A Comparison Between A Coy Mistress and To The Virgins Essay examples -

A Comparison Between A Coy Mistress and To The Virgins ====================================================== Both Andrew Marvell and Robert Herrick who are writing in the 17th Century which was in the Romantic period and both poems are about love. This comparison ties both poems closely together as well as their identical themes of time running out. Herrick’s poem â€Å"To the Virgins, to Make Much of Time† is essentially a general argument that everyone who has not yet found love should make the most of the short time they have alive and marry someone as soon as possible. The idea of Marvell’s poem is to get his mistress into bed with him. This means that there will be a contrast at points of the poem where some conclusion is reached. Herrick’s poem is much shorter than Marvell’s and therefore his point is brought across in two metaphors to express it and then a conclusion which drives it home. â€Å"To His Coy Mistress† on the other hand comprises of 3 large verses. The first one is humorous supposedly to break down the barrier between him and the girl who the poem is for, the second is used to shock his reader to convince her that she should come with him and the third verse is an actively persuasive conclusion which tells her that he is the only logical choice for her to take. This means that the short four stanza Herrick poem which is composed entirely of evidence and persuasion to back up his point compares closely to Marvell’s who is also persuading his mistress and leaving her no room to defy his argument. In Herrick’s poem, he uses a metaphor of a flower which may be at full bloom and beautiful today but then tomorrow it will be wilting and dying by which he means that the young virgins may be bea... ...ll wants (i.e. to seduce his mistress). This poem is written in rhyming couplets which for most of the poem gives it a melodic persuasiveness however on line 24, which ends with the word eternity does not rhyme with the line above ending with the word lie. This is designed to interrupt the beat of the poem and to disturb the reader so that this word eternity is emphasised and proves the point that when she dies, it will be for ever. Both Herrick and Marvell are male poets from the same romantic period in the 17th Century and therefore the context and language used in their poems are relatively similar. It is also probably since Herrick was a major influence in the poetic world at the time – that Marvell has read â€Å"To the Virgins† and both authors will therefore have comparative ideas for example the theme of time which features so strongly in both poems.

How Does Browning Tell the Story in the Laboratory? Essay

Robert Browning’s poem â€Å"The Laboratory† is set in France before the French Revolution. The dramatic monologue is about the narrator herself and her plotting of revenge against her previous lover and his current mistress and it tells the reader how she plans on doing so. She believes her actions in the story are justified and reasonable. In the poem, the story’s tone is established with the setting, which also helps create vivid imagery for the readers, making it easier to put into context and understand. Browning uses the title to set the scene for the story, as â€Å"The Laboratory† is a place where scientific experiments take place. But oddly, in the poem it’s a place the narrator uses to tell her feelings and plot revenge. The poem is set around the time before the French revolution, which is indicated from the subtitle, â€Å"ancient regime† which was at a time of internal conflicts and civil wars, showing that it was at a violent time, which could be linked to why the narrator took such drastic measures. Furthermore, perhaps she felt more confident in committing such a crime because a single murder would be insignificant and probably â€Å"brushed under the carpet† in the context of the war period. The poem is situated mainly around the place in which the apothecary is working, where he is making the poison that will be used to kill the narrator’s adversary. The narrator is close by the apothecary, whilst he is making the poison as she watches it, â€Å"curling whitely†, showing she wants to be involved in the preparations and see it come together. This reveals a more menacing aspect behind her character. The rhyme scheme is regular, with an ABAC structure that makes each short stanza playful until the dramatic break in the last line. The voice of the narrator is delightfully captured, and we see that this woman is revitalised by more than just revenge; she is invigorated by the power that murder allows her to have. This is significant, as she may not have had very much power being a woman in those times. However, because she is able to purchase such an ominous potion, we may consider that she is actually an upper-class  lady. There are differing theories on the narrator’s social status. When she first mentions her untruthful beloved, she only mentions one woman, but a few stanzas later; she mentions both â€Å"Pauline† and â€Å"Elise† as targets. She is already being taken away with the potential to kill. While the rhyme scheme is regular, the enjambments stress that she is willing to lose a bit of control, letting this desire take over her. Additionally, if winning her husband or lover back were the only goal, she would perhaps not take so much joy in the prospect of causing painful death to the ladies and ethical torment to him. Her intense focus on the ingredients further confirms the elation she feels at suddenly giving herself over to this malice. That this scheme will cost the narrator her â€Å"whole fortune† only validates the choice. We get the sense that she will be forever defined by this act. In closing with â€Å"next moment I dance at the King’s,† the poem implies her intent to carry herself as a woman who has accomplished a great deed. Alternately, we can interpret her as being a prostitute and fearing public humiliation. Psychologically, her resentment could be motivated by class expectations. She considers herself a â€Å"minion,† which might be interpreted as a lady-in-waiting or some low-level servant, whereas her competitors are not as low in the social ladder. That her beloved is involved with them and that both expect that the speaker is grieving away in an â€Å"empty church† is the worst offence. She is considered less worthy than them, which only strengthens her resolve to demonstrate her superiority through the murder. One could argue that the speaker has never actually been involved with her beloved, since she gives no direct proof of a relationship. Further, as her lover and competitors all know that she is aware of the affair, it is possible that they do not even know they are offending her in any way. There is also, in the â€Å"empty church† line, the slightest indication that perhaps she was seeking guidance from God and she was commanded to murder her; similar to the story of Abraham in the Bible when God commands him to kill his son. Much can be drawn from Browning’s masterful subtly. Finally, sexuality is presented in this poem as something capable of great horror. In the same way that the bright, pretty poison will ultimately cause painful death, so does the allure of sexuality have a dark side. Sexuality is certainly behind whatever actions have led this woman to the apothecary, but it is important to keep in mind her willingness to use it on the apothecary in the final stanza, when she tells him, â€Å"You may kiss me, old man, on my mouth if you will!† Perhaps this poem should not be taken as a moral message but rather read it as his uses of values, which also surround their opposite. What drives men and women to celebrate life, or start it, can also cause that life to end.

10 dudas resueltas sobre visa trabajo creada por TLC

Estados Unidos brinda las visas de trabajo TN reservadas exclusivamente para profesionistas mexicanos y canadienses. Estos visados se otorgan al amparo del Tratado de Libre Comercio (TLC) o NAFTA, por sus siglas en inglà ©s. Son unas visas relativamente recientes y con cambios a lo largo de su corta vida, por lo que son frecuentes las dudas que este artà ­culo se propone despejar.  ¿Quà © visas creo NAFTA para trabajar en EE.UU.? Los acuerdos de NAFTA crearon para profesionista la visa TN-1 para canadienses y la visa TN-2 para mexicanos. Ambas son muy parecidas en requisitos, pero se diferencian en su tramitacià ³n. Ademà ¡s, creo la visa derivada TD para los familiares de los titulares de un visado TN.  ¿Quà © empresas pueden fungir como empleadores? Cualquier empresa o empleador estadounidense puede brindar una carta de empleo a ciudadanos canadienses o mexicanos para tramitar la visa TN. Se necesita primero verificar que la profesià ³n està ¡ incluida en el listado autorizado por un apà ©ndice de los acuerdos de NAFTA. Una vez que que el trabajador està ¡ ya en EE.UU., el empleador procederà ¡ a tomarle los datos requeridos para completar la forma I-9.  ¿Cà ³mo se contacta con un empleador? De la misma forma que se consigue cualquier otro trabajo: mediante contactos personales, contactando directamente con empresas, a travà ©s de redes sociales como LindkedIn, por medio de bases de datos como SimpleHired, Indeed.com o Glasdoor o a travà ©s de reclutadores o agencias de empleo (staffing agencies, en inglà ©s). En el à ¡rea de la enfermerà ­a es comà ºn recurrir a agencias especializadas en reclutar profesionistas extranjeras. Los intermediarios en la procura de un puesto de trabajo pueden cobrar una cuota por sus servicios, habià ©ndose reportado casos extraordinarios de pagos de $1.000.  ¿Para quà © familiares se puede pedir visa acompaà ±ante? El solicitante de una visa TN puede, ademà ¡s, pedir visas TD para su cà ³nyuge y sus hijos solteros menores de 21 aà ±os. Estos familiares, que pueden tener nacionalidad distinta a la mexicana, no podrà ¡n trabajar en EE.UU. pero los nià ±os podrà ¡n estudiar. En el caso de divorcio, el cà ³nyuge con la visa TD deberà ¡ salir de Estados Unidos u obtener una visa independiente. Lo mismo sucede para los hijos que se casan o cumplen 21 aà ±os de edad. Si inicialmente solo solicita la visa el profesionista mexicano, posteriormente sus familiares podrà ¡n iniciar el proceso para obtener las TD, para lo que necesitan una copia del I-94, registro de ingreso y de salida del titular del visado TN, que debe seguir teniendo validez. Cabe destacar que para las leyes migratorias de los Estados Unidos los beneficios derivados por matrimonio, como es este caso, aplican tanto a las parejas conformadas por un varà ³n y una mujer como a las del mismo sexo. Cambio de empleador en Estados Unidos La visa TN està ¡ vinculada a un empleador especà ­fico de los Estados Unidos, por lo tanto es una violacià ³n migratoria trabajar para otra empresa. Sin embargo, el profesionista puede cambiar de empleador siguiendo los pasos pautados por la ley, que prevà © dos posibles opciones para los mexicanos con la visa TN. En primer lugar, el profesionista sale de EE.UU. y solicita una nueva visa presentando en la entrevista en consulado la carta de empleo o el contrato de la nueva empresa. En segundo lugar, la nueva empresa completa el formulario de USCIS I-129, Change of Employer and Extension of Stay. El profesionista mexicano no puede empezar a trabajar para el nuevo empleador mientras no recibe la carta de USCIS en la que se acepta el cambio. Y es que con la TN no aplica el principio de portabilidad que sà ­ existe con otro tipo de visas como, por ejemplo, la H1-B. Si se sigue este camino, cuando el profesionista viaje a Mà ©xico puede solicitar la visa TN vinculada al nuevo empleador presentando la carta de aceptacià ³n de USCIS y la carta de empleo o contrato. Asimismo, tiene la opcià ³n de solicitar el cambio en un puerto de ingreso a Estados Unidos (puerto, aeropuerto o control fronterizo) ante un oficial de la CBP. En este caso es requisito indispensable que la visa TN con el anterior empleador no està © expirada, presentar la carta de aceptacià ³n de la forma I-129, la carta de empleo del nuevo empleador y pagar una tarifa por el cambio de I-94. Cambio de direccià ³n Todos los cambios de direccià ³n durante la estancia en Estados Unidos deben ser notificados a USCIS en los 10 dà ­as siguientes al cambio.  ¿Por cuà ¡nto tiempo es và ¡lida la visa TN? La fecha de expiracià ³n consignada en la visa es el tiempo de validez de la misma, a menos que previamente se cancele o revoque. Por lo tanto, si la visa TN està ¡ en un pasaporte expirado, sigue siendo và ¡lida y para viajar a Estados Unidos se debe llevar tanto el pasaporte nuevo como el expirado, que contiene la visa todavà ­a và ¡lida. El periodo inicial de la validez de la visa es, generalmente, de tres aà ±os, pero puede ser extendido de manera indefinida. Sin embargo, el tiempo que un profesionista mexicano con visa TN puede permanecer legalmente en Estados Unidos no està ¡ determinado por la fecha de expiracià ³n de la visa, sino por la seà ±alada en el I-94, registro de ingreso y salida, que se puede obtener en la pà ¡gina de la CBP.  ¿Cuà ¡ndo se puede ingresar a EE.UU. por primera vez con visa TN? Se puede ingresar un mà ¡ximo de 10 dà ­as antes de la fecha de comienzo del trabajo.  ¿Cuà ¡l es el periodo de gracia de estancia en EE.UU.? Luego del 17 de enero de 2017 hay un periodo de gracia de 60 dà ­as a contar desde la fecha de expiracià ³n de la visa o de finalizacià ³n del trabajo. Durante esos 60 dà ­as no se puede trabajar pero el titular de la visa TN puede cerrar con calma su vida en EE.UU, buscar un nuevo trabajo, solicitar una extensià ³n del visado o uno nuevo o pedir un cambio de estatus.  ¿Quà © tipo de abusos pueden ocurrir y cà ³mo reportarlos? Estas visas està ¡n poco reguladas y se han reportado casos de abusos. Por ejemplo, cuando el titular de la visa TN quiere cambiar de empleador puede encontrarse con la obligacià ³n de pagar una cuota a la agencia reclutadora si se rompe su contrato vigente, que puede superar los $10.000. Tambià ©n se han reportado abusos alegando que el salario o el puesto de trabajo ofertado no se corresponde con el real. En el caso de abuso, se puede marcar al Centro de los Derechos del Migrante al 800-590-1773. Puntos clave: dudas sobre la visa TN La visa TN para trabajar en EE.UU. es una de las mà ¡s fà ¡ciles de obtenerEs una visa para profesionistas mexicanos y canadienses con trabajos incluidos expresamente en apà ©ndice del acuerdo de NAFTA La vigencia de visa TN es por periodo inicial de 3 aà ±os. Se puede extender indefinidamenteLos familiares inmediatos pueden obtener visa derivada TDSe admite solicitar cambio de empleador y de estatus migratorioPeriodos de gracia: ingresar 10 dà ­as antes de empezar a trabajar y salir 60 dà ­as despuà ©s de finalizar el trabajo. Este es un artà ­culo informativo. No es asesorà ­a legal.

Personal And Social Identity Of A Person Who Has Alzheimer...

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Impact of Gender on Reactions to Military Sexual Assault...

Title of Article: Impact of Gender on Reactions to Military Sexual Assault and Harassment Date of article: February 2014 Author(s): Margret E. Bell, Jessica A. Turchik, Julie A. Karpenko Source (Please attach copy of article): Bell, M., Turchik, J., Karpenko, J. (2014). Impact of Gender on Reactions to Military Sexual Assault and Harassment. Health Social Work, 39(1), 25-33. ARTICLE SUMMARY: Social Workers have a need to advance an understanding of working with veterans especially women affected by the concerns of sexual assault and harassment. The authors reviewed and referenced studies such as from the Department of Defense displays women in the military had more experience with sexual assault than men in their military†¦show more content†¦Women are at risk of gaining weight and other eating disorder behaviors in utilizing the control of their bodies. 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PG Success Essay Example For Students

PG Success Essay Introduction 1. 1Background of the Company William Procter from England and James Gamble from Ireland had come to Cincinnati. Both gentlemen did not plan to permanently stay in England despite the busyness of the city they came to. Cincinnati was then a famous and a busy center of commerce and industry in the early nineteenth century. Despite their intentions, however, both men ended their travels when they arrived at the Queen City of the West where William took care of his ailing wife, Martha, who soon died of illness, and James sought medical attention for himself. As for William Procter, he had become a famous candle maker and James Gamble became a soap maker. Both of this gentlemen met when the married to sisters, Olivia and Elizabeth Norris. After getting married, William Procter and James Gamble were invited by their father-in-law to become his business partners. In the year 1837, Alexander Norris, their father-in-law had suggested to open a new enterprise which was named as Procter and Gamble. On April 1837, William Procter and James Gamble start making and selling their soap and candles. The formal partnership agreement is signed on October 31, 1837. 1. 2Nature of Business The nature of the company’s business relies mostly on healthcare products, beauty care products, toys, baby and family care products, fabric and home care and also snacks and coffee products. The business of PG is done globally ever since the nineteenth century. Although the nature of business has some similarly by its competitors, it has a strong brand name and had created brand awareness among people around the world. Thus, the business had sustained its competitive advantage among its competitors. Four of PGs latest product developments have used Ps research expertise to satisfy new consumer needs in the fabric care, cleaning, and food areas. †¢Dryel fabric care system allows home cleaning of dry-clean-only clothing. The Dryel system uses pre-moistened cloths with odor-removing vapors to penetrate the fabric without fading or shrinking dry-clean-only clothing. The Dryel kit includes a stain remover and absorbent cloths, pre-moistened Dryel cloths, and a reusable Dryel bag. Febreze fabric spray removes odors from lightweight and heavy fabrics and upholstery. As the formula dries into the fabric, odors are cleaned away, leaving clothing, drapes, and other fabrics smelling fresh. In summer 2000, PG will introduce Febreze Clean Wash, a liquid laundry aid for use with regular detergent. †¢Swiffer cleaning cloths use an electrostatic charge to attract and trap household dirt and dust. The clo ths can be used by hand as disposable dust cloths, or they can be attached to the lightweight Swiffer sweeper for use on floors and other surfaces. Fit Fruit Vegetable Wash removes dirt, pesticides, and handling residue from produce, making it safer and healthier to eat. It is available in spray, soak, and rinse form, as well as in a heavy-duty commercial form under the name Professional Line Fit Antibacterial Produce Cleaner. 1. 3Products or Services Offered The above shown products are just a part of the products that are offered by Procter and Gamble. These products are the most sold products throughout the world. Below are the range of other products and services offered by Procter and Gamble: . 4Success Story of the Company PGs History of Firsts Year Product 1948Tide: first synthetic detergent 1962Crest: first fluoride toothpaste 1972Pampers: first disposable diaper 1975Bounce: first fabric softener dryer sheet 1988 Pert Plus: first 2-in-1 shampoo and conditioner Source: 85 Ye ars, 1999, Living In Future, 1999 (Year 2001) In the year 2001, P acquires the Clairol business from Bristol-Myers Squibb Co. Clairol is a world leader in hair color and hair care products. P and Viacom Plus announce a major multimedia marketing partnership. Crest Spin Brush is brought to market in record time following the acquisition of Dr. Johns Spin Brush toothbrushes. Crest White strips is now available for retail sale in the U. S. market. (Year 2002) In the year 2002, PG celebrates its 165th anniversary. A. G. Lafley was elected as the Chairman of the Board. Bruce Byrnes and R. Kerry Clark are elected Vice-Chairmen of the Board. PG has 12 billion dollar brands in its portfolio. These brands represent more than half of the companys sales and earnings and include Pampers, Tide, Ariel, Always, Pantene, Charmin, Bounty, Iams, Crest, Folgers, Pringles, and Downy. They also account for the majority of Ps consumer interactions; the millions of moments of truth we face and win every day. Almost 110,000 PG people in over 80 countries worldwide work hard to earn that trust. (Year 2003) Approval is received by the FDA to switch Prilosec, a treatment for frequent heartburn, from a prescription to an over-the-counter (OTC) product. PG acquires a controlling interest in Wella AG, a leading hair care company, giving PG a major presence in the fast growing professional hair care segment. (Year 2004) Reflect. com, our initial Internet brand, is launched publicly. It is the first to offer truly customized beauty care products online. The U. S. FDA (Food and Drug Administration) approves Actonel (risedronate sodium tablets) for the treatment and prevention of postmenopausal osteoporosis (PMO) and gluco corticoid-induced osteoporosis (GIO). Marketing capacity was increased by partnering with Aventis. Organization 2005 Six years ago, in 1999, Procter Gamble stated a lofty goal of doubling its $35 billion to $70 billion within in a decade (The Procter Gamble Company, 2000). In order to achieve this sales goal, the company must realize consistent annual growth rates of roughly 7 percent. We know the key is faster, bigger innovation in every part of our business, said Jager (Tomkins, 1998). His strategy: a massive reorganization of PGs operations called Organization 2005, hitting everything from restructuring for increased globalization to changing the corporate culture of the old economy company. Until the beginning of the restructuring program, P divided its operations into four geographical regions: North America; Europe, Middle East, and Africa, Asia and Latin America. Under Organization 2005, the company has re-divided its business to shift responsibility for making profits to brands, rather than geographic regions. A focus of the restructuring program is to design new product introductions for global reach, rather than simply sticking to one region. The program consists of five major transitions: Global Business Units (GBU): seven business units based on product lines (Baby Care, Beauty Care, Fabric Home Care, Feminine Protection, Food Beverage, Health Care Corporate, Tissues Towel) †¢Market Development Organizations (MDO): eight organizations to develop tailored programs and strategies for Ps global business (North America, Central Eastern Europe, Middle East/Africa/General Export, Western Europe, ASEAN/India/Australasia, Japan/Korea, Greater China, Latin Amer ica) †¢Global Business Services (GBS): provide business services including accounting, human resources systems, order management, and information technology to the Global Business Units †¢Corporate Functions: PG corporate staff moved to business units, some remain to focus on knowledge and corporate functions †¢Culture: bolder environment with more stretching goals and plans, bigger innovations, and greater speed to market (Organization 2005, 1999) Financial Information (Stability and increase in revenue 1999 – 2004) PG 1999 Sales By Category CATEGORY1999 SALES (in millions)MAJOR BRANDS Laundry Cleaning$11,517Tide, Mr. Clean, Dawn Paper$11,451Puffs, Bounty, Charmin Beauty Care$7,115Cover Girl, Noxema Food Beverage$4,381Pringles, Folgers, Crisco Health Care$2,836Nyquil, Vicks, Metamucil TOTAL *$38,125*(w/adjustments) Source: The Procter Gamble Company, Hoovers Company Profile, 2000 Business Strategy Diversity Position Strategy Brief Comparison Of Pop Culture 60s Vs 90s EssayThis may serve as a problem for Ps top managers, who are trained to squeeze the last drop of sales out of existing products, not back risky new ones (Business: Jagers Gamble, 1999). CEO Durk Jager has his work cut out for him in changing the conservative PG culture to allow for out-of-the-box (or in this case, brand) thinking. Jager conceded that the companys last major category invention happened in the 1980s, and that since then, true innovation came second to taking core brands into global markets (Edgecliffe-Johnson, 1999). Conclusion From my point of view, Procter and Gamble had successfully created brand awareness among its customers. The brand name itself is so well-known globally. The product offering from this company had been marketed worldwide and it has been in the market for over a hundred years. From a small enterprise, the company had grown larger and larger until it ventured internationally. I strongly agree that PG Company had set their name in the international market and it is one of the most successful companies in the world. Its consecutive success of the in the market proves that the company is well-known and well-trusted by their consumers. The financial information provided illustrates the success of the company too since there is an increase in sales every year without fail. Both William and James had started their company in a small scale by producing soap and candles and today, their company is operating worldwide. Today, the company produces from baby products until household products, snack and a lot of other varieties of products for consumers. Although the company faces stiff competition in the international market, the ongoing business strategies and the brand awareness strategies of the company will continue to boost the company’s sales and services. References 1. International Marketing 11th Edition, Philip R. Cateora, John L. Graham 2. Marketing Management 11th Edition, Philip Kotler, Prentice Hall 3. Financial Analysis of PG from www. yahoo. com (see below) 4. Organization 2005 program overview. 1999, June 9). PG News Releases. . Available: http://www. pg. com/about/news/news. shtml . 5. Product innovation at PG. (1999, June 9). PG News Releases. . Available: http://www. pg. com/about/news/news. shtml . 6. PG donates rights to more than 100 pending patents for commercial development. (2000, March 30). PR Newswire Lexis Nexis. . Available: http://web. lexis-nexis. com . 7. PG pursues greatest growth ever. (1998, September 9). PR Newswire Lexis Nexis. . Available: http://web. lexis-nexis. com . 8. The Procter Gamble Company. (2000). Hoovers Company Profile Lexis Nexis. . Available: http://web. lexis-nexis. com . 9. Tomkins, R. (1998, September 3). The what, not the where, to drive PG. Financial Times (London), p. 34. 10. Nelson, E. (2000, May 16). Procter Gamble tries to hide wrinkles in aging beauty fluid. The Wall Street Journal Interactive Edition. THREE YEAR FINANCIAL SUMMARY 2003 USD in thousands 2004 USD in thousands 2005 USD in thousands Net Sales 43,377,000 51,407,000 56,741,000 EBITDA 9,556,000 11,712,000 13,157,000 EBIT 7,853,000 9,979,000 11,273,000 Net Profit 4,948,000 6,481,000 7,121,000 Ordinary Dividend -2,121,000 -2,408,000 -2,595,000 Intangibles 3,507,000 23,900,000 24,163,000 Fixed Assets 13,104,000 14,108,000 14,332,000 Current Liabilities 12,358,000 22,147,000 25,039,000 Long Term Debt 11,475,000 12,302,000 12,614,000 Provisions 1,482,000 1,940,000 2,245,000 Total Shareholder Eq 16,186,000 17,278,000 17,477,000 Stocks/Inv. 3,640,000 4,400,000 5,006,000 Cash 5,912,000 5,469,000 6,389,000 KEY RATIOS 2003 2004 2005 Net Profit Margin 11. 41 % 12. 61 % 12. 55 % Cur. Ratio 1. 2300 0. 7700 0. 8100 Debt/Capital 0. 3100 0. 3700 0. 4000 Procter Gamble CEO Sees More Growth Tuesday October 11, 2005 9:03pm CINCINNATI (AP) Procter Gamble Co. , fresh off its $57 billion acquisition of Gillette Co. can keep growing, its chief executive said Tuesday at the annual shareholders meeting of the consumer products company. † There’s plenty of room to keep growing in every strategic focus area, and with Gillette, the opportunities for growth are even greater, A. G. Lafley, chairman, president and CEO said. P, maker of Tide detergent, Pampers disposable diapers, and Crest toothpaste, among other consumer products, closed its $57 billion acquisition of Gillette, maker of razors, Braun electric shavers, Duracell batteries and other products, less than two weeks ago. Lafley said Gillette adds to the companys core strengths such as branding and scale and to its market leadership p ositions. The combined companies have 22 brands with at least $1 billion each in annual sales, and he said PGs growing strength in China and other developing markets will be complemented by Gillette in places such as Brazil and India. Gillette also adds businesses to what Lafley called the fast-growing, high-margin areas of personal care, beauty and health care. The combined company totals some $70 billion in annual sales and a market capitalization of some $200 billion, he said. Many shareholders who came to the meeting at the Aronoff Center for the Arts in downtown Cincinnati were pleased by the merger. Arlene Sansone, a retired P employee of 35 years, noted that Gillettes product line appeals to more men than most of PGs. We have had a lot of female products; why shouldnt they do more with men? she said. I think its a good fit. I think its a solid company. Shareholders approved annual election of members of the board of directors, starting with next years meeting. The board has been elect ed to three-year terms on a staggered basis; current terms will be completed, meaning that by the 2008 meeting, all directors will be elected annually. Shareholder activists have pressed for annual corporate board elections, saying they increase accountability. PG stock closed at $56. 01, up 17 cents a share, Tuesday on the New York Stock Exchange. The stock hit a 52-week high of $59. 56 right after the Gillette merger closed; its traded as low as $50. 53 in the past year.

Guiding Procedures for Response to Emergency Situations on Construction Projects free essay sample

The Safety Rules requires that the constructor shall establish Emergency Response Procedures for every project, Life Insurance of worker is also mandatory clause of the contract agreement in Pakistan but normally not implemented in letter and sprite. This article will be useful to assist constructors in developing Emergency Response Procedures. Detailed Emergency Plan helps to minimize the human suffering and economic losses that can result from emergencies. It should be understood that the size and complexity of projects, as well as their access and location, have a bearing on the degree of planning necessary for emergencies. It is therefore strongly recommended that the constructor ensure that a member of staff on site assist in developing the emergency response plan. The Planning Process Planning shall begin before any work commences on the project. Although there may be little time between the award of the contract and the start of the project, a good emergency response plan can be generic and, with some minor changes, can be easily adapted to specific sites and readily implemented. This is especially the case where a constructor specializes in similar types of projects. For meaningful Development of Response Plan following considerations should be kept in mind: 1) Identification and assessment of hazard 2) Assessment of resources 3) Mean of communication 4) Implementation of the plan 5) Basic Principles 6) Sharing the Procedure 7) Post Emergency Consideration Each of these points is explained in the following sections. Identification and assessment of hazard The process of hazard identification and assessment involves a thorough review that should include, but not be limited to, the following points: †¢ Transportation, materials handling, hoisting, equipment or product installation, temporary structures, material storage, start-up, and commissioning activities †¢ Environmental concerns †¢ Consultation with the client regarding potential hazards when working in or adjacent to operating facilities †¢ Resources such as material safety data sheets (MSDSs) to determine potential hazards from on-site materials. †¢ Proximity to traffic and public ways. Because construction sites are frequently fast-changing, the process of hazard assessment must be ongoing to accommodate the dynamic environment. Once hazards are identified, the next task is to assess the potential or risk involved in each. For each hazard identified, ask: †¢ What can go wrong? †¢ What are the consequences? For each potential hazard it is important to identify resources necessary for an appropriate emergency response. For most events in construction, a simple analysis based on the experience of the people involved on the project is likely sufficient. Assessment of resources It is important to identify which resources are available and have contingency plans in place to make up for any deficiencies. The most important resource on most projects will be a provincial rescue system like 1122. It is essential to verify that rescue system is in effect in the area. Most cities of Punjab have a 1122 system in place, but it is important to know the facilities or limitations available in that location. Is a high-reach rescue team available? What is the response time? What must site personnel do in the meantime? Other on-site resources such as fire extinguishers, spills containment equipment, and first aid kits must be maintained and clearly identified. Construction equipment may be included among potential emergency resources. Personnel, especially on-site medical staff or workers trained in first aid, should be included in the plan. There may be situations where outside resources are so far away that an adequate response is not possible. In these situations, resources may have to be obtained and kept on site. Examples would include fire protection or ambulance/medical resources in remote areas. Whatever the situation may be, people, equipment, facilities, and materials are needed for emergency response. Where they will come from must be determined in advance. Moreover, the people supplying these resources must be made aware of their role in the plan. Mean of communication An important key to effective emergency response is a communications system that can relay accurate information quickly. To do this, reliable communications equipment must be used, procedures developed, and personnel trained. It is a good idea to have a backup system in place, in case the ystem is rendered useless by the emergency. For example, telephone lines may be cut. The type and location of emergency communication systems must be posted on the project. This will include location of telephones, a list of site personnel with cellular phones or two-way radios, and any other equipment available. Emergency phone numbers and the site address/location should be posted beside all site phones. On large sites, the location of emergency phones must be clearly marked. The poster like Emergency Response can be used to record this and other information. A communication system must be made up of strategically placed equipment and properly defined responsibilities. The emergency response plan posted in a conspicuous place on the project must identify the designated equipment and the people to operate it. Implementation of the plan The task of administering and organizing the plan is vital to its effectiveness. The person who has this task will normally be the person in charge of the emergency response operation or may be assigned to Quality Control Manager (QCM). It is their task to ensure that everyone clearly understands their roles and responsibilities within the emergency response plan (a chart may be helpful in this regard), that emergency resources, whether people or equipment, are kept at adequate levels in step with the progress of the project. It is very important to review the emergency plan on a regular basis and especially after an emergency has occurred. Changes may be necessary where deficiencies became apparent as the plan went into operation. Basic Principles An emergency can be reported from any source i. e. orker on site, an outside agency, or the public. Remember that circumstances may change during the course of an emergency. Any procedures you develop must be able to respond to the ongoing situation. The following list covers basic actions to take in an emergency. These steps apply to almost any emergency and should be followed in sequence. †¢ Stay calm. †¢ Assess the situation. †¢ Take command. †¢ Pro vide protection. †¢ Aid and manage. †¢ Maintain contacts. †¢ Guide emergency services. Stay calm – Your example can influence others and thereby aid the emergency response. Assess the situation – Determine what happened and what the emergency is. Look at the big picture. What has happened to whom and what will continue to happen if no action is taken? Try to identify the cause that must be controlled to eliminate immediate, ongoing, or further danger. Take command – The most senior person on the scene should take charge and call, or delegate someone to call, emergency services and explain the situation. Assign tasks for controlling the emergency. This action also helps to maintain order and prevent panic. Provide protection – Eliminate further losses and safeguard the area. Control the energy source causing the emergency. Protect victims, equipment, materials, environment, and accident scene from continuing damage or further hazards. Divert traffic, suppress fire, prevent objects from falling, shut down equipment or utilities, and take other necessary measures. Preserve the accident scene; only disturb what is essential to maintain life or relieve human suffering and prevent immediate or further losses. Aid and manage – Provide first aid or help those already doing so. Manage personnel at the scene. Organize the workforce for both a headcount and emergency assignments. Direct all workers to a safe location or command post. This makes it easier to identify the missing, control panic, and assign people to emergency duties. Dispatch personnel to guide emergency services on arrival. Maintain contact – Keep emergency services informed of situation. Contact utilities such as SNGPL, SSGPL, Electric Supply etc. where required. Alert management and keep them informed. Exercise increasing control over the emergency until immediate hazards are controlled or eliminated and causes can be identified. Guide Emergency Services – Meet services on site. Lead them to emergency scene. Explain ongoing and potential hazards and cause(s), if known. Sharing the Procedure To be effective, an Emergency Response Procedure must be clearly communicated to all site personnel. The following activities should be considered: †¢ Share the procedure with new site subcontractors and new workers to ensure that it covers their activities adequately. †¢ Share the procedure with suppliers to ensure that it covers any hazards that the storage or delivery of their materials might create. Share new work areas in operating plants with owner/client to ensure that new hazards are identified and covered in the procedure. †¢ Share the procedure with the Joint Health and Safety Committee or Health and Safety Representative on a regular basis to address new hazards or significant changes in site conditions. †¢ Place the procedure in a conspicuous location. The Emergency Response Procedure for a construction project must continually undergo review and revision to meet changing conditions. Post Emergency Consideration The recovery process, or what happens after the emergency response has been completed, is a critical step in the plan. Many emergency tasks may be handled by people who are not accustomed to dealing with emergencies. People may have seen their work partners and friends badly injured and suffering great pain. Once the emergency is over, the attitude should not be â€Å"Okay, let’s get back to work† or â€Å"Let’s go home. † Some of the people involved may need assistance in order to recover. In some cases professional counselling may be needed. As part of site emergency planning, construction companies should have measures in place to deal with post-traumatic stress. Local hospitals, ambulance services, and medical practitioners may be able to help. Debriefing is necessary to review how well the plan worked in the emergency and to correct any deficiencies that were identified. Debriefing is critical to the success of future emergency response planning. Conclusion Slow response, lack of resources, or the absence of trained personnel will lead to chaos in an emergency.