Question Bank free essay sample

What is Software Development Life Cycle? (SDLC) (2 mks) System Development Life Cycle (SDLC) is the overall process of developing information systems through a multi-step process from investigation of initial requirements through analysis, design, implementation and maintenance. b) Draw a diagram for pure waterfall life cycle. (5 mks) [pic] c)Explain the different phases involved in waterfall life cycle. (8 mks) Phase I – Modeling Phase In this phase we view the software product as part of a larger system or organization where the product is required. This is basically a system view where all the system elements are created. Phase II – Software Requirements Analysis Here we have a phase where the requirements are gathered. The information domain for the software is understood. The function, behaviour, performance and interfacing of the software are determined. The requirements of the software and the customer are decided upon. Phase III – Design This determines the data structures, the software architecture, the interface representations and the procedural (algorithmic) detail that goes into the software. We will write a custom essay sample on Question Bank or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Phase IV – Code Generation Here the actual programming is done to obtain the machine code; it is an implementation of the design. Phase V – Testing The testing is a process that goes hand in hand with the production of the machine code. There are a number of testing strategies. First unit testing is done and then integration testing. Alpha testing is to see if the software is as per the analysis model whereas beta testing is to see if the software is what the customer wanted. Phase VI – Installation The software is released to the customer. Phase VII Maintenance This is the largest phase of the software life cycle. Maintenance can be of different types: to modify the software as the requirements of the customer evolve, to remove the residual bugs in the software etc. 2)What is feasibility study? What are the contents we should contain in the feasibility report? (5 mks) A feasibility study is an initial look at an existing information processing system to decide how it might be computerized or improved. The contents that a feasibility report are: †¢ A statement of purpose of the system. †¢ A definition of system scope. †¢ A list of deficiencies of the current system. †¢ A statement of user requirements. The cost and benefits of development. †¢ A conclusion and recommendations. 3)What are the purposes of Data Flow diagrams, Entity-Relationship diagrams? Give an example diagram of each. (10 mks) Data Flow Diagrams Data Flow diagrams are a means of representing a system at any level of detail with a graphic network of symbols showing data flows, data stores, data processes, and data sources/destinations. The purpose of data flow diagrams is to provide a semantic bridge between users and systems developers. The diagrams are: †¢ Graphical Eliminating thousands of words; Logical representations Modeling WHAT a system does, rather than physical models showing HOW it does it †¢ Hierarchical showing systems at any level of detail; and †¢ Jargonless allowing user understanding and reviewing. [pic] Entity Relationship Diagram E-R Diagram is a graphical representation of the data layout of a system at a high level of abstraction. It defines data elements and their inter-relationships in the system [pic] 4)What is data modeling? Give 5 examples for data modeling. (5 mks) Data modeling is the act of exploring data-oriented structures. Like other modeling artifacts data models can be used for a variety of purposes, from high-level conceptual models to physical data models. From the point of view of an object-oriented developer, data modeling is conceptually similar to class modeling. With data modeling you identify entity types whereas with class modeling you identify classes. Data attributes are assigned to entity types just as you would assign attributes and operations to classes. Examples for data modeling include: †¢ Entity-Relationship diagrams †¢ Entity-Definition reports †¢ Entity and attributes report †¢ Table definition report Relationships, inheritance, composition and aggregation. 5)What is the difference between SRS document and design document? What are the contents we should contain in the SRS document and design document. SRS Document SRS document is a contract between the development team and the customer. Once the SRS document is approved by the customer, any subsequent controversies are settled by referring the SRS document. SRS document defines the customer’s requirements in terms of Functions, performance, external interfaces and design constraints. SRS Includes: †¢ Functional †¢ Non functional User †¢ Interface †¢ System Design Document The purpose of a design is to describe how the enhancements will be incorporated into the existing project. It should contain samples of the finished product. This could include navigational mechanism screenshots, example reports, and component diagrams. Design Includes: †¢ E-R Diagrams †¢ Data flow diagrams †¢ Data Dictionary 6)Explain all the phases involved in the implementation phase. (10 mks) Conduct system Test In this test software packages and in – house programs have been installed and tested, we need to conduct a final system test. All software packages, custom- built programs, and many existing programs that comprise the new system must be tested to ensure that they all work together This task involves analysts, owners, users, and builders. Prepare Conversion Plan On successful completion of system test, we can begin preparations to place the new system into operation. Using the design specifications for the new system, the system analyst will develop a detailed conversion plan. This plan will identify Database to be installed, end – user training and documentation that needed to be developed, and a strategy for converting from the old system to the new system. The conversion plan may include one of the following commonly used installation strategies 1)  Abrupt Cut-over 2)  Parallel Conversion 3)  Location Conversion 4) Staged Conversion Install Databases In the previous phase we built and tested the database. To place the system into operation we need fully loaded databases. The purpose of this task is to populate the new systems databases with existing database from the old system. System builders play a primary role in this activity. Train Users Converting to a new system necessitates that system users be trained and provided with documentation that guides them through using the new system. Training can be performed one on one; however group training is preferred. This task will be completed by the system analysts and involves system owners and users. Convert to New System Conversion to the new system from old system is a significant milestone. After conversion, the ownership of the system officially transfers from the analysts and programmers to the end users. The analyst completes this task by carrying out the conversion plan Recall that the conversion plan includes detailed installation strategies to follow for converting from the existing to the new production information system. This task involves the system owners, users, analysts, designers, and builders. 7)List and explain different types of testing done during the testing phase. (10 mks) Unit Involves the design of test cases that validate that the internal program logic is functioning properly, and that program inputs produce valid outputs. All decision branches and internal code flow should be validated. Unit testing involves the use of debugging technology and testing techniques at an application component level and is typically the responsibility of the developers, not the QA staff. Integration As the system is integrated, it is tested by the system developer for specification compliance. †¢Concerned with testing the system as it is integrated from its components †¢Integration testing is normally the most expensive activity in the systems integration process †¢Should focus on: †¢Interface testing where the interactions between sub-systems and components are tested †¢Property testing where system properties such as reliability, performance and usability are tested System Testing the system as a whole to validate that it meets its specification and the objectives of its users. The testing of a complete system prior to delivery. The purpose of system testing is to identify defects that will only surface when a complete system is assembled. That is, defects that cannot be attributed to individual components or the interaction between two components. System testing includes testing of performance, security, configuration sensitivity, startup and recovery from failure modes. Involves test cases designed to validate that an application and its supporting hardware/software components are properly processing business data and transactions. System testing requires the use of regression testing techniques to validate that business functions are meeting defined requirements. Black Box This is testing without knowledge of the internal workings of the item being tested. For example, when black box testing is applied to software engineering, the tester would only know the legal inputs and what the expected outputs should be, but not how the program actually arrives at those outputs. It is because of this that black box testing can be considered testing with respect to the specifications, no other knowledge of the program is necessary. For this reason, the tester and the programmer can be independent of one another, avoiding programmer bias toward his own work. White Box Also known as glass box, structural, clear box and open box testing. White Box is a software testing technique whereby explicit knowledge of the internal workings of the item being tested are used to select the test data. Unlike Black Box testing, white box testing uses specific knowledge of programming code to examine outputs. The test is accurate only if the tester knows what the program is supposed to do. He or she can then see if the program diverges from its intended goal. White box testing does not account for errors caused by omission, and all visible code must also be readable. 8)List and explain all the phases involved in the construction phase. (10 mks) Build and Test Networks †¢ In many cases new or enhanced applications are built around existing networks. If so there is no problem. †¢ However if the new application calls for new or modified networks they must normally be implemented before building and testing databases and writing or installing computer programs that will use those networks. This phase involves analysts, designers and builders †¢ A network designer and network administrator assume the primary responsibility for completing this task. Build and Test Databases †¢ This task must immediately precede other programming activities because databases are the resource shared by the computer programs to be written. If new or modified databases are required for the new system, we can now build and test those databases. †¢ This task involves system users, analysts, designers, and builders. †¢ The same system specialist that designed the database will assume the primary responsibility in completing this task Install and Test New Software Packages †¢ Some systems solutions may have required the purchase or lease of software packages. If so, once networks and databases for the new system have been built, we can install and test the new software. †¢ This activity typically involves systems analysts, Designers, builders, vendors and consultants. Write and Test New Programs †¢ In this phase we are ready to develop any programs for the new system. Prototype programs are frequently constructed in the design phase. However, these prototypes are rarely fully functional or incomplete. This task involves the system analysts, designers and builders. 9)What is data conversion? Why is it necessary? Data Conversion is the changing of the data structure to accommodate new or different needs for the data. Different operating systems have different application software, and each application normally has its own internal way of saving data. There are some standards such as CSV files for databases and RTF files for word processing text, however, these are few and far between and often only save the basic information rather than the full structure. 10)What is change management? Computer based systems are dynamic. As the business Environment changes, there is a need of some changes to the information system. The changes occur not only during the study, design, and development phases of the life cycle of the system. In this process there are two elements that are essential to the management of change. †¢ The performance review board, which can make management–level decisions about system modifications. †¢ Baseline documentation, which can be referred to, to determine the extent and impact of proposed modifications. 11)What is user acceptance testing? Explain different testings in user acceptance testing. Why is it necessary? User Acceptance Testing is a phase of software development in which the software is tested in the real world by the intended audience. Different testings are: Alpha Testing Alpha testing is the software prototype stage when the software is first able to run. It will not have all the intended functionality, but it will have core functions and will be able to accept inputs and generate outputs. An alpha test usually takes place in the developers offices on a separate system. Beta Testing The beta phase of software design exposes a new product, which has just emerged from in-house (alpha) testing, to a large number of real people, real hardware, and real usage. Beta testing is not a method of getting free software long-term, because the software expires shortly after the testing period. User acceptance testing is used to know if the system is working or not (both clients in-house) 12)What are functional and non-functional requirements? Functional †¢ How the system should react to the particular inputs †¢ How the system should behave to the particular situations †¢ What the system should not do Non functional †¢ Constraints on the services or functions †¢ Time constraints †¢ Constraints on the development process 13)Explain the steps involved in the prototyping 1. Define the goal and purpose of the prototyping. 2. Make plans for iterations (number, range) and evaluations (dates). 3. Transform the conceptual design to a first outline of the user interface and a first synopsis for the users’ information. 4. Design the paper prototype. 5. Let domain experts review the paper prototype regarding completeness and correctness. 6. Test the prototype’s usability.

Marketing Principles at Tip

Marketing Principles at Tip Introduction Marketing is a broad area that passes out both as an art and science of communicating the value of goods and the efficacy of services to customers for the exclusive purpose of selling such products and rendering the services (Durkovic 2009, p. 59). Seen from an organisational level, Durkovic (2009, p. 61) opines that marketing offers a set of processes that are instrumental in creating opportunities for delivering and communicating product and services.Advertising We will write a custom case study sample on Marketing Principles at Tip-Top Accessories specifically for you for only $16.05 $11/page Learn More The aim however, is to create value to prospective customers while augmenting customer relationship management that benefit an organisation in turn. The topics under the study explore collaborative learning with group interactive marketing environment. The paper makes it clear that marketing is not just the acquisition of new customer base, an d that it is a process takes into consideration the responsibility of underscoring the efficacy of specific change aspects that are typical of business growth. Intensive marketing validates a rich way of using the available resources to meet the needs of businesses, and these are in the form of concepts and processes of marketing, marketing segmentation, targeting, and positioning. Moreover, the paper deals with the efficacies of learning outcomes such as elements of extended marketing mix as well as the social dimensions achieved through the learning process. Precisely, in essence this article aims at inspiring human resource capacity to utilise the resource available like knowledge to convert further abilities and services into tangible marketing skills. The basis of this article aims at designing the systems that shape human learning such as arranging the facilities, coming up with procedures that align the marketing processes with an inventory acquisition framework, and scheduli ng the learning outcomes and tasks, while providing a safe passage that ensures changes occur within a business organisation in a smooth effective, and rapid way. Findings and discussions The concept and process of marketing Business is an arena of adjustments, the value of which is to keep with the market trends within which organisations operate. The world over, marketing professionals constantly adjust their business strategy and tact to wage their competitive advantage and reach out to the ever changing customer demands (Lamarre, Galarneau and Boeck 2012, p. 36). Therefore, Tip-Top Accessories marketing professionals must adjust their business strategy and tact to reach out to the ever-changing customer demands. With the contemporary competitive markets Lamarre et al. (2012, p. 45) opines that mobility in the concept of marketing is rapidly becoming an option in business.Advertising Looking for case study on business economics? Let's see if we can help you! Get your fir st paper with 15% OFF Learn More At their behest, contemporary markets continue to evolve as apparatus for allocating resources and a hub investing in communities. Well-organised competitive markets have the capacity to maximise consumer welfare to raise economic growth and cumulatively increase the total welfare of the regions under which they operate (Lamarre et al. 2012, p. 56). With development in marketing trends, firms have the capacity to thrive and provide what the consumers want and in the process, they aim at delivering the best to outdo their competitors. The new marketing trends offer great opportunities for effective competition, which in turn inspires effective competition with the likelihood of bringing significant benefits to consumers. With effective competition, Hill (2012, p. 56) is optimistic that there is an increase in consumer satisfaction by ensuring that that businesses offers variety, greater choices, affordable prices as well as better qual ity of goods and services. Effective competition guarantees strong incentives for businesses to be more efficient and innovative in their operations thus helping them to raise economic growth across the board (Hill 2012, 69). Within this business ambience, markets have always sought to deliver the utmost outcomes to their respective customers, to companies and even the governments under which they operate. Various elements of marketing process Innovative business mind-sets that the exiting business opportunities seek enable businesses to reach out to their customers successfully through a new concept of communication channel (Boone 2012, 65). Today, social media marketing trends shape the scope of business and define their limits by delivering great opportunities for business growth (Lamarre et al. 2012, 67).  The modern day marketing is highly interactive, and whereas businesses goes digital in the marketing concept, they have the capacity to reach out to an expansive consumer ni che (Boone 2012, p. 58). Social media marketing, for example, consists of web browser advantages with mobile device interfacing that makes it possible to offer continuous access to business products and services to the prospective customers regardless of place and time (Lamarre et al. 2012, p. 71). These developments in the concept of contemporary marketing brings forth effective competitiveness to that makes businesses to suffice as robust and dynamic with the capacity to shape and grow the economy in stature.Advertising We will write a custom case study sample on Marketing Principles at Tip-Top Accessories specifically for you for only $16.05 $11/page Learn More Generally, the developmental paradigms of marketing are expansive with abilities to develop consumer by making value, service, and quality of products and services to be a priority in the making. Coupled with several endowments that technology brings into the business, the modern day marketing con tinues to be highly interactive with the capacity to reach out to an expansive consumer niche. Benefits of costs of marketing orientation Costs and marketing strategies are elements geared towards a competitive advantage, which in essence helps businesses gain over their competitors by guaranteeing customers’ enhanced value either by lowering prices or by extending additional benefits that cumulatively brings back the cash price. For businesses involved in a niche type marketing scenario, building and sustaining a robust competitive advantage reflects an increased profit margin that leads to business growth and sustainability. Businesses, according to Fraser (2012, p. 44), have to devise ways to design competitive advantage nonetheless. This is so because competitiveness is the route to survival in a crowded market. Competitive advantage does not grow out of a business’ natural endowments, its interest rates, its labour pool, or its public image as a classical economic unit, businesses device ways to create them. A business’ competitiveness rests on the capacity of its management and the workforce to innovate and upgrade for business growth and economic sustainability (Srivastava, Franklin and Martinette 2013, p. 48). Tip-Top Accessories can only gain competitive advantage against some of the renowned economic heavyweights if it maximises on the challenges and pressures prevailing in the market. Focused businesses benefit instead of waning from having robust domestic rivals, they strategize more from having demanding local customers, and aggressive local suppliers. In an economy of an increasingly global competiveness, Tip-Top Accessories have to become more prudent in laying the foundation of their market strategy to excel in the market and outdo competitors (Fraser 2012, p. 56). Given the proclivity of the business environment to lean towards the conception of assimilation of knowledge, market strategists have to expand their scope to me et the growing demands in the market to keep the business at par with the economic trends (Pitts and Lei 2000, p. 75). For greater outcome, building and sustaining a robust competitive advantage is by endearing a business to some of the least valued localised processes that other businesses might overlook.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The differences in the values of the businesses, their cultures, economic strengths, and management structures all contribute to the competitiveness of a business (Business Essentials: Marketing Principles 2010, p. 72). Striking differences exist in the patterns of competitiveness in every business, as such no one particular business will be competitive over the other in all situations. Ultimately, businesses succeed in a particular way because their domestic environments are innovative, dynamic, and for that matter challenging, thus pushing them further to strategize accordingly. Concepts of market segmentation, targeting, and positioning For Tip-Top Accessories to be effective and efficient in its operations, the company’s management must step up the target customer market scope across the UK and beyond. To achieve this stature, the business need to its market segmentation, target market, and positioning to explore the full score of its market operations. Market segmentatio n This, according to Brown (2005, p. 56), grouping a business’ various customers and placing them under segmentation schemes with various schemes that show common needs that require similar marketing action. In this framework, demographics may be instrumental for a business to focuses on consumer characteristics and in deed, elements of demography such as age, gender, education, job, income, and cultural background can all assist a business in determining its strength in the market. This applies to Tip Top in its bid to meet the needs of different customers. Moreover, elements of business such as psychographics are equally useful in determining the strength of a business in the market; this is so because the lifestyle of a customer base can produce the desired outcome if businesses chose to capitalise on it as a strength element. For instance, buyer behaviour and consumerism could be strategic business strength especially when the management opts to consider the modern trends that drive consumerism such as online shopping, brand preferences, service delivery based on prior purchases (Brown 2005, p. 51). Finally, geographical setting is equally a strong business attribute and Tip-Top Accessories may thrive on the scope of its operation based on the continent, region, country, state, or city, hence it is instrumental for the company to consolidate its strengths and exploit its opportunities. Targeting Upon segmenting the market, a business has to go a scale higher and choose its targets. Business ethics holds that no one particular strategy usually suits all customer groups. Hence, being able to come up with specific strategies pertinent to the business is very crucial (Brown 2005, p. 56). Different approaches are available for Tip-Top Accessories to choose from in their targeting venture. Some of the stratagems are discussed below: Undifferentiated targeting: Here a business observes its market, as a single group with no distinguishable sections, hence using a particular market tactic becomes an option. This marketing plan normally suffice as a better option for enterprises with little or no competition, hence there may be limited need to cushion the stratagems to answer the varied favourites prevailing in the target markets. Concentrated targeting: This strategy pays attention mainly on choosing a specific market place where promotion exertions have the utmost focus. A business has to focus on a single segment as part of its targeting approach so that it can concentrate on the groundwork to understand the needs of a particular market intensely. Tip Top Accessories may gain this type of strategy since laying great emphasis on a single segment may be useful in enabling it to compete successfully against its competitors. Multi-segment targeting: This style normally proves very instrumental where a business has to concentrate on more than one well-known market fragments in order to develop different strategies for the segments. This approach, therefore, provides several benefits, though this can be expensive given that it includes and demands the greater participation from the management. Moreover, it demands an increased market research as well as greater promotional strategies to make it successful. Overall, before settling on a given targeting plan, Tip Top has to conduct a cost benefit analysis that traverses all the available strategies necessary in determining the best approach that will best serve it. Positioning Positioning consists of developing products and services as brand image in the memory of the consumers (Norus 2006, p. 687). This may as well involve refining the view of consumers about the knowledge available in a particular product. In doing so, the business can be able to positively influence its customer base perceptions through strategic promotional drive and by categorically defining the marketing mix of the business (Brown 2005, p. 66). It is equally important to note that effective pos itioning entails a good grasp of the competing factors in a market and the benefits that that target market carries for a business. Therefore, Tip-Top Accessories must be able to ascertain a differential advantage under which it can optimally deliver the benefits pertinent to the market and eventually outshine its competitors. Finally, the business must aim to define itself in the lenses of the consumers while considering what their competitors puts into the market while considering what their competitors puts into the bargain. Extended Marketing Mix In the corporate world, many tools are available for use in accomplishing specific business tasks to ensure businesses deliver on their commitments to the markets. This type of delivery necessitates the application of known marketing tools considered to have the ability to deliver businesses to efficacy and prosperity (Johnson 2014). The marketing mix is therefore a combination of several factors with expansive range of choices that mak es it possible for businesses to market their products and services otherwise known in the language of the extended marketing mix as 7ps. Product As part of the business’ need to grow in stature, product development needs. Whether the business opt to trade in products or services, the business must take into account the fact that consumer needs are paramount and always seek to meet customer demands and expectations. This entails the fact that products may have to under some developments such as changing the names or packaging in order to keep with the trends in the market. In this mix, Tip-Top Accessories can apply product differentiation strategy just like Apple, BMW, and Mercedes Benz Companies. This approach will enable consumers differentiate its products from those of the competitors. Price Pricing is a very important business strategy that must be taken good care of when strategizing for markets. Profit margin together with the competing factors in a business may dictat e the price of a given product or service but the rule has to be able to deliver the best that accommodate the consumers (Johnson 2014). The prices of umbrellas and hats at Tip-Top Accessories should be lower than the competitors’ prices. Moreover, some elements under consideration within this mix are the associated issues that dictate the pricing formula such as leasing, financing, as well as other dictates of pricing in a business. Pricing as a strategy will further dictate other emergent factors such as the stores that keep the products for sale to various consumers. Promotion Promoting a business on the merits of its product strengths could be instrumental in taking the business to greater heights. It is, therefore, necessary for Tip-Top Accessories to put in place a strong public relations department to help in the promotional activities in order to enable consumers know the hats, umbrellas, and scarves that it sells. Promotional activities can bring greater an in-depth understanding of a business’ relative competitive positioning within a given market. As Norus (2006, p. 693) observes it adequately provide analysis of a business’ analysts with a clear framework with flawless framework to assess the impacts of the external condition on a business’ capacity to sustain the much sought after competitive advantage. Place A business has to know its area of operation and acquaint itself with the emergent needs of the customer base under which it operates. As such, transactional, logistical, and functional issues have to be taken into consideration (Norus 2006, p. 694). Decisions made to this end may include the needs to supply the stores with various products that meet diverse customer demands. People People constitute the first P of the extended marketing mix and these include various individuals ranging from those working for the businesses as well as those that constitute the business’ customer base. Tip-Top Accessories has to ensure that it has the capacity to recruit and retain profitable individuals that would guarantee great customer experience in the UK market, as well as globally. Physical evidence Product presentation is very important to the growth of a business. Tip-Top Accessories must ensure that their products have the physical presence in the areas they explore to develop a robust existence in the market to put itself strategically for a competitive advantage. Process Process as the final P has a lot to do with customer service and the business’ ability to deliver services, offer products, handle complaints, and forestall any business actualities. The process aims to garner greater customer experience by building customer confidence in the business’ ability to handle and mitigate business concerns. Supplier power Supplier power, according to Adcock, Halborg, and Ross (2001, p. 35), relates to how the business suppliers may sometime find it easy to hike prices in the process of business. This normally occurs due the number of the suppliers in the business and their reliability to do so. Moreover, the uniqueness of the suppliers’ commodity as well as the services they render may define the operation of the business. In addition, the control the suppliers may have over the business customers’ may also shape the scale of a business operation. Buyer power Buyer power, according to Adcock et al. (2001, p. 37), relates to the buyers may find it easy to pool down the business’s prices. The number of buyers in the market can easily make this necessary by constantly switching from one product or service rendered by one business to another. This scenario may prove particularly challenging for the business and for a business to ensure it retains its rich customer base it may have to strategize on customer retention plan to maintain its competitiveness. Conclusion/summary From the foregoing analysis, we can deduce that competitive advantage doe s not come into the business by itself to give a business an advantage over others. Just like in the operations of Tip-Top Accessories, a business’ competitiveness rests on the capacity of its management and the workforce to work within these modes to innovate and upgrade their strategies for business growth within the markets they operate. Moreover, businesses gain competitive advantage against their rivals because of the ability to maximise on the challenges and pressures prevailing in the market. Focused businesses benefit from these modes of competitive advantage instead of waning from having robust domestic rivals. Smart businesses strategize more from having demanding local customers, and aggressive local suppliers to know the trends in the market to help them stem their competitive advantage. In an economy within an increasingly global competiveness, businesses have to become more prudent in laying the foundation of their market strategy to excel in the market and outd o their competitors. Recommendations Tip-Top Accessories have to devise ways and popular means of devising competitive advantage to ensure a business stands a better chance in the marketplace. The major theoretical approaches discussed are available businesses for organisations to build a sustaining of competitive strategy. For the company to build and sustain a viable competitive advantage, it needs to focus constantly on identifying the diverse product and services to help in strategizing, reshaping the business core competencies, seeking out innovative technologies while consolidating greater intellectual property rights to make the business more distinct and appealing in the market. Finally, identifying what is central to business competitiveness is the hallmark to building a sustainable competitive advantage for all businesses. References Adcock, D., Halborg, A., and Ross, C 2001, Marketing: Principles and practice (4th ed.), Financial Times/Prentice Hall, Harlow. Business Esse ntials: Marketing Principles 2010, BPP Learning Media, Manchester. Boone, L 2012, Contemporary marketing, Cengage Learning Custom, London. Brown, I 2005, Marketing your service business, Thorogood Publishing Ltd, London. Durkovic, J 2009, â€Å"Development of human resources as strategic factors of the companies competitive advantage†, Economics and Organisation, vol. 6, no. 1, pp. 59–67. Fraser, C 2012, Business statistics for competitive advantage with Excel 2010 basics, model building, and cases (2nd ed.), Springer, New York. Hill, C. W 2012, International business: competing in the global marketplace (10th ed.), McGraw-Hill Irwin, New York. Johnson, M 2014, Extended Marketing Mix: The 7 Ps of Marketing, https://blog.udemy.com/extended-marketing-mix/ Lamarre, A., Galarneau, S., and Boeck, H 2012, â€Å"Mobile marketing and consumer behaviours current research trend†, Int. J. Latest Trends Computing, vol. 3, no. 201, pp. 1-9. Norus, J 2006, â€Å"Building su stainable competitive advantage from knowledge in the region: The industrial enzymes industry†, European Planning Studies, vol. 14, no. 5, pp. 681-696. Pitts, R. A., and Lei, D 2000, Strategic management: building and sustaining competitive advantage (2nd ed.), South-Western College Pub. Cincinnati, Ohio. Srivastava, M., Franklin, A., and Martinette, L 2013, â€Å"Building a sustainable competitive advantage†, Journal of Technology Management and Information, vol. 8, no. 2, pp. 47-60.

Medication for ADHD Children Essay Example | Topics and Well Written Essays - 1250 words

Medication for ADHD Children - Essay Example It is also important to note that administration of different medications of ADHD achieves treatment results differently for different patients. Medication for ADHD Children Attention Deficit Hyperactivity Disorder is a neurobehavioral condition that is common among children. The behavior can be regarded as an inappropriate developmental behavior with impairing degrees of hyperactivity and inattentitiveness. ADHD disorder is often accompanied by a significant co-morbidity. However, parents have hope since there are various methods of treating children with Attention Deficit Hyperactivity Disorder. Treatment includes a variety of stimulants that are used to reduce hyperactivity and inattentiveness. These medications have sustained release of newer versions for improvement over previous disadvantages (Tobaiqy, et al., 2011, p.212). However, children with ADHD have been given medications that only help contain the situation and not to treat the disorder for a permanent solution with res pect to medication. Research claims have brought about controversial issues with regards to whether ADHD is wholly a biological illness causes a structural defect of the brain. ADHD medications that are being currently used to suppress and treat the individuals with disorder predominantly base its opinion on the fact that the disorder is a mixture of genetic disorder and environmental aspects. It is clear that medications focus on the brain since there are clear-cut evidence through differences of brains of non-ADHD patients and those with the disorder. This brings forth the medications focusing on the brain though there is no clear-cut evidence on how these brain differences result in ADHD. Medications being given to children with attention deficit disorder such as stimulants, antidepressants and even therapy can surely help treat the situation considering the prove of the disorder being a biological illness. However, medications for attention deficit hyperactivity disorder needs r ethinking and advancement considering the fact that those patients with the disorder are biologically fit and normal. Dynamics are paramount given the fact that despite biological aspects contributing widely to hyperactivity, impulsivity and lack of attention, the patients found to have manifestations of these behavior are proved not to have any deficiencies biologically. It is important that these children receive better treatment since attention deficit disorder is a core issue of concern since these patients cannot work on or perform duties that are essential in the society. Despite ADHD patients non-performance they have the tendency of being attentive and performing tasks that are interesting and therefore cannot be left out in normal education. Governments have placed children with ADHD into consideration by giving them budgetary and policy priority to assist their education through improvement of the system of education in their favor. The principle of inclusive education has enabled children with ADHD to receive quality education despite shortcomings. Governments have encouraged participation of organizations, parents, and communities to facilitate inclusive education for these children. There are many stimulants for treating ADHD and each child may respond differently to the different stimulants. Some medications that work for one child may not work for

The real world of management Essay Example | Topics and Well Written Essays - 2500 words

The real world of management - Essay Example Power is not a preserve of the top managers and bosses; it is a prerequisite of management at all levels. When abused, power can bring a previously successful organization down to its knees. Similarly, if power is used well and for the benefit of all employees it can bring up an organization that is previously perceived to be failing (Hatch & Cunliffe, 2006). For an employee to have a sense of belonging, engagement and happiness in any organization, they need to have power and control of situations. A good leader is one who does not use power for individual benefit but for the well being of the organization. Self centred people usually seek power to satisfy individual interests at the expense of the entire organization and colleagues. Power can be as good and bad as its source. If it is obtained through threats, humiliations, frustrations and intimidation of others, it becomes absolutely difficult to channel it for the benefit of the same people (Whatley, 2002). Absolute power is sai d to corrupt. As a result, power has to be balanced and checked so that it does not destroy an organization. It should be used to enhance control that seeks to uplift the standards of an organization and not derail or rob it of the already reaped gains. The Link between Power and Control There is a very close link between power and control at the workplace. Power gives an individual the ability to control and get things done. Control is a very significant component of management which gives an employee the confidence and a sense of feeling of having jurisdiction to take care of situations and circumstances (B2Bwhiteboard, 2012). Without power, control is absolutely impossible. A good leader is one who focuses his energy to work with others as a team to get things done. He is an individual who can discharge his duties both individually and within a team. In simple terms, he should be able to control the circumstances under which he works both individually and with others. However, no matter how energetic an individual may be, he cannot be able to control the team without power. It is, therefore, very clear that power and control are closely linked. It is also very evident that both power and control if wrongly used can bring about a feeling of dissatisfaction and a feeling of isolation among those who feel deprived of it (Bratton, Mills, Pyrch, & Sawchuk, 2003). Therefore, power should be balanced and checked to ensure that an organization is controlled in a manner that is not only acceptable but beneficial to the entire organization, its stakeholders including both the internal clients and employees. This should be done with the view that power leads to control implying that absolute power leads to absolute control, which may not be healthy in an organization (Pfeffer & Salancik, 2003). There are several sources of power. It may be obtained through coercion where people are forced into doing things owing to the dire consequences of failing to do them. In such situations, employees are forced to do things to avoid the punishment associated to the failure to perform such tasks. In some cases, power is obtained through reward. In such situations, employees are promised a reward for undertaking tasks. This could be in the form of a material gift. As such their loyalty is obtained. Whether obtained through intimidation, coercion or reward, power installs into an individual the capacity to control and direct the affairs at the workplace (Simon, 2009). Tensions and Contradictions Surrounding Power and Influence In most cases, people like too much of what is good. Power, however, is seen to be good and bad. When rightly used, power

Health Promotion in relation to Smoking control Essay

Health Promotion in relation to Smoking control - Essay Example 582-587). Both active and passive smokers are greatly affected by cigarette and tobacco smoking. The active smokers get affected directly whereas the passive smokers are affected indirectly (Oberg et.al, 2011, p.139-146). According to king et.al (2012, p.94), more than seven thousand American citizens and approximately thirty three thousand nine hundred American citizens die every year from lung cancer and heart related diseases following exposures to smoking. U.S. Department of Health and Human Services (2010, p. 7) further argue that active smoking and exposure to the second hand smoking kills more than four hundred and forty thousand American citizens every single year. However, this figure does not account for the ones who are left behind with severe illnesses attributable to smoking. With every one person who dies, twenty more are left suffering from other smoking related illnesses (Fiore, 2004, p. 204-210). This has further increased the burden of the government since it is estimated that the American government spends at least ninety six billion dollars every year to cater for the healthcare costs and further looses more than ninety seven billion dollars every year in terms of the productivity lost as a result of smoking every year (Farrelly et.al, 2013, p. 549-555). Despite, the dangers attributed to smoking, the habit is usually common in US with high school students and adults being the most affected groups in the society. It is even believed that in every group of five adults or high school students, one is a smoker (CDC, 2008, p. 5-8; CDC, 2009, p. 1227-1232). According to U.S. Department of Health and Human Services (2010, p. 12-16), smoking today kills more than even HIV and AIDS and other drugs such as alcohol, heroin or even cocaine. Today, more than 8.6 million American citizens have chronic health conditions attributable to smoking

Human Resources Management (HRM) in Aviva

Human Resources Management (HRM) in Aviva Introduction Today, organizations are recognizing the importance of using best practices to enhance the skills and knowledge of the workforce to have a competitive edge over other organizations competing in the market. An essential component of every organization is training and development of its employees. The effectiveness of training can be measured if the knowledge and skills of the potential employees is harness and developed. Harnessing, transferring and equipping information and knowledge to the potential employees within an organization in order to interpret that information and knowledge into practice with a vision to improve the organizational effectiveness and productivity and the management of the people in referred as training in general terms. Training programmes and development of new employees after recruitment and selection process is an ongoing and many folded set of activities. Training and development is carried on in order to convey knowledge and skills to a big shot, over and over again to perform a job or a new role in the future. In Aviva Life Insurance Company Private Limited, training is considered as an effective tool to keep hold of and motivate their people and to be acquainted with technical change and customer services. Training and development programme must be strategically arranged in a line with the mission and goals of an organization. It needs to be aligned and designed with the aim of training and equipping employees to achieve the organizational goals, departmental as well as personal goals. Training and development function is progressively more than a programme. Increasingly, it is a tool for breaking the new grounds and conveying continuous learning process and bringing about the change through training and development activities. Improved productivity has turn out to be universally recognized by the organization and it is dependant on efficient and effective training of the employees. Now a day, Aviva Life Insurance Company is investing on training and development of its workforce to stay a head and to gain competitive advantage. In order to stay competitive and to guarantee brilliant and skilled staff, Aviva needs to make sure the training and development of all the employees. Staff training and development is the bottom line of organization success. Planned training and development programme is a systematic development of knowledge and skills, attitude required to perform a job by the employees. Fresh candidate into Aviva carry certain skills and capabilities which are not pertinent to its goals and objects and or needs most of the time. It is the planned training and development program which are entailed for the new and existing employees to facilitate them to work in the direction of achieving expected destination of the organization. Mental, physical, social and intellectual trainings all are very essential for the development of personal and as well as for organizational success. Human Resources Management and Training Human Resources Management focuses on people recruitment and selection, training and development, performance management, employee motivation and benefits. Human Resources Management is mess functioning part of Aviva Life Insurance Company which deals with human capital management and its administration. Human Resources Management includes number of functions and its Human Resources Functioning keeps change with the passage of time and according to the needs of an organization. When we look at the association between human resources management and training and development within an Aviva it is also keep varying. The activities related to training are as important as other human resources functions are equally important. There was a time when training was considered to be the waste of time, money and resources, and considered to be fruitless. But in this present age of advanced technology and competitiveness, training is considered to be an investment of time and money in human capital. Now a day, training is considered to be an essential instrument of human resources management in order to organize, control and develop the human capital to reduce the attrition rate this helps in keep motivating the entire workforce within an organization. It increases the satisfaction level of employ ees, helps professional achieving personal and organizational goals. Training is considered to be the backbone of employees, organizational success and as well as departmental success. Survival without training has become difficult for the departments within an organization such as sales and marketing, production and finance department. Human Resources Department is taking training as a priority and human resources management is carrying it out effectively. Training and development programmes in Aviva enhance the profile development in the organization. Human resources management and professionals play a vital role in this scenario. The role of human resources management and professionals can be seen as a dynamic participation in employee education and improved performance means more rewards and productivity (Gary Dessler, 2000). Training as a Strategic Function of Human Resources Management Aviva is investing money resources in training considering it as a payback asset. They believe that investment in human capital will provide it competitive edge worldwide and it will enhance the profile development in the organization. Training is considered to be an ongoing process. It is a never ending learning process. It is functional at all levels, lower, middle as well as managerial level. Training programme is a set of well planned activities. These activities related to training facilitate employees learning of knowledge, skills attitude to perk up the productivity to do their current job and enhance the performance to achieve organizational goals. Looking at the long term incentive of training, training and development of employees pertain to continuing efforts to improve working of entire human capital within an organization which will lead towards the achievement of personal and organizational goals. Training is essential for an employer of an organization for many reasons it facilitate the organization towards the development of human capital of a country. This gives an edge to the organization and changes its overall representation in the market and this can increase the relationship and influence. This necessitates a high level of collaboration between the employees and training and development team (Divina M. Edralin, 2004). Aims and Objectives of Study The research focuses on the evaluation of effectiveness of training carried on by Aviva. After the recruitment and selection of the employees it is important for Aviva to best train the new entrants so that they could perform better on job. Training of employees aims at taking best out of them. Training enhances the efficiency of the employees and it keeps them motivated. This study on evaluation of the effectiveness of training for employees in Aviva life insurance Company gives us an insight into the following objectives; The Objectives are: In order to get to know the value of training of human resources in any organisation. To know the various methods, strategies, programmes and techniques used by the organisations for training its employees. To check the value of the training programs that is conducted in the organization for their employees by analyzing the training programs. To be familiar with the changes that an organisation can need to enhance its training programs to create them more valuable for the employees. Identifying drawbacks of existing training process in practice in the organization. Providing recommendations in order to reduce deficiencies from the existing training process in Aviva. Purpose of the Study This research is taken to check that whether these training programs are in use in the organization and to check the authenticity of these programs for the employees. Its also check and evaluated that both these programs help the employees in Aviva to perform their tasks properly or not and also give organization a direction and way to improve and enhance their training program for better performance. Scope of the Study The scope of the study indents to provide an overview the typical methods used to evaluate the training effectiveness provided to the employees. The evaluation of effective training provided to the existing and new entrants ensure that the training was well structured and planned. A number of methods are used to measure the effectiveness of training. These techniques used in the Aviva to assess the effectiveness of training are organized and efficient and co-related to the training programmes. The tools and techniques used to weigh up the training effectiveness are considered to be the evaluation indicators. These indicators assist in establishing and maintaining effectiveness of the training provided to the employees. The main objective of using there indicators is to measure that to what extend the training objectives have been achieved and par the organizational needs. Limitations of the study Every study faces some limitation in carrying out its research. These limitations are unavoidable like always. This research expects to face the following limitations; The feedback or response of the respondents would be uncontrollable The study is confined to the training function only which is a strategic function of human resources management. Reaching out training programme policies would be difficult. The employees of the Aviva might not be willing to provide required information necessary to carry out the research. The data provided by the Aviva life Insurance Company, according to the sample set of employees might be biased Sample of chosen employees could be limited All the above mentioned limitations can be a stumbling block in the way of research findings, data collection and data analysis. Literature Review Following will the literature review relating to the research on evaluating the effectiveness of training for the employees. Training Conventional training necessitates covering up the important job-related skills and knowledge. On the whole, the most important and effective way to develop and train employees is based on effective training programme. Training is not only for the employees but also subjected to the top level management and the administration level. Employees should give training according to their job performance because every employee has different function to perform in organization. Function of Training The function of Training is: To provide employees with the skills and knowledge require ensuring optimum performance results, develop a cache of employees qualified to meet the organizations operational needs, and contribute to positive morale, employee satisfaction, and development. Importance of Training If the employees are giving proper training, it will benefit the organization in so many ways. By providing proper training Aviva can learn that how it will carry on in todays rivalry world and speedily varying atmosphere. Training helps in adding up worth to the reimbursement of the organization. If there is proper support from management and workers, Training will be more valuable. The value of training is as follows  [1]  : Productivity can be increased in an Aviva with proper training. Employees skill knowledge can be enhanced through training and it also helps a lot in improving whole character of the employee. Quality of work performed by the employees can be enhanced by providing proper training. Training helps in the improvement of the human resources in the organization by giving them skill base knowledge and through it employees can also improve their personality. Maintenance of employees within the organization is done by Training and reduces labors return. Employees get motivated for their work through training. Moreover, motivation helps the employees in performing organizational goals and objectives. To build a peaceful work place in Aviva training is considered an important tool. It will also help in establishing the employee relationships and enhance the organizational traditions. Aviva Life Insurance Company can get more profit through proper training. If the employees will get proper training then they will perform their work more efficiently which at the same time minimize the wear and tear. Goals and objectives in Aviva can only be achieved with proper training and it also helps the employees to perform their goals. Training Need Analysis Training is a part of Human Resource Development. Training is very important for the development of employees along with the organizational development. Human Resource is the only resource which can drive business for competitiveness. Training is needed at all levels in Aviva. Training is effective only when it is given to the right kind of person at the right time for the right objective and involves the right cost. So only that kind of training should be given to employees which is effective for both the organization as well as for employees. Training Need Analysis involve the collection of data related to the need for providing training to the employees. Methods of Training There are several methods used for training such as; On Job Training (OJ) Off Job Training (Seminars, Lectures etc) Cognitive Training (Discussions, Demonstrations etc) Behavioural Training (Role Playing, Business Games etc) Classroom Lectures Coaching Role Playing Mentoring (Divina M. Edralin. (2004). Research Questions The research questions are: What training programs are used by Aviva? What are the actions for all the training programs which are done by Aviva? How efficient and effective the training programs are done for the employees by Aviva? What suggestions and recommendations can be purposed to Aviva for the enhancement in their training programs? Problem Statement Organizations using training programmes are much effective and are meeting organizational needs or failing in todays changing world. Hypothesis Every research has two variables. The independent variable does affect the dependent variable in every research. AN EVALUATION OF THE EFFECTIVENESS OF TRAINING FOR EMPLOYEES Dependent Variable: Employees of an organization Independent Variable: Training Programmes Research Method and Data Collection Research Design It is essential to pursue a correct research method in order to feasible research. A research plan states basically the abstract arrangement within which the research can be obtained. The main purpose of a research design is to give for the gathering of related proof with accessible costs of effort, time and money. The research method should be able to elucidate the techniques suitable for obtaining the projected study. In order to estimate the efficiency of the training for the workers in Aviva Life Insurance Co. Pvt. Ltd, a relative research design has been selected. The research methods are helpful in describing the different training programs made by Aviva and the estimation of the usefulness of those training programs, in order to obtain the goals of the research. Data Collection for the research Primary Data Collection In this research, different methods have been used for collecting the data to quantify the results of this research. Both the primary and secondary data will be used for the research. The primary data will be collected by providing questionnaire to the employees in Aviva and by taking in-depth interviews. Secondary Data Collection The means of collecting the secondary data are magazines, books, journals, newspapers, internet, publications etc. The secondary data about the Aviva is collected by going through various journals, magazines, published statistics and websites of the organisation. Aviva has also provided data regarding their training programmes and their evaluation. For making the questionnaire and for deciding the questions to be asked in the interview, the data is collected about the topic of the research and about the organization through journals, websites, magazines etc. Sample Procedure The sampling procedure used in the research will be random sampling with each and every element in the population having equal chance of being selected. Keeping in mind the time and resource constraints, a sample of 40 employees were chosen. Conclusion The most important function of human resources management in Aviva is the training of employees. The transformation of skills and knowledge required to enhance the performance and increase the productivity can be achieved through effective training programme. Along with effective training, effective evaluation of training is necessary. The training programme should be according to the requirements and needs of the job. Before setting up any training programme, job specifications should be taken into account. The employees should also be fully motivated regarding the training programmes. For measuring whether the training objectives are achieved or not, evaluation should be done periodically. Evaluation helps the Aviva in measuring the effectiveness of the training programmes. There are proper methods for evaluating each and every type of training programme. The result of evaluation depends on the data collected by the organization for doing evaluation.

Three Little Pigs :: essays research papers

The Three Little Pigs   Ã‚  Ã‚  Ã‚  Ã‚  Once upon a time, there were three little pigs that were kicked out of their birth home by their parents and told to live life on there own. These three little pigs were ready to build their own homes and get secure jobs. The first little pig was lazy, overweight and did not like to work at all. He wanted to take the easy path, and built a house out of straw which could barely support it’s own weight. After he was finished building his insecure house of straw, he decided to visit his brothers. He danced down the dirt path, to see how they were progressing with their homes.   Ã‚  Ã‚  Ã‚  Ã‚  The second little pig was building himself a house also, but he too, like his brother, was a lazy little pig that did not like to work much. He also decided to take the easy path of life, and make his home simply out of sticks. In no time at all, he finished building the cheap house. However, it too was insecure. After the work was completed, the second little pig was free to do what he liked to best. He decided to dance and play his fiddle. As he played his fiddle, his brother, the first little pig arrived tooting on his stainless steel flute. They both danced while the second little pig sang: â€Å"I built my house out of sticks,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   I built my house out of twigs.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   With a hey diddle-diddle   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  I play on my fiddle,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  And dance all kinds of jigs.† Then, the two brothers made their way down the treacherous till they came upon the third brother.   Ã‚  Ã‚  Ã‚  Ã‚  The third brother, the hard working egotistical type, chose to build his house out of Acme brick. He knew the big bad wolf was waiting until they got out on their own, before he tried one of his indecorous attempts at catching a feast. Rapidly he worked, slap, slosh, slap, laying red bricks, and smoothing fresh made mortar in between each layer of bricks.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Ha ha ha!† laughed his two brothers as he steadily worked.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Come down and play with us!† the two little pigs yelled, but the busy little pig kept on working even harder than he was before they came. Then he yelled down to them: â€Å"I built my house of stones.   Ã‚  Ã‚  Ã‚  Ã‚   I built my house of bricks.   Ã‚  Ã‚  Ã‚  Ã‚   I have no chance To sing and dance,   Ã‚  Ã‚  Ã‚  Ã‚   For work and play don’t mix.

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.