentences of 3 African American men. His case ended changing the way they see each individual case. (4. Law Cornell My opinion on this case is that everyone should be treaty equally, his intent was to commit a crime of robbery not a murder. Unfortunaly we are all aware that the criminal justice system in the United States is imperfect and that we are aware of the flaws that exist within our system. I would of punished him with many years in prison but not the death penalty due to it wasn’t his intentions. Furman did not outlaw the death penalty. It just required states to prevent random, racial, unfair results by giving juries management to apply the death penalty fairly. After Furman, most states modified their death penalty laws. The new laws created a two-phase system for death penalty cases. In the first phase, the jury decides if the defendant is guilty of murder. In the second phase, the jury hears new evidence to decide if the defendant deserves the death penalty. The new laws gave juries guidance for making this decision. (1,2,3,4) Following the case of Furman v. Georgia in 1972, the Supreme Court ruled that the death penalty systems were unconstitutional violations of the Eighth Amendment’s prevention on â€Å"cruel and unusual† punishments. After this case many states changed their death penalty laws. Four years later in Gregg v. Georgia (1976), the Court reaffirmed the death penalty as constitutional. Troy Gregg had been found guilty of murder and armed robbery and sentenced to death. He asked the Court to go further than it had in the Furman case, and rule the death penalty itself unconstitutional. The Court refused to do so. The Court found that Georgia’s system for applying the death penalty was â€Å"judicious† and â€Å"careful.† Gregg had gone through two trials – one to determine guilt and one for sentencing. Further, specific jury findings of â€Å"aggravating circumstances† were necessary to impose the death penalty. There was therefore no Eighth Amendment violation, and the death penalty was constitutional. (5. Georgia encyclopedia/ 6. Lectlaw) Gregg v. Georgia took place on March, 1976. The case dealt with administrative law; this legal field controls the â€Å"due process† clause of the United States Constitution. The due process clause is defined as the government’s obligation to respect and uphold the legal rights of American people during and after they are arrested. Both the Federal and state governments are required to protect and preserve a person’s human rights and liberties. All governments of the United States are required to treat citizens in a fair and respectful manner during the arrest process. When he appealed his sentence as cruel and unusual and a violation of the Eighth Amendment, the US Supreme Court in a 7-2 decision upheld the sentence. The court ruled that the death penalty was an appropriate punishment in extreme criminal cases and that Georgia had settled appropriate values and other precautions to guide a jurys considerations in capital cases. He was sentence to death penalty do to the fact that he entered the house armed so he meant danger to the community and that his purpose was to commit the crime. The United States Supreme Court stated that the execution of Troy Leon Gregg was Constitutional due to the fact that Mr. Gregg was tried, head and sentenced through a formal judicial system. The night before he was supposed to be killed, Gregg escaped from prison and was killed in North Carolina following a fight. (7 law cornell) In this case the court upheld the constitutionality of the death penalty, defending statutes that guide judges and juries in the decision to issue the death sentence. The Court did, however, state that the madatory use of the death penalty would be prohibited under the Eighth Amendment as cruel and unusual punishment. The defendent in this case, Gregg, had been convicted on two counts of armed robbery and two counts of murder. The jury was instructed by the trial judge, who was following Georgia state law, to return with either a decision of life imprisonment or the death penalty. Justice Byron stated in his opinion that Gregg had failed in his burden of showing that the Georgia Supreme Court had not done all it could to prevent discriminatory practices in the forming of his sentence. This decision became the first time the Court stated that punishment of death does not invariably violate the Constitution. (8. Death penalty)

Child Learning Styles and Factors that Influence Them

Child Learning Styles and Factors that Influence Them In a nursery setting there are different types of learning styles: Now I will discuss the learning styles: Reference 1 Visual learning is a very good learning style and helps key workers understand every child’s learning method. This learning style is for children who get distracted by sound and talking easily, children often find it difficult to concentrate when there is a crowd around them. These types of children enjoy art and drawing and learn more from diagrams, they love to learn from a picture which gives children knowledge of the world. When I discuss more on Auditory learning style, I learn that this is more about thinking and listening. Children like to learn from listening to nursery rhyme tapes and tapes which helps them to think just as sounds. I found out children who are in the auditory category this helps children be more clever. Children like to listen to staff members reading to them and they like to choose interesting and long books so they can listen and look and think most of the day in the nursery environment. Finally when I discuss kinaesthetic learning style I find that this is more about children who cannot keep still at all, key workers have to keep them still during activities. These types of children are very active and enjoys playful all the time and never listens to anything else. They love activities where no one bothers them, such as playing physical for example running slow but not so fast. These learning styles are based on the early year’s foundation curriculum stage one of which is knowledge of the world, other one which is numeracy, literacy and so on. Visual learning activities can be: Listening to a story book but the child concentrating on other staff members cleaning after children’s playtime. One child distract from listening to nursery rhymes, as the key worker was communication with a parent outside. Auditory learning activities: A child can be distracted by another child shouting while playing a guessing game of thinking what instrument sound it could be. Child cannot think of what to play with because of so much shouting Kinaesthetic activities: Cannot keep still during an outdoor play activity, such as practising how to stand straight in a line. As a key worker we ensure children can concentrate when they join an activity, we help children by reminding children to play, we ask children questions on what children are playing. If there is a crowd around children we ensure we settle children down and stop children from crowding around children who are sitting down and playing. We also ensure we give children confidence to speak up when they cannot concentrate. We also give children time to think when we ask children questions. This is why we tell all children to listen. We support children’s listening and thinking by providing children with activities such as games so that they learn how to think and we read story books so they learn how to listen. We ask children to have silent time to think and listen to nursery rhymes quietly. If children never listen we keep a naughty chair for them to sit on. We help children who are very playful. We make sure we give these types of children different types of activities, we also help them by telling them please behave. We give behaving activities and songs to help children behave. If children behave we give them a well done star when they listen. Analyse the effect that detrimental issues can have on learning: Reference 2: study guide The meaning of detrimental issue is if a child is having difficulties in every day learning such as numeracy the child might need professional support a personal key worker to teach numbers. 1-10. Detrimental issues can be things like a child having mental health problem: The child will need a special caring key worker who is always with this child, the child will need to be observed to help the child with his development, the child will also need activities based on sam’s age, Sam will need to carry out same activities until he has mastered these activities to help sam reach to school and his higher studies. If we do not help sam, sam will loose his confidence and will become like no one cares. Sam might need professional help because he can be clever but sufferining from illness such as he might not be hearing well and this can make him weak. The key worker’s ensure all children are aware of Sam’s illness and give children knowledge on his illness so that Sam himself feels confident and so does children who play with Sam. Sam can sometimes loose his confidence, Sam can lose his self esteem, Sam can come across tiredness, and Sam can lose his high quality work to poor quality work as Sam looses confidence. Sam might also worry about what children can think of him this can also make him weak in his learning. To help sam we talk louder, use sign language and write words and sentence down to help sam understand. Sam can also have disability, sam still would need a key worker to support him, if it is extreme then sam will need his parent to stay with him and his key worker to ensure sam is in safe hands. Until sam is not confident he can not be left alone. Diabetics: if sam was to have this issue then his parent will have to tell every information to the person in charge and his key worker will need to be fully trained in how to care for sams health. If sam is on any medication the key worker needs to know asap such as if he has aathma, then the key worker will need to know when sam needs to take his medication. We as a nursery help Sam to be very confident when Sam start’s primary school. We give him as much support we can to build his confidence; we also help Sam know he will have this support during his school life. As a nursery we are very professional as we can be when it comes to a child being ill in their health. We ensure we train all our key worker’s and support all other staff member to help the key workers. These issues can lead a child to lose of confidence, less of self esteem, tiredness and poverty if they are not properly cared for. Evaluate the positive effect that differentiation has in the nursery setting: Differentiation – Difference’s of children Differentiation comes under different categories: Reference 3 Place learning intention Behaviour and vocabulary modelling Adaption of equipment Peer teaching Differentiated equipment depending on needs Outcome When I read all my information my finding of this question is that a child liking one thing and another child liking another thing, or one child doing one thing and another child do the other thing. I have also been to a few nurseries to learn so that I can carry out my research on this question. I learnt that a girl called Esha enjoyed talking so much and a boy called Siyan hated talking he loved to be quiet. I asked Esha so many question’s and she answered to every the question however Siyan was still sitting their quietly. I found out that Siyan needed more support in communication so I organised more activities based on communication, I noted down to pass on to my manager that he improved on talking to me more as the days went by. It is important that we help children reach their goals because talking gives children confidence and socialise with other children and play with other children. We organised alphabet activities and number activities and also brought interesting books from the libraries, to help children be around me and talk to me as a new member of staff. We have talking out loud activities such as saying out words loud for children to speak more. Children that speak so much we provide them with silent times to help them speak less and help them to control their talking. I also so that children were left handed and some were using normal right handed so I supported these children by giving them the correct scissors and helped children to cut and give children the confidence and more paper. As children got good with cutting I provided children with difficult cutting such as dot to dot picture cuttings. This is most important as children can lose their confidence and their emotions can change. If the correct resources is not provided then children will not be able to improve and will be left with no playful activities. Children develop from their age and what they are able to do. If they feel they can go up a level they go up a level if they cannot they do not go up a level. It is important to put children straight up as some children might feel lonely as they are left handed and they see other children as normal. I find that Children can also be working at different goals in their work books; this can be based on how fast children are at their learning and also shows who needs support and who does not need support. Some children may pick things up straight away in a group activity of vocabulary and assessing of behaviour, some children may be left behind in speaking out loud when they have to answer to questions some might shout the answers out some might be polite and wait. When working in a nursery i also found that children needed one to one support during I.T as some children pressed any key on the computer. We give one to one tutoring on computer for left handed children I also went to the activity cupboard to pick out easy play activities for children who need development as they are still weak and pick out difficult activities for the clever children. The result I found was that some children needed improvement some needed to be pushed up to the higher level. I had written a report of all children and passed on to the Management to help the children with their development. Discuss the positive effect that planning can have on learning and the ways in which formative and summative contribute to this: Planning can be brilliant for a child’s learning and would help a child learn better and help children with their development. Positive Children will gain good marks Children will concentrate more If we add more pre-school images children will learn more from looking at pictures Helps children to reach their goals Helps children to make improvements Helps children understand their weaknesses Helps children with encouragement to learn more To keep the child’s learning up to date Reference 4 To give children confidence we use: Formative assessment Summative assessment Now I will discuss the two assessments: As a nursery we use formative assessment: This helps the nursery to see how children are improving on their development in childcare. A child can be playing with Lego and other toys that are laid out. We use coloured paper to observe children. We write down how children play, we write down everything children play with, we write down what children talk about as they play, we write observations according to the curriculum. We also take pictures on what the child has played with for the day and everything they have done. We write down as much as we can to help children improve on the development in a nursery. We even organise a video to take of every child so that we can see how to develop children to a higher level. Observing could be gathering in your mind what you see from a child as their key worker then discussing this at the meeting how to improve the child’s development. Summative assessment – we gather all the above information from formative assessment and write up reports to discuss with parents. The above information will help the nursery stand out from others. It will keep the nursery organised, well presented, will bring clever children, will give smart and clean children and help the nursery be more lively. To do all the above we plan, we do this by organising every day morning meetings. Staff are fully trained to carry out these jobs. As a nursery we ensure our planning is well organised to help children reach their goal at the correct time and correct level for children. References: Reference 1 : http://learningguide.org/learningstyles.htm I used the meaning and also wrote in my own words. Reference 2: study pack – page 72 and 73 Reference 3: I used the hand book page 76 – 78 for meaning of what they are then wrote into my own words. Reference 4: I used the hand book page79-80 to find the meaning and wrote into my own words.

Gambling Addiction: Compulsive or Pathological Gambling Essay -- Compu

I am very interested in how a person could psychologically and physically feel the need to gamble. It interests me that a compulsion could turn into physical want and pain if the compulsion isn’t fulfilled. This could actually be classified as an addiction, which some people would also classify it as a disease. People gamble for many different reasons. Some people do it for the excitement in which it will make them feel a release of adrenaline. Another reason why some people do it is because they are very competitive and they want to feel the burst of energy that they would possibly get from beating other players or even the dealer. Another thing that pulls them in would be the risk of it all. They make a high dollar bet and the moments in between that bet being placed and the outcome send a thrill throughout their body, wondering what the outcome will be. Some people believe that if they gamble, they will be able to solve financial issues such as not being able to pay monthly bills, alimony, child support, foreclosure, etc. Other people find gambling can be a way that they run from stress and they feel that they don’t have the need to worry about life’s issues. With gambling being an addiction, people will make excuses as to why they do it. Gambling is a lot like drinking alcohol. Some people argue that doing any gambling, like drinking any alcohol, is a bad thing and will only lead to problems that will build up and become much worse. Other people argue that doing sensible gambling in moderation, like drinking in moderation, is perfectly acceptable and a safe thing to do. They do, however, have some rules that make the sensible gambling seen â€Å"okay† to them. Here are some of the rules. Some people believe that you need to sta... ...es you wish there was something more that you could do to help. It is hard for people to admit to having this problem so there are probably more people out there then we would ever know. Works Cited Foundation, M. H. (2011). Gambling. Retrieved from Mental Health Foundation: http://www.mentalhealth.org.uk/help-information/mental-health-a-z/G/gambling/ Health, W. (2009). Gambling. Retrieved from Women's Health: http://www.womens-healthcare.org/mental-health/gambling.html Jean Segal, M. S. (2013, July 13). Gambling Addiction & Problem Gambling: Warning Signs and How to Get Help. Retrieved from Helpguide: http://www.helpguide.org/mental/gambling_addiction.php Roxanne Dryden-Edwards, M. (2013, Novemeber 26). Gambling Addiction (Compulsive or Pathological Gambling). Retrieved from MedicineNet: http://www.onhealth.com/gambling_addiction/article.htm

Political Correctness or Freedom of Speech -- Freedom of Speech

The term political correctness (PC) has infringed on our freedom of speech by assuming that the populace is too ignorant to realize what appropriate speech is. This term is now as common in our society as the term, ‘freedom of speech’. It is incomprehensible how these two words have had such an effect on the manner in which our society communicates. The trend casts a negative view on our society by letting political views determine what is appropriate in our social sector. Political correctness, as applied in today’s society, seeks to control freedom of speech and poses a true danger to a free society. The First Amendment’s focus is the protection of our right to express our thoughts through speech, whether written or verbal. By PC’s intrinsic infringement on these rights, it has become a subtle tool used for dismantling freedom of speech and manipulating the flow of information to the masses. The similarities between political correctness and Marxism are nearly endless. Marxism bred political correctness; therefore, its roots lie in a version of Marxist ideology, derived from the Frankfurt School, which sees culture, rather than the economy, as the site of class struggle. Marxist social theory projects the importance of mass culture and communication in social reproduction and domination. The Marxist theory attacks free speech and the demand for diversity and tolerance over everything except individuals and ideologies deemed ‘intolerant.’ This theory is the beginning of the process of transforming a free nation into a Marxist state. When this theory is presented in a subtle manner, it accomplishes its goal. Although it is often the subject of humor, the political correctness’s of Marxist roots impose societal control and denial... ...rrectness: For and Against. Lanham, Univ Pr of Amer. 1995. Print. Kellner, Douglas Critical Theory, Marxism, and Modernity. Cambridge and Baltimore: Polity and John Hopkins University Press. 1989 Print. Heston, Charlton, Winning the Cultural War Speech delivered 16 February 1999, Austin Hall, Harvard Law School Levine, Lawrence W. The Opening of the American Mind: Canons, Culture, and History Beacon Press; 1st ed. 1997 ---Media Culture. Cultural Studies, Identity, and Politics Between the Modern and the Postmodern. London and New York: Routledge; 1995 Mirkinson, Jack . â€Å"Juan Williams: Muslims On Planes Make Me ‘Nervous’† The Huffington Report on the web 21 Oct. 2010. 07 Dec 2010 http://www.huffingtonpost.com/2010/10/19/juan- williams-muslims-nervous_n_768719.html Wheatland, Thomas. The Frankfurt school in exile. Univ of Minnesota Pr, 2009. Print.

Moving from Alienation to Cooperation :: Personal Narrative Essays

Moving from Alienation to Cooperation As Jewish and Palestinian students, we've learned a lot about reconciliation in our Jewish-Palestinian Living Room Dialogue group. We know the process isn't easy. But after many meetings, we've moved from fear to trust, from alienation to cooperation. And if we can do it, others can too. We began with a handful of people who rejected the popular gloom and hopelessness of the seemingly endless violence in the Mideast. We had had success in working with a grassroots movement called Beyond War, which focused on team-building between "enemies" - Israelis and Palestinians. Today we are 30 Americans - Jews and both Muslim and Christian Palestinians. Several "others" moderate and lend support. We saw how face-to-face dialogue changes people. Realizing that American citizens and government are connected to events in the Middle East, it was time to put our global experience to use in our community. "These are the worst of times, so why aren't you hopeless?" people ask us. "Why do you do it, when others want to quit?" When we are separated by our history and suffering, overcome with anger and pride, we find inside ourselves an even stronger belief and knowing. It is the ancient insight of our common ancestor, Abraham, that all is one - we're interdependent and interconnected. We're neighbors. We want to learn to live together that way. We also believe what sociologist Margaret Mead said: "Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has." We've made progress, but now we feel rushed by what Ambassador Edward Djerejian, former assistant secretary of state for Near Eastern affairs, calls "the worst-case scenario," when violence from both sides is on the rise and the peace process is stalled. So last Saturday night we gathered 420 Jewish and Palestinian Americans, and others, around dinner tables to begin changing the nature of our relationships. The hotel sign on Highway 101 said, "Welcome Jews and Palestinians Building a Common Future." It made it a fact before anyone walked through the doors. The event was a view into the future of what can and must be. It was a missing part of the peace process - face-to-face relationship-building. Ambassador Dennis Ross, US envoy to the Middle East peace process, arrived late from emergency meetings with Israeli Prime Minister Benjamin Netanyahu and Palestinian leader Yasser Arafat.

In Diesel Engines The Phenomenon Engineering Essay

Abstract. In Diesel engines, the phenomenon of NOX formation is extremely dependent on the temperature inside the burning chamber. NOX formation is encouraged when the temperature inside the burning chamber additions 2000 K. Therefore, there is a demand to maintain the peak temperature inside the burning chamber under control in order to cut down NOX formation and emanation. A simple method to cut down the NOX emanations in Diesel engines is late injection of fuel. Although it reduces the NOX formation but in bend increases the fuel ingestion by 10 – 15 % . A more sophisticated technique would be exhaust gas recirculation ( EGR ) . When some of the fumes gas is taken, assorted with the fresh charge and into the consumption, the O concentration decreases which suppresses and greatly reduces the NOX formation. It is non every bit simple as it sounds because cut downing the O concentration would intend that less O is available for burning which would take to uncomplete burning and hence particulate formation. Therefore, a tradeoff between the NOX decrease and particulate formation has to be made. The particulate formation is non much of a job as the sum of the unburnt atoms in EGR can be controlled utilizing a particulate trap, which in bend would cut down particulate emanation every bit good. Introduction Diesel engines are well-known for the low fuel ingestion and really low CO emanations, but unluckily the NOX emanations are comparatively high. Over the past few old ages, rigorous emanation criterions have been developed and imposed on NOX, fume and particulate emanations emitted from the automotive Diesel engines around the Earth, sing the inauspicious effects of the pollution caused by these emanations. In order to run into the environmental statute laws, it is of import to cut down the NOX exhaust emanations as high NOX emanations still remain a major job in the pollution facet. Some of the basic steps for decrease in vehicular emanations include direct injection, turbo-charging, inter-cooling, burning optimisation both with and without swirl support, multi-valve cylinder caput, advanced force per unit area ignition system, electronic control direction system, lube oil ingestion control etc. Regardless of the advanced engineerings like those mentioned above, engineerings like fumes gas recirculation ( EGR ) , soot traps and exhaust gas after-treatment are of huge importance excessively, to provide for the progressively tough challenges posed by the environmental emanation criterions. Mechanism of NOX formation The major hinderance encountered in understanding the formation and commanding owes to the fact that burning is extremely heterogenous and transient in Diesel engines. NO and NO2 together are regarded as NOX but there are typical differences between the two pollutants. NO is a colorless and odorless gas, while NO2 is a ruddy brown gas with acrid olfactory property. Both the gases are considered toxic, but NO2 has a high degree of toxicity, which is 5 times greater than that of NO. Attention to command of formation of NO has been given, before and after burning and therefore the sum of NO2 can be controlled excessively, as it is mostly formed by oxidization of NO ( Levendis et al 1994 ) . NO is formed during the station fire burning procedure in a high temperature part. The formation mechanism was suggested by Zeldovich ( Heywood 1998 ) . The chief beginning was the oxidization of the N nowadays in the atmospheric air. The reactions regulating the formation of NO from molecular N are ; N2 + O > NO + N N + O2 > NO + O N + OH > NO + H The chemical equilibrium shown indicates that for burned gases at typical fire temperatures, NO2/NO ratios should be negligibly little. Experimental information shows that this holds true for spark ignition engines, whereas in Diesels, NO2 can be 10 to 30 % of the entire exhaust emanations of oxides of N. The NO formed can be converted rapidly to NO2 as a consequence of few reactions such as ; NO + HO2 > NO2 + OH Similarly, transition of this NO2 to NO occurs ; NO2 + O > NO + O2 Unless the NO2 formed in the fire is quenched by blending with the ice chest fluid. This account is supported by the highest NO2/NO ratios which occur at high burden in Diesels, when ice chest parts could slake the transition back to NO are widespread ( Wood 1988 ) . The atomic O concentration depends on molecular O concentration every bit good as local temperatures. Formation of NOX is about absent at temperatures below 2000 K. Hence, any technique which may be able to maintain the burning chamber temperature below 2000 K will be able to cut down NOX formation.EGR technique for NOX decreaseEGR is an effectual manner to cut down the NOX formation. Exhaust gases consist chiefly of CO2, N2 and H2O bluess. The EGR is normally defined as ; Or The most widely recognized accounts as to how EGR reduces the NOX formation are increased ignition hold, increased heat capacity and dilution of the intake charge with inert gases. The increased ignition hypothesis holds true as when the EGR causes ignition hold, it has the same consequence as late injection. The heat capacity hypothesis provinces that add-on of the inert fumes gases into the intake charge increases the overall heat capacity of the mixture which consequences in lower temperature rise for the same heat release. As for the 3rd theory of dilution, the EGR reduces NOX formation by increasing the sum of inert gases in mixture, therefore cut downing the O concentration, finally ensuing in decrease in adiabatic fire temperature ( Pierpont et al 1995 ) . Deterioration in burning takes topographic point at high tonss so it gets hard to utilize EGR as this may overly increase fume and particulate emanations. At low tonss, the unburnt hydrocarbons would likely re-burn when EGR is employed, therefore increasing the brake thermic efficiency and cut down the sum of unburnt fuel in fumes. As mentioned earlier, utilizing the right sum of EGR is a via media between decrease in NOX and an addition in carbon black, CO and unburnt hydrocarbons. For EGR values of above 50 % , usage of particulate trap is recommended due to important addition in particulates formation. The EGR is known for decrease in O concentration and this changes the construction of the fire and the continuance of burning, which are the most of import factors act uponing NO formation. The figure below shows the decrease in NOX emanation due to EGR at different tonss. Figure 1. Consequence of EGR on NOX 2.1 Problems faced while utilizing EGR When utilizing EGR in Diesel engines, certain jobs are faced, like ( a ) increased soot emanations, ( B ) debut of particulate affair into the engine cylinders. It is rather obvious that when the high speed carbon black particulates are encountered by the engine constituents, the consequence would be scratch. Sulphuric acid and condensed H2O in EGR besides cause corrosion. Harmonizing to some surveies, cylinder walls have been damaged due to lubricating oil ‘s decreased capacity, which is due to blending of carbon black atoms carried by re-circulated fumes gas. This necessitates the usage of efficient particulate trap which is effectual in cut downing fume, unburnt hydrocarbons and NOX emanations at the same time. The particulate trap requires periodic replacing when the pores get blocked due to choke offing of carbon black atoms which would increase backpressure to the engine fumes, and therefore impacting engine public presentation. Other methods for decrease in particulate emanations include multiple injections, boosting and high fuel injection force per unit areas.Categorization of EGR systemsAssorted EGR systems have been classified on the footing of EGR temperature, constellation and force per unit area. 3.1 Classification based on temperature Hot EGR: Exhaust gas is re-circulated without being cooled which increases the intake charge temperature. Fully cooled EGR: The fumes gas is to the full cooled utilizing a water-cooled heat money changer before it is assorted with the intake charge. This may ensue in condensation of wet in the fumes gas, ensuing in H2O droplets which would do unwanted effects inside the engine cylinder. Partially Cooled EGR: In this method, the fumes is non wholly cooled to avoid the H2O droplets formation and therefore the temperature is kept merely above dew point temperature. 3.2 Classification based on constellation Long Route system ( LR ) : In an LR system the force per unit area bead across the air consumption and the stagnancy force per unit area in the exhaust way make the EGR possible. The fumes gas speed creates a little stagnancy force per unit area, which when combined with the low force per unit area after the consumption air, gives rise to a force per unit area difference to carry through EGR across the torque/speed scope of the engine. Short Route system ( SR ) : SR differs from LR in the method used to put up a positive force per unit area difference across the EGR circuit. The usage of variable nozzle turbine ( VNT ) is another manner of commanding the EGR rates. Most of the VNT systems have individual entryway, which reduces the efficiency of the system by exhaust pulse separation. 3.3 Classification based on force per unit area Two different paths, low-pressure and hard-hitting path systems may be used for EGR. Low force per unit area path system: The transition for EGR is provided from downstream of the turbine to the upstream side of the compressor. Using this method, EGR is possible up to a high burden part, with an obvious decrease in NOX. High compressor mercantile establishment temperature and intercooler clogging do act upon the lastingness. High force per unit area path system: The EGR is passed from upstream of the turbine to downstream of the compressor. In this method, despite possibility of EGR at high burden parts, the extra air ratio lessenings and the fuel ingestion increases drastically.

Health And Safety Essay

The ultimate responsibility or Accountability for health and safety lies with the Company’s Trust members The organisation chart of the business identifies the key positions of people who are accountable to the Trust Members for ensuring that the detailed arrangements for safe working are drawn up, implemented and maintained. DUTIES Chief Executive The role of the Chief Executive is to provide leadership on Health and Safety matters and policies. Specific duties are: to ensure that the Health and Safety policy, organisation and arrangements are reviewed, kept up-to-date, understood by employees, and effectively implemented; to ensure performance standards for Health and Safety are set and monitored; to monitor performance and initiate corrective action where necessary; to work with staff in reviewing, inspecting and improving work systems with the objective of improving Health and Safety performance and to ensure investigations of hazards and incidents leading to (or could have potentially lead to) injury, damage or loss are undertaken and corrective / preventive actions are undertaken. Health & Safety Officer The role of the Health & Safety Consultant is to provide support to both of the Chief Executive on Health and Safety matters and policies. Specific duties are: to instruct each employee and worker as necessary in the avoidance of hazards and in the safe performance of their work; to ensure that particular Health and Safety regulations are observed; to ensure employees understand this policy and organisation (including their own responsibilities) and comply with the arrangements; to continually review and inspect the premises and equipment to eliminate unsafe conditions; in the event of an incident to take any immediate action necessary to deal with the situation and to consult with staff and implement improvements or changes required to eliminate hazards and remove the causes of accidents, damage and loss. to identify, consult, communicate and monitor 3rd parties, in particular contractors whilst operating on RDAC’s site. Employees Specific duties are: to carry out their work safely in the interest of themselves and other employees; to understand and follow safety procedures, standards and systems of work; to report unsafe conditions and safety concerns so that corrective action can be taken; to impart knowledge and experience on safe working practices to others and to support the Health and Safety Officer and Chief Executive in order to achieve and maintain the highest standards within the fields of Health and Safety. The primary responsibility for personal safety lies with the individual, and the effectiveness of this policy, arraignments and assessment depends on the wholehearted co‑operation of every employee. All individual actions must constantly reflect safety awareness and personnel should always work with the safety of themselves and their fellow employees in mind. Management of Health & Safety Safety Audits & Inspections The implementation of an annual Health and Safety audit will be the responsibility of the Chief Executive and Health and Safety Officer and will consist of an in-depth examination of all the Company activities and  premises. The safety audit will subject each area of the Company’s activities to a systematic critical examination with the object of minimising loss. Every component of the total system will be included e.g. management policy, attitudes, training, features of the premises (the design and layout of areas, rooms etc), emergency plans and procedures, accident records etc. The audit will aim to highlight the weaknesses and strengths, and the main areas of vulnerability or risk. Risk Assessment In accordance with the Management of Health and Safety at Work Regulations 1999, the Company will carry out risk assessments of all activities that present a risk to employees or others. These risk assessments will be carried out in line with Health & Safety Executive guidance, and the procedure for doing so is as follows: 1. Identify the significant hazards involved in our activity. 2. Decide who might be harmed and how. 3. Evaluate the level of risk and decide if existing precautions are sufficient, or if more needs to be done. 4. Record the significant findings of the assessment. 5. Review the assessment when things change, or there is reason to believe that it is no longer valid. The risk assessments will: Identify what the hazards are and identify the people who might be harmed by the hazard; Disregard insignificant risks; Evaluate the risks from the identified hazards; Ensure all aspects of the work activity are reviewed, including routine and non-routine activities and operations; Take into account any existing control measures; Take account of the way in which the work is organized, and the effects this can have on health; Take account of the risks to the public; Take account of the need to cover fire risks; Identify the period of time which it will be valid for; Enable us to prioritise remedial actions; Risk assessments will be undertaken by the Health and Safety Officer and Representatives at both sites currently used, with assistance from our advisors, B.I.G. Business Services. Dynamic Risk Assessments Dynamic risk assessment is a continuous process of identifying hazards. The risk is assessed and action taken to eliminate or reduce risk. Dynamic risk assessment will be applied in a changing environment. The dynamic assessment will be conducted by the relevant competent person managing the activity. The competent person must halt the operation is believed the risk outweighs the control measures applied. The Managing Directors are responsible to ensure competent people have been trained in dynamic risk assessing/hazard awareness. Safe Systems of Work The Company will provide written safe systems of work for all operations and tasks where there is a significant risk of injury; where there is clearly an identifiable need to specify the safe and correct way of doing the work and where, in spite of all reasonable control measures being implemented, significant risk remains. Employees will be instructed in the safe system of work, as appropriate, and a record of competency kept. Specific Responsibilities The Managing Directors and the Office Manager will identify all such processes and planned activities within the company’s area of responsibility and ensure that suitable written systems are produced, employees trained and records kept. All Employees must observe and understand the system of work at all times; reporting any circumstances which prevents compliance or undermines its effectiveness to their immediate supervisor or line manager. Monitoring Health & Safety Performance In addition to the reactive monitoring of accidents/ill-health, the Company will also carry out proactive monitoring of Health and Safety performance. To check our working conditions, and ensure our safe working practices are being followed, The Managing Directors along with B.I.G Business Services Health and Safety Consultant (where necessary) will conduct routine inspections of the workplace and review the effectiveness of our risk assessment and work practices. Consultation with Employees The Company will consult with its employees in accordance with the Health and Safety (Consultation with Employees) Regulations 1996. Consultation with  employees will be provided direct to individuals as necessary. Health & Safety Advice In accordance with the Management of Health and Safety at Work Regulations 1999, the Company has access to competent Health & Safety advice. This advice is available from: B.I.G. Business Services Tel: 0845 2626260 Email:info@bigbusinessservices.com Qualifications in Health & Safety include: Chartered Member of the Institute of Occupational Safety and Health (CMIOSH) Corporate Member of the International Institute of Risk and Safety Management (MIIRSM) NEBOSH Level 6 Diploma in Occupational Health & Safety Member of the Institute of Environmental Management and Assessment Information, Instruction, Training and Supervision The Company will provide adequate information, instruction, training and supervision to employees in accordance with the general duties on employers under Section 2 of the Health and Safety at Work etc. Act 1974 and associated regulations. All employees including any temporary and casual workers will be provided with information on any risks relevant to their particular activity and work area. All information, instruction and training given to employees, temporary and casual workers will be recorded on individual training records. In certain instances, employees will be asked to sign to confirm receipt or understanding of the training. Training and Instruction Induction training for all new employees, temporary and casual workers is the responsibility of the Chief Executive. Job specific training and instruction will be identified, arranged and monitored by the Chief Executive. The Health and Safety component of induction training will contain the following: Health and Safety Policy Accident reporting / first aid procedures Fire precautions and procedures, including our emergency plan; Introduction to safety legislation – the Employee will be introduced to the legislation that applies to our Company and the workplace, e.g. Electricity and Manual Handling. The supervision of trainees will be arranged, undertaken and monitored by the Chief Executive and Health and Safety Officer. Information The Health and Safety Law information is displayed within both of the premises on dedicated health and safety notice boards. A copy of the Employers Liability Insurance certificate is displayed within the offices on dedicated health and safety notice boards. Supervision & Management Training at all levels is necessary to ensure that responsibilities are known and the organisation’s policy is carried out. Key points to cover in the training of supervisors and managers are: The organisation’s safety policy or programme; Legal framework and duties of the organisation, its management and the workforce; Specific laws and rules applicable to the workplace; Safety inspection techniques and requirements; Causation and consequences of accidents and their reporting, recording and investigation; Basic accident prevention techniques; Disciplinary procedure and application; Control of hazards in the workplace and use of personal protective equipment; Techniques for motivating employees to recognise and respond to organisational goals in Health and Safety. Specialised training Specialised Health and Safety training will be required to cover both legal requirements and others necessary for the safe running of the organisation, for example: First aid, taking into account the nature of the work and the size of the organisation Manual Handling Use of fire-fighting appliances such as extinguishers and fire awareness. Reinforcement or Refresher training Reinforcement or refresher training will be required at appropriate intervals. These requirements will depend on the outcome of observation of the workforce, i.e. during a training needs assessment. Factors to be  taken into account are the complexity of the information to be held by the employee, and the amount of practice required and the opportunity for practice in the normal working requirement. Assessment will also be required of the likely severity of the consequences of behaviour that does not match training objectives. The Managing Directors will ensure the following procedure will be followed: Arrange for the induction training to be given to all staff; Comprehensive and relevant information will be provided to the employee in respect of risks to his / her Health and Safety and on preventative and protective measures; Information will be provided on the Company’s emergency arrangements, including staff nominated to help if there is an evacuation; Ensure that the employee understands all the information provided to them and that they have the opportunity to ask any questions in relation to the training; After a suitable length of time the training should be followed up with the employee to assess its effectiveness and to correct any misunderstandings. Lone Working A lone worker is a person who works where there are no other members of staff present on the same floor at the same time and without close or direct supervision in a wide variety of situations. This could include being off-site or outside a building. Lone workers should not be at more risk than other employees, although such activities may require extra risk control measures. Precautions should take account of normal work and foreseeable emergencies, e.g. fire, equipment failure, illness and accidents. The Health and Safety Officer along with B.I.G Business Services Health and Safety Consultant (where applicable) shall identify situations where people work alone and ensure site specific assessments are completed where required. Lone Workers identified are responsible for: †¢ Taking reasonable care to look after their own Health and Safety; †¢ Co-operating and complying with any control measures designed to eliminate or reduce the risk of lone working. †¢ Safeguarding the Health and Safety of other people affected by their work; †¢ Participating in training designed to meet the requirements of the Health and Safety policies and procedures; †¢Ã‚  Operating authorised equipment in accordance with relevant safety instructions and any training they have been given; †¢ Reporting any dangers or identified areas of risk as soon as practicable to an appropriate manager. This will include any accidents, or incidents that could have given rise to an accident; †¢ Notifying their manager, at the first opportunity, of any change in their ability to undertake their role, including any adverse medical conditions. Employees requiring advice or who have concerns regarding lone working can seek advice from the company’s Health and Safety Officer who will, if necessary, arrange specialist advice and assistance to determine the appropriate course of action to eliminate or control the risk factors Working Time It is the Company policy to eliminate the need for employees to work excessive hours without appropriate breaks. The following will be provided: Employees will be provided an uninterrupted break of 20 minutes every 6 hours worked during the working day. Young Workers, under 18 years of age will be provided an uninterrupted break of 30 minutes every 4.5 hours worked during the working day. Employees will be provided with a rest period of 11 consecutive hours rest in each 24 hour period Young Workers, under 18 years of age will be provided with a rest period of 12 consecutive hours rest in each 24 hour period An Employee will be provided with one day off a week; this can be averaged over 2 weeks Young Workers, under 18 years of age will be provided with 2 day off a week; this cannot be averaged over 2 weeks A record of working hours will be kept and averages of defined 17 week periods will be maintained by the Office Manager. Excessive work is defined in excess of 48 hours. Fitness for Work If an Employee has a medical condition that could affect their fitness for work, that Employee must inform the Chief Executive of the likely impact of the medical condition on their fitness for work. The Employee is not obliged to disclose confidential medical information, however the Company will, where necessary, confer with relevant external experts to confirm whether a Fitness for Work plan is required. Any person taking prescribed medication must seek the advice of their doctor before working, written evidence of their fitness to work whilst taking the drugs may be required and held by  the Chief Executive. Data Protection The Chief Executive will ensure the Company will comply with the Data Protection Act 1998, when recording accidents. Individual record sheets will be removed and stored securely (keeping personal information confidential). Civil Claims The Company will ensure claims for compensation for injury or damage suffered are handled correctly. Claims for compensation must be acknowledged within 21 days. Therefore it is important that any claim (and subsequent correspondence received) is notified to the Chief Executive and acknowledged without delay. Where the claim is verbal, ask the person making the claim to put their comments in writing and forward to the Chief Executive also make a note of any verbal comments and forward in the same manner. Employees are not to engage in conversation regarding the claim and should never admit liability. If necessary, explain that the matter has been referred to the Chief Executive in accordance with procedures Managing Contractors The Company recognises that it owes a duty to contractors as well as employees, as stipulated by the Health and Safety at Work etc. Act 1974 Section 3 and the Management of Health & Safety at Work Regulations 1999. The Company will ensure that only competent contractors are selected. All Contractors working on the Company’s behalf are assessed to ensure that they are competent and have suitable and adequate Health and Safety arrangements in place to provide safe working practices and control of all significant hazards that may be introduced by their work. The selection and assessment of the competence of contractors is the responsibility of the Chief Executive and Health and Safety Officer (assistance will be provided if necessary by B.I.G Business Services Health and Safety Consultant. Selected contractors must be able to demonstrate that they are experienced and competent to carry out the required works with regulations and accepted safety standards. Before a contract is awa rded an overview of the status of the tenderer’s Health and Safety management systems must be obtained by reviewing the following documents; A completed contractor selection questionnaire Relevant risk assessments and method statements for the work to be undertaken Supportive evidence of competence The Chief Executive must take into consideration all factors when selecting the contractor for the work. The cost of the works is not be the sole factor in contractor selection. The pre-selection of any contractors will take into account Health and Safety requirements when selecting and approving contractors to work for the Company, ensuring contractors: Work safely, without endangering themselves or any other people; Comply with the Company’s Health and Safety requirements; Only employ competent staff who have been adequately trained; Only employ competent sub-contractors, who are adequately managed; Have adequate resources to manage Health and Safety satisfactorily The Chief Executive may not engage any contractors to provide any services for the Company unless the Health and Safety questions in the contractor selection questionnaire have been answered satisfactorily. No contractor will be appointed if they fail to provide adequate risk assessments and method statements for the proposed work. Once approved, the Chief Executive is responsibility for ensuring contractors working on our premises are briefed on our safety rules and supervised to ensure they work in an approved and safe manner. Any problems/hazards arising from the activities of contractors should be reported to the Chief Executive respectively. The Chief Executive is responsible for the management and co-ordination of all Company contracts involving building works, engineering service, refurbishment and maintenance works. Health and Safety considerations will be included from the start when planning work to be carried out by contractors ensuring responsible for ensuring that Health and Safety issues are adequately addressed. The Chief Executive is responsible for determining the Health and Safety implications of the planned work setting the criteria by which the contractors will be judged which includes the minimum Health and Safety standards that must be met Identifying when the planned work is covered by the Construction (Design & Management) Regulations 2007; Seeking advice and guidance as necessary. Drugs, Alcohol and Smoking The Company will take all reasonable steps to ensure the Health and Safety of employees at work is not put at risk by smoking, alcohol, drug or substance abuse recognizing the affects of health, safety and welfare to the user and potential impact on work colleagues and the business. The Company therefore operates a policy which ensures that employees’ health and performance is not impaired at any time they are on Company premises. The Disciplinary Procedure will be followed in any case where an employee is found to disregard this Policy and/or to be under the influence of or in possession of any alcohol or illegal substance whilst at work or on Company premises. The Company will encourage employees with drug or alcohol abuse or dependency problems to seek help and treatment voluntarily through their own GP. Employees who suspect an employee to be suffering from drug or alcohol problems will refer the individual to the Chief Executive who will assist them in finding advice and treatment. In certain circumstances, disciplinary action may be taken against employees who fail to accept or co-operate with a course of treatment. Violence The Company will take all reasonable steps to ensure the Health and Safety of employees at work is not put at risk by violent, abusive or aggressive behaviour occurring in the work place. The Company recognises that verbal and physical abuse at work can affect the health, safety and welfare of the victim and can have an impact on work colleagues and the business. The Company therefore operates a zero tolerance policy which ensures that people on Company premises are not put at risk of bullying in any form. The Disciplinary Procedure will be followed in any case where an employee is found to be displaying violent or aggressive behaviour towards any person on the Company’s premises. ï‚Ÿ The Chief Executive and Health and Safety Officer will endeavor to provide sufficient information, instruction and training to ensure the Health and Safety of persons on Company premises is not threatened by violent, abusive or aggressive behavior by Company employees. Premises Control of Asbestos Containing Materials In conjunction with the Landlord, the Company will assess and control health  risks from exposure to asbestos in accordance with the Control of Asbestos Regulations 2006 to particularly prevent employees from exposure to asbestos and asbestos containing materials (ACMs). To achieve this, the Chief Executive and Landlord are responsible to ensure: That reasonable steps are taken, with the assistance from accredited specialists, to determine the location and condition of materials likely to contain asbestos; A record of the location and condition of the ACMs or presumed ACMs in our offices is made; Assess the risk of the likelihood of anyone being exposed to fibres from these materials; Prepare a plan setting out how the risks from the materials are to be managed; Take the necessary steps to put the plan into action;  Review and monitor the plan periodically; Provide information on the location and condition of the materials to anyone who is liable to work on or disturb them. Should the situation arise, approval for any necessary action to remove asbestos containing materials will be given by the Letting Agent who is to appoint specialist advisors and licensed contractors competent in handling and disposing of such hazardous materials. Plant and Equipment Maintenance The responsibility for identifying all plant and fixed installations and ensuring effective maintenance procedures are drawn up and implemented is that of the Chief Executive. To achieve timely and suitable pre-planned maintenance, repair and refurbishment schedules Chief Executive will appoint competent contractors to assist the Company. Portable Electrical Equipment Portable electrical appliances are tested by an external engineer at selected intervals in accordance with HSE guidance. Notwithstanding this general inspection/test programme, very high usage common use facilities (i.e. kettles, microwave ovens) are inspected/tested every 12 months and replaced as necessary to ensure high standards of provision and electrical safety is maintained for all employees. Fixed Electrical Systems The fixed electrical installations throughout the premises is inspected and tested by a competent NICEIC registered contractor. The Chief Executive will arrange for the electrical systems integrity and safety to be inspected and retested every 5 years via they workforce. Gas Systems The Chief Executive will appoint a competent Gas Safety registered contractor to service and maintain all gas systems throughout the premise. The contract will ensure that all gas systems are serviced annually and gas safety certificates held on file readily available for examination on request. Defects and Problems It is recognised that even with the best pre-planned maintenance programmes, problems and defects with plant and equipment will occur from time to time. Accordingly, any problems with plant or equipment should be reported in the first instance to the Chief Executive or Health and Safety Officer Welfare Facilities The Company is committed to providing suitable and sufficient welfare facilities to employees, in accordance with the Workplace (Health, Safety and Welfare) Regulations 1992. Adequate numbers of clean toilets, washing and shower facilities are provided for the number of staff and visitors required to use them. Toilet paper, hot/cold water, soap and means for drying hands will always be available. In addition, drinking water and a means to prepare hot drinks and food is provided in the Kitchen. To ensure that a high standard of cleanliness and good hygiene is maintained, the facilities are cleaned. Notwithstanding this planned cleaning programme, any employee who has concerns with the standard of cleanliness and hygiene should report the matter to their appropriate manager who will investigate and advice accordingly. Access and Egress The Company is committed to providing a safe place of work and a safe means of access and egress within all parts of our workplace, which includes movement in and out of the workplace. Access and egress includes all of the following: Access to and egress from the workplace; Routes through working areas; Accessibility of storage areas; Access to and egress from an individual’s workplace; Emergency exit routes; Any temporary arrangements for access; External pathways and roadways around the workplace; The Chief Executive and Health and Safety Officer with assistance from B.I.G Business Services Health and Safety Consultant (where applicable) will ensure risk assessments are completed to identify that: The workplace shall be organised to ensure pedestrians can circulate in a safe manner; All articles or substances do not impede safe access and egress at the workplace and that objects which may restrict safe movement within the workplace are removed immediately; Any access restrictions are adhered to so that suitable and safe arrangements for work in confined places and other areas of high risk are guaranteed; Objects are not stored in walkways or precariously on top of cabinets / shelves; All work equipment when not in use must be stored in its designated storage area; Waste items shall not be allowed to accumulate in walkways and floor surfaces shall be capable of being kept sufficiently clean and cleaned as appropriate; All access equipment is regularly inspected to ensure that it is maintained in a safe condition; Formalised systems of work are designed and implemented in all areas of significant risk; Employees are encouraged to report any situation where safe access and egress is restricted or obstructed. The workplace floors and traffic route surfaces are suitable for their purpose and maintained in a safe condition and suitably indicated where necessary of reasons of Health and Safety; The working activities of contractors are monitored so that they do not hinder safe access / egress; So far as reasonably practicable we will take suitable and effective measures to prevent persons falling a distance likely to cause personal injury and to prevent any person being struck by a falling object. Activities Manual Handling In accordance with the Manual Handling Operations Regulations 1992, the  Company will eliminate the need for manual handling wherever possible. Where elimination is not possible, the risks from manual handling will be assessed and reduced, so far as is reasonably practicable by job design and the provision of mechanical aids etc. Manual handling risk assessments will be carried out by the Managing Directors with assistance from B.I.G Business Services. Display Screen Equipment (Computer Users) The Company will assess and control health risks from exposure to display screen equipment in accordance with the Health and Safety (Display Screen Equipment) Regulations 1992. Employees that are classed as habitual Display Screen Equipment users are entitled to free eye tests on request and to vision correction appliances but only where these are needed specifically for work with display screen equipment. Display Screen Equipment workstation assessments will be arranged by the Chief Executive who will also give any necessary approval for corrective action to remove or control risks. Habitual Display Screen Equipment users will be required to complete self-assessment of their workstation. The complete assessment is to be returned to the Health and Safety Officer, who will review and arrange for any necessary corrective actions. Employees who have declared a disability or existing upper limb disorder to the Health and Safety Officer will be individually assessed to ensure all necessar y adjustments are made to their workstation and job tasks to allow them to continue working. Demarcation / Safety Signs The Company recognises the Health and Safety (Safety Signs and Signals) Regulations minimum requirements for the provision of safety signs at work. The Chief Executive along with the Health and Safety Officer will provide specific safety signs whenever there is a risk that has not been avoided or controlled by other means, for example by engineering controls and Safe Systems of Work (SSoW). Where a safety sign would not help to reduce that risk, or where the risk is not significant, no safety signs will be provided. Hazardous Substances (where necessary) The Company will assess and control health risks from exposure to hazardous substances in accordance with the Control of Substances Hazardous to Health Regulations (COSHH) 2002. All reasonable steps will be taken to ensure that all exposure of employees to substances hazardous to health is prevented or at least controlled to within statutory limits. We will not supply or use those substances prohibited by law. The responsibility for identifying all substances that need a COSHH assessment and for obtaining the Chemical Safety Data Sheets is that of the Chief Executive and Health and Safety Officer. COSHH assessments will be carried out and any actions identified implemented by the Health and Safety Officer with assistance from B.I.G Business Services who will also ensure all relevant employees are advised. The COSHH information will also be made readily available to affected employees for reference. The Company will ensure that the exposure of employees to substances hazardous to health is either prevented or, where this is not reasonably practicable, adequately controlled. Where exposure cannot be adequately controlled the Company w ill provide appropriate personal protective equipment (PPE) free of charge. The Chief Executive is responsible to ensure all employees will be provided with comprehensive information and instruction on the nature and likelihood of their exposure to substances hazardous to health. The Company risk assessments will be reviewed regularly and particularly if either there is a significant change in the work or the validity of one of our original assessments. Emergency & Continuity Accidents, First Aid and Work Related Ill-Health The Company is committed to preventing accidents and cases of ill-health to employees and others who may be affected by its work activities. However, the Company recognises that failures can occur and will investigate all accidents and ill-health to identify the immediate and underlying causes so as to prevent recurrence. First Aid Provision The Chief Executive will ensure that adequate first aid trained personnel and equipment is provided, in accordance with the Health and Safety (First Aid) Regulations 1981. The Chief Executive and the Health and Safety Officer are responsible for ensuring the location of the first aid kit, accident book and the names of First Aiders are known to all employees. Quarterly checks on provisions are to be made by the First Aider and any shortfalls addressed. Accident Reporting All accidents and incidents are to be recorded in the accident book. The Health and Safety Officer is to ensure that where appropriate the accident or incident is RIDDOR reportable. The Chief Executive is responsible for investigating accidents and incidents of ill-health to prevent a recurrence. Reporting of Accidents/Incidents to the Authorities All reportable incidents, as defined by the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 (RIDDOR) will be reported by the responsible person – Chief Executive or the Health and Safety Officer when necessary to the enforcing authority within the relevant timeframes. The following types of work related incident/accident need to be reported: Death Major Injuries e.g. broken bones, dislocations, amputations, loss of sight etc. Any accident resulting in more than 3 days lost from work Any non-employee (i.e. customers, visitors and contractors) being taken directly to hospital Certain types of disease e.g. dermatitis, asthma, upper limb disorders, carpal tunnel syndrome etc. Certain types of dangerous occurrence, even when no-on is injured e.g. electrical fires, etc. All records of all reportable accidents, dangerous occurrences and reportable diseases will be kept for at least 3 years. Fire and Evacuation The Company has procedures in place to follow in the event of emergency. These are communicated to all employees during induction and are displayed throughout the offices. In simple terms the procedure is as follows: In the event of a fire: Immediately sound the alarm by shouting â€Å"Fire, Fire, Fire† . Only attack the fire if trained to do so – do not put yourself at risk. Dial 999 and ask for the fire brigade – give the building address and location of the fire ensuring it is heard by the operator. Evacuate the building by the nearest exit and proceed to the designated assembly point. Do not stop to collect personal belongings. Do not re-enter the building until told it is safe to do so. The Company has appointed a ‘responsible person’ in all locations who is charged with the responsibility of ensuring the safety of the staff and any person who may legally come onto Company property and of anyone not on the premises but who may be affected. Therefore, in accordance with the Regulatory Reform (Fire Safety) Order 2005, the Company will ensure that a Fire Risk assessment is conducted and adequate precautions put in place. The Chief Executive is responsible for ensuring that the fire risk assessment is undertaken and completed. To achieve this duty the Chief Executive have appoint specialist consultants (B.I.G Business Services) to assist in the completion of the assessment and also in identifying any recommendations necessary. The day-to-day responsibility for ensuring all fire precautions are in place and in order is that of the Health and Safety Officer in particular: Escape routes are checked d aily to ensure they are free from obstruction. Fire extinguishers are maintained and serviced annually. Environment The Company will take all reasonable steps to minimise as far as practicable the impact of its activities on the environment. The Company recognises its responsibility to the community and has therefore identified the aspects of its operations that may have an effect on the environment. The Company does not consider its business to be of inherent damage to the environment, but it has identified certain areas which need to be controlled to minimise any detrimental environmental effect. The Company will endeavor to control its following activities: ï‚Ÿ Consumption of energy; Use of packaging materials; Emissions; Use of transport; The Company will meet and where appropriate exceed the requirements of all relevant legislation, will seek to reduce the consumption of materials and will recycle waste where possible. In addition, the Company will manage energy and fuel wisely and will minimise visual, noise and other impacts of  its business on the local environment. Waste Disposal It is the policy of this company that where waste is generated during the course of company activities then that waste shall be disposed of in a controlled, safe and proper manner. Where such waste removal requires the application of special control measures to reduce hazards such as contamination, dust or risk of environmental pollution then laid down company procedures will be followed to render such waste removal inoffensive and free of risk so far as reasonably practicable. The Managing Directors will lead the process of implementing this policy and will keep the policy under continual review.