A brief history of Ryanair

A brief history of Ryanair A brief history of Ryanair is set out to provide a background of submissions. Ryanair is Europes largest low-fare airline and based in Ireland.  This is a public listed company who are trade on Dublin, London and New York (NASDAQ) Stock Exchange stocks.  It is committed to low cost airfares and introducing competition to the European flag airlines and air transport market growing alliance.  It has the ability to provide passengers with the industrys lowest fare is dependent to a large extent, the low cost and high efficiency of the airport.(RYANAIR LIMITED 2007) Ryanair, started operations in 1985, launched 15 flights a day between turbine support and London Gatwick Airport Waterford.  The beginning of the companys commitment to providing low-fare air travel to the Irish public contrast, oligopoly pricing is provided in time for Aer Lingus and British Airways.  Ryanair was the first European airline set up a special low fares and competition within the European short-haul routes.  In the companies of first year, its 57 employees carried just over 5,000 passengers in this original route. In 1986, Ryanair routes into Dublin-London, which was jointly owned by the two countries, the airlines, which Aer Lingus and British Airways. In Dublin, London route has been stalled about 1 million passengers each year from 1975 to 1985, when some of the features the highest air fare per kilometer in Europe. Before Ryanair to join this route, the normal flight between Dublin and London in 1985 was  £ 209 return. Ryanair began service on May 23, 1986, to introduce the launch of the fare  £ 94.99 return. In its second full year of operation, Ryanair has just 120 employees to carried more than 82,000 passengers on two routes. In the next three years (1987-1989), the rapid expansion of Ryanair routes opening up many new Irish and British, and to improve its fleet. However, while customers continue to flock to Ryanairs low fares, the cost does not control, and the companys accumulated losses. By 1990, the company employs 350 people, operating 14 aircraft (4 different types), was carrying 600 000 passengers, but had managed to loss of  £20 million in just 4 years. These losses are mainly due to over expansion and the inability to strictly control costs, the deregulation of the market, and these new cost control is essential to the ability to provide low-cost services of the profits. 1994 also saw the acquisition of Ryanairs first Boeing 737 aircraft used orders for six second-hand 737-200 series aircraft (130 seats) was purchased directly from Boeing. In the next three years to buy fifteen 737-200 aircraft were to make the fleet to twenty-one 737-200s. In line with the expansion of the fleet, more new routes form Ryanair is to open up the Irish by the British, increase frequencies, providing a total of all the routes, an the ticket prices were reduced even further. As a result in 1995, the airlines 10th anniversary, Ryanair has become the largest airline in Dublin-London routes, and they operate in each line on which it operated (in terms of traffic routes), total 2.25 million passengers per year and labor Now more than 600 people. After 1997, the EU air transport deregulation, the airlines was free for the first time open up new routes to continental Europe. Service was launched in Stockholm from London Stansted and Oslo efficient secondary airports, as well as in Paris and Brussels from Dublin and efficient secondary airports. Similarly, Ryanair to enter these markets fare over 80%, respectively, lower than the most expensive week, and then by the flag carrier airline fares. Positive response and a large number of passengers low fares in these arrived in the European market for the first time. Ryanair was the first low-fare airlines to provide scheduled flights from Britain to Continental Europe and vice versa. 1997 also saw the Ryanair Holdings plc float in Dublin and New York (NASDAQ) stock exchange. At that time, the airline is the capital of IR £300 million in the infrared market value and more than 3 million visitors each year to bring its network of 18 routes. Despite this success, Ryanair remains committed to lowering fares, increase service frequency, and to maximize the low-fare seats to the number of business and leisure travelers. Ryanair was a direct competition with a lot of Europes largest airlines, including British Airways, Scandinavian Airlines, Alitalia, Lufthansa, Sabena, Air France, Aer Lingus, but offer low fares unparalleled of The package, on-time flights, high frequency, and friendly in-flight service, Ryanair is continuing to be successful, winning increasing public and customer support. In 1999, Ryanair announced an up to 45 new Boeing 737-800 series aircraft for the two billion U.S. dollars next major investment plans. This is the latest and most modern Boeing aircraft. The first five aircraft to be delivered to Ryanair in 1999, and five more scheduled for delivery each year thereafter. Ryanair is the lowest in Europe and is to provide the latest and most modern air fares on Europe. Ryanair announced in 1999, another record performance, operating 35 routes to 11 countries, the carrying almost of the nearly 600 million passengers. Ryanairs customers to enjoy high-fare competition is the flag carrier airlines from Europe collected 300 million pounds worth of savings. At that time the company employs were more than 1,200 people. Ryanair launched in early 2000, Europes biggest travel website at www.ryanair.com, which launched within 3 months has taken over 50,000 bookings per week, by offering low airfares which start from as little as  £ 1 return taxes on Glasgow London plus tax and  £9 return plus taxes on Dublin-London route.In February 2000, Ryanair announced 10 new European routes for the summer of 2000, the service from London (Stansted) to Malmo in Sweden; Hamburg (Là ¼beck) in Germany; Verona (Brescia), Sardinia (Alghero), and Lamezia in Italy; Provence (Nimes), and Perpignan in France, and Shannon in Ireland. The airline has also introduced two new low fare services from Frankfurt (Hahn) Shannon in Ireland last summer, and to Glasgow (Prestwick) in Scotland. So far in 2001, Ryanair has launched seven new routes in the UK and to increase the capacity on number of existing lines. In February of this year, Ryanair announced that its first mainland Charleroi in Brussels, the European base would initially be open from its seven destinations in the provision of services. Ryanair will build the airport in Ireland, the base has been the basis of the cost of more competitive and cost-oriented regulation of airport / facility. This year, Ryanair will offer 36 Boeing 737 aircraft fleet and will be about 9 million passengers. Unfortunately, only about 18% will come from the traffic in Ireland as in the regulation of the airports competitive cost and inefficient infrastructure. It have be clear from the background that Ryanairs rapid growth of routes and traffic will continue to focus on low-cost, high efficiency of the airport, in order to minimize costs and ensure that the airports rapid turnaround time and maximum efficiency of the aircraft. This is a major factor in Ryanairs ability to guarantee the lowest fares in Europe.( RYANAIR LIMITED 2007) 2.Environmental and European airline industry analysis 2.1 External analysis   PESTLE PESTLE analysis is a short form for political, economic, social, technological, environmental and legal (Channon, 1997). PESTLE analysis has  provided a comprehensive detailed list, possibly affects successful or the defeat, especially strategy  (Johnson and Scholes, 2007). Political Some countries grant preferential treatment to companies from their own country. From the case study also pointed out that the French government attempted to protect Air France-KLM by forcing easyJet and Ryanair to move the staff they employ on French soil from British contracts to more expensive French ones Economic Fuel prices, because they increase the problems caused a major airline industry, if they do not hedge they had to cut corners to save costs in other areas. All the airlines are working to reduce costs and increase their profit margin, they reduce the cost of the effort will have a negative affect on the pilots and staff because as they may have low wages of lack benefits that would otherwise have been there. There are problems, the market increasingly competitive, as in emerging and developing countries have more people hope that have more airlines, so in order to adapt to this, by reducing industry profits. With the current economic crisis may be the demand for flights in the fall, because we are in recession, layoffs and people therefore have less disposable income means that they cannot leave. This may be a favorable low-cost aviation industry for people who can still afford the holiday will be looking for cheaper alternatives. Social-cultural Passengers are now not only need the cheapest fares, they also need a comfortable chair, safety and never lose their luggage, and the best facilities and etc. Technological Technology has improved, which means that the industry is changing, becoming more environmentally friendly and efficient. More effective infrastructure of airports are means that many airports of the airlines can charge more fall from the sky. Environmental There are new laws that say that the airline industry has to be more environmentally friendly therefore the manufacturers, designers and airline companies have to combat this together in order to decrease carbon emissions and make the industry less harmful to the environment in order to comply with EU regulations. Legal The whole industry is very strict control laws, but also because they have to constantly adapt to new changes in law, i.e. not allowing the liquid on board. These contracts to the industry has their pilots did not seem to benefit the workers as it contributes to the company soon which may change soon and the company will have to adapt to this. 2.2 Internal analysis five forces framework   Porters five forces is an important tool for analyzing the organizational structure of the process of strategic industries. It is used to understand the strategic business opportunities and threats should be consistent with the organization of the external environment (Dagmar Recklies, 2001). Threat of entry à ¢Ã¢â€š ¬Ã‚ ¢ Some barriers to entry: à ¢Ã¢â€š ¬Ã‚ ¢ High capital investment à ¢Ã¢â€š ¬Ã‚ ¢ limited availability of slots to make them more difficult to find the suitable airport. à ¢Ã¢â€š ¬Ã‚ ¢ instant price wars if erode the existing LCC route. à ¢Ã¢â€š ¬Ã‚ ¢ Need low-cost basis à ¢Ã¢â€š ¬Ã‚ ¢ Flight Authorizations In Europe, low-cost carriers were increase in 2006. Although expressed in the European airline industry is a large number of entrants and competitors, but as many as 50 have gone bankrupt, been taken over, missing or had never left the ground. Therefore, the threat of entry Ryanair face is media. Threat of substitutes à ¢Ã¢â€š ¬Ã‚ ¢ Customer are No brand loyalty à ¢Ã¢â€š ¬Ã‚ ¢ No close customer relationships à ¢Ã¢â€š ¬Ã‚ ¢ No switching costs to customers à ¢Ã¢â€š ¬Ã‚ ¢ Other modes of transport, such as Eurostar, high-speed trains, Eurolines, ships, cars, etc. Passengers will choose the train, because do not want to face the inconvenience and cost of checking baggage, spend more extra time in airport security line. The train is the only alternative of airline to the threat of an alternative airline of Ryanair is low. Bargaining Power of Customers à ¢Ã¢â€š ¬Ã‚ ¢ Customers are Price-sensitive à ¢Ã¢â€š ¬Ã‚ ¢ Switch to another airline is relatively simple and does not involve high costs (internet, all airlines are online) à ¢Ã¢â€š ¬Ã‚ ¢ Customer understand about the cost of providing services à ¢Ã¢â€š ¬Ã‚ ¢ No loyalty Although the customers complaints, they feel disturbed about Ryanair has been trying to sell them something of the aircraft. Although some passengers, they need comfortable seating, security will never lose their luggage, the best such facilities and Ryanair has been graded as the worlds most disliked airline in the survey of Ryanair, but they do not want to change and continue to focus on cutting costs, to provide low fares. Therefore, the buyer bargaining power is low. Power of supplier à ¢Ã¢â€š ¬Ã‚ ¢Boeing is a major supplier of RA à ¢Ã¢â€š ¬Ã‚ ¢ Only two potential suppliers of aircraft Boeing and Airbus à ¢Ã¢â€š ¬Ã‚ ¢ Switching costs from one supplier to another is high, because all the mechanics and pilots must be retrained. à ¢Ã¢â€š ¬Ã‚ ¢ Aviation fuel prices is directly related to the cost of oil (Ryanair control these through the hedge). à ¢Ã¢â€š ¬Ã‚ ¢ Regional airports have little bargaining power because they rely heavily on an airline à ¢Ã¢â€š ¬Ã‚ ¢ A larger airport, where Ryanairs competitors operate with greater bargaining power The actual purchases of aircraft, fuel supply, are the two major suppliers of the aviation industry. The supplier cannot control the fuel prices, although Ryanair is so sensitive and cannot affect the fuel suppler to Ryanair. On the actual purchase of the aircraft, Ryanair has a very healthy relationship with the main supplier of the aircraft, the Boeing Company (Brophy and ST. George, 2003). Suppliers cannot bring great results to Ryanair Competitive Rivalry à ¢Ã¢â€š ¬Ã‚ ¢ Intense competition in the LCC market à ¢Ã¢â€š ¬Ã‚ ¢ Most of the cost advantage can be copied immediately à ¢Ã¢â€š ¬Ã‚ ¢ The current low level of competition as the two major low-cost airlines to avoid a direct face to face competition by choose different routes to service à ¢Ã¢â€š ¬Ã‚ ¢ However, if a company does decide to compete on the same basis, as Ryanair has a heavy pressure on prices, profit margins and thus profits à ¢Ã¢â€š ¬Ã‚ ¢ there is not much difference between the services. The main difference is the price factor In the highly competitive aviation industry competition is high. Although Ryanair is a pioneer who performed low-cost airlines, but competitors has also the implementation of low-fare. Beside, they also copied a number of Ryan strategic. For example, Aer Lingus and FlyBE airlines have also introduced charges for hold luggage after Ryanair perform it. 2.3 Scenario analysis Worst Case: Increase of Salaries If the employee be successful, unions can represent the experience of Ryan, to increase wages. No. Increase of other staff New employees need in marketing, European Union regulations (such as safety regulations require additional crew on each flight.) Accounting, information technology Increase of Airport Charges Airport charges could increase in many Government owned airports. It may be are 100% increase. Increase of Fuel Prices Fuel prices may rise by 1% per annum. There may be another war to increase the oil prices. The increase in average flight distance The new destination may result in the average flight distance increased by 10% for two years and 5% for three years, followed by 0% per annum Increase of Marketing Costs Such of the competition may increase in some routes may need to launch marketing campaign for Ryanair. Eastern Europe may not be a popular route is expected, and may require additional advertising. Low price does not mean low quality. This idea needs to communicate. Best Case: In this case, this situation will be re-considered the most optimistic assumption that all possible outcomes into account. Future energy prices will remain at todays prices, in the best situation. The euro is still better than the U.S. dollar against the U.S. dollar. Load factors will remain stable at a high level for many years benefited from the growing number of passengers to use the entire fleet. The marketing costs should support the continuous increase of passengers, and should cover the new routes. Revenue should be increased in the planes flight as a better offer / services to enable passengers to spend a few euro on average for each flight. 3.Ryanairs strengths and weaknesses.- SWOT analysis Strengths: à ¢Ã¢â€š ¬Ã‚ ¢ Brand Name: Ryanair, through its 14-year in LCC market has developed a very good recognized brand name. à ¢Ã¢â€š ¬Ã‚ ¢ Benefit from the low airport charges: These low-cost assistance benefits based on Ryanair. à ¢Ã¢â€š ¬Ã‚ ¢ The first advantage of the regional airports (such as Charleroi): As a market entry barriers à ¢Ã¢â€š ¬Ã‚ ¢ Internet sites (94% reservation) : reducing distribution costs as through the phone booking is more expensive. Eliminates the need of travel agents. à ¢Ã¢â€š ¬Ã‚ ¢ High-density seat à ¢Ã¢â€š ¬Ã‚ ¢ All of the Boeing aircraft: a unified fleet saving on maintenance and training cost. à ¢Ã¢â€š ¬Ã‚ ¢ Fast turn around à ¢Ã¢â€š ¬Ã‚ ¢ High service performance: Punctual, flight speed the completion of the high rate and low loss of luggage, these give a good image of the companys reliability. à ¢Ã¢â€š ¬Ã‚ ¢ Modern fleet which resulting in lower maintenance costs: will become more uniform, with only one model (737-800), also a relatively new aircraft will require less maintenance. à ¢Ã¢â€š ¬Ã‚ ¢ High aircraft utilization: Ryanair Airlines planes to fly longer to generate more income from its assets. à ¢Ã¢â€š ¬Ã‚ ¢ Fuel and other risk hedging. à ¢Ã¢â€š ¬Ã‚ ¢ Small headquarters: Low on overheads à ¢Ã¢â€š ¬Ã‚ ¢ Point to Point: No hub and spoke, lower cost because not passed the required services Weaknesses à ¢Ã¢â€š ¬Ã‚ ¢ Easy to Bad News: Ryanair was considered arrogant and the slightest incidents have been a lot of news stories. à ¢Ã¢â€š ¬Ã‚ ¢ Niche market: the possibility of limited expansion à ¢Ã¢â€š ¬Ã‚ ¢ Distance of some regional airports from the advertising objectives: After a period of customers may feel that this is a big inconvenience. à ¢Ã¢â€š ¬Ã‚ ¢ Poor quality of services: interpersonal skills. à ¢Ã¢â€š ¬Ã‚ ¢ Ryanair is extremely sensitive to changes in charges (increase in value of the fare) Opportunities à ¢Ã¢â€š ¬Ã‚ ¢ EU enlargement: will open many new destinations à ¢Ã¢â€š ¬Ã‚ ¢ Significant potential to capture market share: In the LCC market share will more than double à ¢Ã¢â€š ¬Ã‚ ¢ Benefit from less exposure to geopolitical risks: As the only real business in Europe à ¢Ã¢â€š ¬Ã‚ ¢ Ryanair economic slowdown actually helps to change the corporate culture, stealing customers from traditional carriers as they seek lower fares. Threats à ¢Ã¢â€š ¬Ã‚ ¢ Dependent on the oil market: fuel cost depends on the oil market. à ¢Ã¢â€š ¬Ã‚ ¢ Dependent on the economic cycle à ¢Ã¢â€š ¬Ã‚ ¢ Increase of Low fares competition à ¢Ã¢â€š ¬Ã‚ ¢ European Court of Justice ruling: It may make more difficulties and costs of future expansion. à ¢Ã¢â€š ¬Ã‚ ¢ Limited growth of the southern European market à ¢Ã¢â€š ¬Ã‚ ¢ Regional airports gain bargaining power for second round à ¢Ã¢â€š ¬Ã‚ ¢ Customers are very sensitive of price à ¢Ã¢â€š ¬Ã‚ ¢ Ryanair and Easy Jet limit each others growth rout wise, need to live peaceful coexistence, or is likely to become the battlefield of the line (such as: London- Rome) -à ¢Ã¢â€š ¬Ã‚ ¢ Face increase in air traffic control charges. As more planes fly in the sky. à ¢Ã¢â€š ¬Ã‚ ¢ Inability to prevent the introduction of fuel tax and environmental fees: this will reduce their growth potential because it depends on the price of the stimulus. 4.Evaluation of Ryanairs strategy Ryanair aims to establish itself as Europes leading low-fare scheduled passenger airline through continued improvement and expansion of low-cost services to their products. Ryanair aims to offer low fares, thus increasing the passenger traffic. A continued emphasis on cost control and operational efficiency is a very important part of the Ryanair way of doing things. Here are the key elements which make up Ryanairs strategy: Low fare: This is used to stimulate demand, their goal fare conscious leisure or business travelers who do not go, otherwise it will all or use other transport modes, such as car, coach or train. Ryanair to sell seats on the basis of one-way unlike most traditional carriers this change take effect in November 2001. Ryanair set fares based on demand for flights and with reference to the remainder of the scheduled departure date. 70% of the seats are the lowest fares in the sale of tickets can be assigned routes, once the full price of each seat. Ryanairs Dublin to London (Stansted) is the most popular passenger route in terms of passenger volume; with fares from 19.99 to 169.99 (available in the lower special promotions).In September 2003, Ryanair launched a fare promotion offers a total of two million seats on certain routes for free (excluding government taxes and passenger service charges) for travel period from September 2003 to 17th December 2003. These movements are very useful to consolidate Ryanairs low fares image. (M. Michel Alle ,Ryanair Plc. 2004) Frequent point-to-point short-haul flight routes. Ryanair provides frequent point-to-point service in the short-haul routes, airports and major population centers in the surrounding areas and tourist destinations. An average of 1.1 hours flying time has been an average line length of 746 kilometers, in 2003. Ryanair flight an average of 1.94 round per day from each line. Short-haul flights only option to allow Ryanair to provide frequent service, while eliminating the need to provide frill service customers, or they will no longer flights. Point-to-point flying (as opposed to the service center and spoke the traditional operators used) to avoid the cost of Ryanairs passengers to connect through service providers, including baggage transfers and transit passenger assistance costs. This is one of the key differences between Ryanair and traditional carriers. (M. Michel Alle, Ryanair Plc. 2004.) Commitment for safety and quality of maintenance. Ryanairs commitment to safety is the most important priority for the company and its management. This commitment begins with hiring and training of Ryanairs pilots, flight attendants and maintenance staff, and includes a policy to maintain its aircraft in accordance with the highest European airline industry standards. Ryanair has not been a single incident or significant damage to passengers or flight crew in the 19 years of operating history. Although Ryanair aims to operate its fleet in a cost-effective manner, management does not seek to extend Ryanairs low cost operating strategy of the regions security, maintenance, training and quality assurance. Routine maintenance and repair of aircraft carried out in-house, and the present contract airframe maintenance, engine overhaul services and routing of the maintenance contractor, these contract will be under reviewed.(M. Michel Alle ,Ryanair Plc. 2004) Ancillary Services: Ryanair offers a range of ancillary, revenue-generating services, including on-board merchandise, beverage and food sales, accommodation booking service, advertising, travel insurance, car rental and rail and bus tickets. Ryanair distribution of car rental, accommodation and travel insurance through its Web site and traditional telephone reservation offices. Management believes that providing these services through the Internet to allow Ryanair to increase sales, while at the same time, reduce cost per unit basis. Ancillary revenues, not including charter flights, increased by 68.1% (2002: 44%) and now accounts for 11.7% of total revenues compared to 9.4% in 2002. Customer service. Ryanairs strategy is to provide the best customer service performance of its peers group. According to reports by the Association of European Airlines and the airline announced its own statistics, Ryanair has made good on time, luggage lost less and less to cancel all of the rest group than their European counterparts. Ryanair realized that the strong focus on the implementation of these services and the operation of non-congested airports. 5.Recommendation To have the largest amount of routes, the lowest fare airline in Europe without any compromise Ryanairs business model, beyond all the other operators in all aspects, including quality of service. I think Ryanair is also eager to adhere to high growth. I think Ryanairs strategy has become a key factor in its great success. Therefore, in the end I applied all of these designed of recommendations to improve their business. The Recommendation of Ryanair are as following: Continue to look for ways to reduce costs Although Ryanair has the lowest cost base of any competitor, I believe Ryanair can continue to reduce its cost base, because it although at a lower pace of growth. Increase the frequency of existing routes European low-cost airline (LCC) market is not exhausted. Ryanair currently has a average 3.88 fights per capita daily of flight routes. This figure compared with Easyjet airlines and traditional carriers, is very low. This means that, Ryanair is the loss of business passengers who need a more flexible schedule. Ryanair added that if the frequency of some of their routes, they can effectively steal some passengers from the traditional carriers in order to increase market share. The development of smaller bases in the Continental Operating Bases With the low cost market saturation from London, Ryanair must to look at their other business base to expand their network. Dublin, Brussels, Hahn, etc can be developed. Although there is not the same demand, outside London there is sufficient demand to make considerable profits Open up new routes in Europe There are many possible routes are still not served by low-cost airlines. To make a viable way there must to at least 32,000 people each year. Research is needed to find out a feasible route before the competition. And the opening route to un-served destination, Ryanair can also open routes where the competition is more expensive traditional carriers to attract customers to the cheaper, no-frills choice Extended to the Central / Eastern Europe Eastern Europe is rapidly becoming a hotspot for tourist and business travelers continue to expand as the E.U., but Ryanair does not meet any of the more popular destinations. Other low-cost airlines has been established there, such as Sky Europe, but not all routes have been exhausted. There are still have many opportunities in this field. To actively seek market share from the Charter Market The Charter is a huge market of represents 25% of the total traffic in Europe. Ryanair must be aggressive in this market by vigorously promote DIY holidays, rather than group tours. With the increasing popularity of the Internet and the popularity of lower travel agents, which is the market cannot be ignored. Ryanair should be provided to small package destination and aim to strengthen the side of the business. Customer Service Overhaul Ryanair has a remarkable performance as tangible customer service (punctuality, time to complete the flight, etc.) views, but in the softer side of the customer service is not always good and have a lot of bad news. With this in mind Ryanair Airlines, while maintaining its strict rules and regulations, must to be adjusted on this area.

Explain Possible Influences On Dietary Intake Essay

Health Factors There are many health conditions that end in specific nutrient needs, and influence what people can and cannot eat. It is important that people have a healthy diet, and get the needed nutrients, nut it can be complicated when you have to stay away from certain foods like junk food to maintain a balanced diet. Diabetes mellitus Diabetes mellitus is a condition where the hormone insulin is not being naturally made by the pancreas, is being made in small amounts or is not being used properly by the body. If left untreated, the most sever type of diabetes would lead to certain death because of the lack of glucose in the cells and vital organs. Type 1 Diabetes is the less severe form of diabetes which is NIDDM (insulin dependent diabetes mellitus). Type 2 Diabetes IDDM is treated with insulin which can be treated with insulin injections, unlike NIDDM which can be treated either just by the individual’s diet or with diet and tablets. Coeliac disease This is having intolerance to gluten, which can be found in wheat, barley and rye. Gluten causes the immune system to make antibodies, which attack the lining of the bowel. E This can have an effect on the body’s ability to absorb nutrients from food, and can lead to anaemia and osteoporosis. It also can increase the risk of bowel cancer. The symptoms: Abdominal pain Diarrhoea Constipation Bloating Failure to gain weight in adulthood Anaemia People who suffer from coeliac disease need to eliminate all foods that have wheat, rye, and barley in them from their diet. Gluten-free products are  sold but they are quite expensive. If a person has been medically diagnosed with coeliac disease some gluten-free products can be obtained on prescription. Food lists can be obtained from Coeliac UK. Irritable Bowel syndrome Irritable bowel syndrome (IBS) is a condition where the function of the bowel is disturbed, causing abdominal pain, flatulence, bloating and either constipation or diarrhoea, or both. However, through examination there is no found problem in the bowel. The cause of it is unknown, but the nerves in the gut has been found to be overacting, and some individuals can find certain foods that cause their symptoms. Sometimes IBS can lead to diarrhoea caused an infection. Some people discover that they have these symptoms after taking antibiotics, which kill the normal unharmed bacteria that is in the bowel. There is a lot of varied advice that has been given to people with IBS, but the best thing to do is experiment with the diet to try and find out which foods will make the condition worse, and stay away from them. Lactose intolerance Lactose is the natural sugar that is in milk. This tolerance is very common and can be mild or severer. Children who are lactose intolerant do not produce lactase, which is an enzyme that breaks down lactose into glucose and galactose before it is absorbed during digestion. Children who suffer from the server form of this condition find it hard to put on weight and suffer from diarrhoea. This happens because the lactose ferments inside the bowel, which causes bloating. Food allergy Some people are allergic to certain foods. A food allergy is sometimes confused with food intolerance but it is a lot more serious. An allergic reaction can be severe and life-threatening. Nuts, eggs, soya, and wheat are common allergies in adults. However any food can cause allergies. Symptoms Having contact with the food that you are allergic to, can lead you to show the following signs and symptoms within minutes/hours: Itchy mouth Swollen lips, mouth tongue and/or throat Rash Wheezing Vomiting and/or diarrhoea Red itchy eyes Some people can develop a severe reaction called anaphylactic shock, which is rare but can be fatal. The symptoms can develop all over the body, causing swelling, a rash (hives), loss of consciousness, low blood pressure and breathing problems. It is vital that every effort is made to prevent the person from being given the food that causes this reaction. Anyone who is known to have a severe food allergy should be prescribed an Epipen, which they should carry with them at all times. Loss of ability to feed independently Sadly some people are unable to independently feed themselves, either throughout their lives, or following and accident, leading to paralysis, or the development of a debilitating condition. Another reason could be that they cannot consume food through the mouth and have to be fed through a tube. If some degree of a patients independence can be maintained then it should be, because there are a wide range of tools that can used to aid people who are struggling to feed themselves. Some of these tools include a wide range of handled cutlery, plate guards and non-slip mats. Another way of maintaining a service user’s independence would be to cut their food up into manageable proportions. Sometimes it is impossible for an individual to feed themselves. Which may be due to a cognitive impairment, like advanced dementia, where the person cannot recognise that there meal has arrived. Whatever the reason may be for requiring full support when eating and drinking, it is vital that the service user’s meals are served while they are still hot. The service users should not feel like they are a burden or feel like they are being a pain, so you should create a relaxed situation, where they can enjoy the meal. Some people need to be fed through a tube. This is usually due to problems with digestive system. Swallowing issues, known as dysphasia, can cause a person to frequently choke, or find in difficult to maintain a healthy nutritious diet. A stroke or cancer of the oesophagus can cause this dysphasia. Dietary habits Meal patterns ‘Meal patterns’ are about the way a person takes their food made. Some people prefer to have three meals a day. However, there are many different variations. Some families eat together, but in the busy world that we live in people are eating fast food, and microwave meals. Snaking Eating in between meals, which was once opposed, is now the norm in the UK. If the snacks were healthy foods like fruits. However, snacks and sweets usually are usually high in fat, salt and sugar. Those who eat a lot of junk food significantly increase their risk of obesity, high blood pressure and heart disease as they get older. Personal tastes Most people have a preference when it comes to food and very few people like every food that if offered to them. Some people believe that eating animals is wrong and prefer become vegetarians. Some people go even further and become vegans who don’t eat any products that come from animals. Food availability Another influence on the diet is the food can be purchased. It is important that healthy food is available or you would just start to eat junk food simply because it is in the house. People who live in their own houses, which are unable to cook or shop by themselves, would need to make sure that the food and drinks that they would need to buy are available when they are needed and wanted. Lunchtime can usually be provided by the local meals. Hot meals are delivered daily. The food should be kept above 63 °C to prevent food poisoning. It is less of a risk to keep the food hot than to reheat it, however if the food is being reheated after cooling down is still must be hot in the middle of it. For other meals the service users may be able to manage them by themselves as long as the food is in the house. A home care assistant or a relative or a neighbour for help. Lifestyle Eating at home Eating at home means that you can have complete control over what you eat. Cooking with from raw ingredients will highlight the bad things that you are putting into your body which may make you want to eat healthier. Research that was carried out in 2006 which stated that the British public spent  £1.9 billion on ready meals and 30% of adults in the UK eat at least one ready meal a week. In 2008 a Tesco survey was carried out in 2008 on home cooking, which was then reported to The Daily Telegraph, discovered that people in the UK were cooking more foreign foods than traditional British foods. Social eating and drinking According to the Office of National Statistics (ONS), the amount of money that is spent on eating outside the home has doubled between 1992 and 2004. The risk of regularly eating out is that the temptation to eat fatty and salty foods is there, which can be eaten in moderation. The Food Standards Agency website give advice and information on making healthy choices. Exercise/activity levels People who take part in demanding actives will have different needs regarding their dietary needs. Athletes usually have their own personal dieticians to give them advice on what diet is appropriate for them to stick to. The international Conference on Foods, Nutrition and Sports in Lausanne (1991) decided that the following nutrient intakes for most sports: 60% -70% of calories in the diet form carbohydrates. 12% from protein The remainder (19-23 per cent) from fat Meaning that eating a diet that is high in carbohydrates, and is low in fat and protein, than the average. Carbohydrates are important for athletes, because it gives them fuel. Carbohydrates are stored as glycogen in the liver and muscles, and are released slowly during exorcise. It can be broken down easily to give the athlete energy, but in small amounts. The other  important element of the diet for athletes is fluids. Water would usually suffice, however for heavy amounts of activity isotonic and hypotonic drinks are useful to help speed up the process of the transportation of water to the bloodstream. Bibliography: Level 3 Health and Social care

Euthanasia And Physician Assisted Suicide - Good, Bad,...

Euthanasia Physician Assisted Suicide – Good, Bad, Right, or Wrong? November 17, 2014 Jennifer Mullen South University Online Euthanasia is a term derived from a Greek word meaning happy or fortunate in death. It is most commonly used now to denote the merciful infliction of death [either actively or passively] to avoid torment in fatal and incurable disease, usually by consent of the patient or his family. Tribal Customs: There are accounts of tribes, ancient and more modern, who abandoned their aged and infirm, choked, starved, or even stomped or clubbed them to death. Sometimes these things were done at the person s wish; in other cases they were done because the person had arrived at a certain age or stage of deterioration of health. Similar things were done to unwanted infants. â€Å"Tribal Greece†: The city-state of Sparta in Greece practiced a form of euthanasia that might better be named: eugenics (ridding society of those that are deemed unworthy of life.) Philoshophical Greece: Both Plato and Aristotle were in favor of some sort of infanticide. Plato in describing his model state sounds a lot like the Spartans when he says: â€Å"The children of inferior parents, and any deformed offspring of others, they (the Guardians) will secretly put out of the way as is fitting†. Plato, The Republic Euthanasia, the practice of putting somebody else of out his misery, was not a common or approved practice, but suicide as a form euthanasia was advocated byShow MoreRelatedAssisted Suicide Should Be Managed1273 Words   |  6 PagesAssisted Suicide Brittany Maynard was twenty-nine years old, she had been married for a year when she was diagnosed with brain cancer. Doctors gave her a prognosis of six months to live. After that, Brittany and her family decided to move to Oregon to take advantage of the Death with Dignity Act. On November 1, 2014, Maynard decided to end her life. Assisted suicide is a controversial topic that has been debated for many years. In a few countries, this procedure has already been legalized. ThereRead MoreThe Ethical Dilemma Of The Medical Field1619 Words   |  7 Pagestoday is Euthanasia. Euthanasia is a process that entails deliberately ending a person’s life, with the intention of relieving their pain and suffering. As such, it is legal in some countries while illegal in some. The US Law accords all informed adults the right to die even though the law surrounding it varies from one state to the other. There are however a couple of ethical issues that come up as a result of the practice. The major debate has been whether or not Euthanasia is right, or wrong. DifferentRead MoreShould Euthanasia Be Legal?1192 Words   |  5 Pagesbeing should be allowed to disrupt that natural cycle of life. Euthanasia is the practice of intentionally painlessly killing someone who is terminally ill or has contracted a fatal disease with an overdose of medication. Last year, California is one of the very few states that has legalized physician-assisted suicide. Using euthanasia to end lives is wrong because it goes against many religions, it can easily be abused, and a physicia n s job to help preserve life. Religions such as Christianity andRead MoreEuthanasia/Physician Assisted Suicide Should Not be Legalized1343 Words   |  6 Pagesof euthanasia, he felt he had no other choice. Knowing his family would disagree, he decided to ask for his doctors’ advice. The doctor knowing he would receive a cash bonus and be financially better off if he did not provide patient care advised the modest man to be euthanized. He took his doctors advice and there was nothing that would change his mind from what he thought would be the best thing for his family. Still grieving his loss till today, his family will never forget how euthanasia murderedRead MorePhysician Assisted Suicide, When Is It Acceptable?1709 Words   |  7 PagesPhysician-Assisted Suicide, When is it acceptable? Assisted suicide had raised issues of great importance in the society particularly the most controversial of all, the physician assisted suicide in the health care field. Since Oregon and other states implemented the legalization of physician assisted suicide, the debates continues. The U.S. Supreme Court decisions in 1997 and the Pain Relief Promotion Act of 2000 (H.R. 5544) have kept these topics on the policy of the national agenda, along withRead More Euthanasia in America Essay615 Words   |  3 Pagestopic of euthanasia and rather if its right or wrong. quot;Euthanasia is defined as the act or practice of killing or permitting the death of hopelessly sick or injured individuals in a relatively painless way for reasons of mercyquot; (Merriam-Webster). quot;Euthanasia comes from the Greek words eu and thanatos and means happy death or good deathquot; (Moreland). Euthanasia is also known as physician assisted suicide and no one is better known for the practice of physician assis ted suicide thanRead MoreEuthanasia And Physician Assisted Suicide1298 Words   |  6 Pagesvoluntary euthanasia, and physician assisted suicide. For most of that time, due to the mediation through religious authorities and law, the treatment of suicide has been largely negative. Older traditions of folklore and philosophy exhibit an attitude of abhorrence and arguments that show any form of suicide as being inherently wrong. Brian Stofell argues how this notion is wrong and how suicide can be morally right in some cases such as voluntary euthanasia and physician assisted suicide. The assumptionRead MoreEuthanasia is NOT Ethical or Moral Essays1046 Words   |  5 PagesAccording to the Oxford Dictionary, euthanasia is a medically assisted death; painlessly killing a patient suffering from an incurable and painful disease. Euthanasia usually allows the medical doctor to be in charge of giving the option of death to the patient or asking the patient’s relatives to euthanize the patient. Many victims of euthanasia involve the elderly or newborn infants. Euthanasia is unethical, impacting negatively the lives of many people. Euthanasia is still performed, even if theRead MorePhilosophy And Death : An Argument For Physician Assisted Suicide1172 Words   |  5 Pages PHILOSOPHY AND DEATH: AN ARGUMENT FOR PHYSICIAN ASSISTED SUICIDE EMILY BEDFORD 10107525 Submitted to: Robert Armstrong PHIL 259 Monday, December 7, 2015 Introduction As humans, we have the right to life. In Canada, in section 7 of our Charter of Rights and Freedoms, Canadians can expect â€Å"life, liberty and security of the person.† This means not only to simply exist, but have a minimum quality and value in each of our lives. Dying is the last important, intimate, and personal momentRead MoreEuthanasia Is The Act Of Killing Someone Painlessly1534 Words   |  7 PagesEuthanasia is the act of killing someone painlessly, especially someone suffering from an incurable illness or an irreversible coma. The term is synonymous with physician-assisted suicide, a form of active euthanasia in which a doctor provides an individual, either terminally ill or facing a diminished quality of life, with the information and means to take his or her own life. It involves a situation in which a patient voluntarily performs the act of committing suicide by taking a lethal dose of

Vietnam War Pictures Life During the War

Graduation Speech Teaching And Writing Courses - 986 Words

Throughout the previous years of my education, I have explored a variety of English and writing courses where I learned to dissect and explore the various meanings and intentions of authors and poets as well as my peers. Aside from the mandatory conventions that must be mastered in writing to ensure clarity, there are some characteristics that run deeper. These are what dictate whether or not a writer may truly become successful. A common theme that has been reinforced in my experiences is that of respect. Looking back to the awkward days in middle school, I can easily recall preparing a paper that I was sure would captivate my audience. Public speaking was something that my teachers prioritized greatly. Each day an assignment was due, we would all compete to see who could be first to present. There were some days where such a task as this was considerably easier than others. Depending on the mood of my peers and even me, the confidence of the paper could be either quite strong, or u nfortunately, shattered within a matter of a few short moments. No matter if a paper was excellent, or if it required some improvements, we were always encouraged to speak highly and only to build each other up rather than to crash each other down. This made for a seemingly safe environment. There were no wrong answers, no wrong ideas. I remember when the mysterious and thrilling experience of high school began. All of a sudden, the classmates that I had been through so much with began toShow MoreRelatedFactors Affecting Acquisition Of English As A Second Language1026 Words   |  5 Pagesbrought up speaking Black English with her relatives and friends. Thus, when it came to writing in Standard English, it was painful to her. However, she found herself powerless or reluctant to resist the lure of possibility. 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Local Development Planning in the Philippines Free Essays

at the Local Level A  report  by: Sheryl  I. Fernando â€Å"Local governments do not have the luxury d of time to delay the development of their de own capabilities whic will allow them to ch achieve their cherishe objectives. ed They should help them mselves and not stagnate while the rest of the world go by. We will write a custom essay sample on Local Development Planning in the Philippines or any similar topic only for you Order Now st Local governments he elping themselves is the essence of the home ru It is also the ule. cornerstone of democr ratic and just institutions. â€Å" LOGODEF,  1993 Local governments in the Philippines have th roots in the colonial administration of Spain, heir which lasted in the Philippines for some 32 years. These three centuries under Spanish 27 government were characterized by a highly ce entralized regime. The Spanish Governor General in Manila actually governed the provinces and cities in the whole country. After Spain, the US d came in the early 1900s and Filippinized local government administration. The last 50 years of the present century saw several developments towards decentralization. The Local Autonomy Act of 1959, the passage of the Barrio Charter and the Decentralization Act o of 1967 were all incremental national legisla ations in response to the clamour for a self? rule concept. The Philippine Constitutions of 1972 and 1987 also significantly influenced the mo vement for political devolution. The most significant constitutional provisions (Article 10 on Local Government) are the following: s The Congress shall enact a local government code which shall provide for a more responsive and accountable local government structure instituted through a system of s decentralization with effective mechanisms of recall, initiative n and referendum allocate among the different local government m, units their powers, responsibilities and resources and provide for the qualificati ions, election, appointment, removal, terms, salaries, power functions and duties of local officials and all rs, other matters relating to the organization and operation of the r local units†. The legislative initiative promoting local auto onomy was strongly supported by academics and public servants who spearheaded the nec cessary reforms in changing the structure and organization of local governments and includ new functions to enable local governments to ded address a changing environment. The strugg for decentralization that lasted more than 50 gle years culminated in the passage of the Loca Government Code in October 1991. The Local al Government Code is a most comprehensiv document on local government touching on ve structures, functions and powers, including tax xation and intergovernmental relations. † unescap. org According  to  Panadero (2008)  the  dece entralization  of  governance  was  influenced   by  local  Ã‚  and  international  events  (see  Figure e  1). He  also  added  that  at  the  International Internat tional  Events POSITIVE ? Technological Advances ? Globalization crisis ? Trade/Investment liberalization ? Poverty focus flu) Political †¢ 3  changes  in   administration †¢ EDSA  II  Ã‚  III †¢ Increase  Insurgency †¢ Terrorism †¢ Charter  Change †¢ Political  Uncertainty NEGATIVE ? Episodes of world economic Slowdown economic ? Rising oil prices ? Terrorism ? Heath problems (e. g. SARS, Eco onomic †¢ Boom  bu ust  economic   growth/cr rises †¢ Liberaliza ation/   Deregular rization   Policies †¢ Rising  Ur rbanization †¢ OFW  Deployment †¢ Fiscal  Ã‚  d debt  problems DECENT TRALIZATION Social †¢ Persistent  poverty †¢ Lower  budget   allocation For  social  services †¢ Rising  inequality †¢ Disasters Figure  1. Economic,  Social  Ã‚  Political  Environme ent  in  the  Last  Years  of  Decentralization level, globalization has the most pervasive influence on the decentralization, which was hastened by trade and investment liberalization and technological advances. On the Social Sector, there was a focus on the reduction of poverty; on the Economic Sector, the new international issues such as terrorism had positive and negative impacts at the local level, while the economic scenario at the national level significantly shaped local development. The national government in the 1990 sought to upgrade local government by 0s delegating some limited powers to local su ubdivisions and by encouraging people to participate in community affairs. Local auto onomy was balanced, however, against the need to ensure effective political and admin nistrative control from Manila, especially in those areas where communist or Muslim ins surgents were active. During Marcos’s authoritarian years (1 1972? 86), a Ministry of Local Government was instituted to invigorate provincial, mu unicipal, and barangay governments. But, Marcos’s real purpose was to establish lin of authority that bypassed provincial nes governments and ran straight to Malacanang. All local officials were beholden to Marcos, who could appoint or remove any provincial governor or town mayor. Those administrators who delivered the votes Marcos asked for were rewarded with community development funds to spend any way they liked. y After the People’s Power Revolution, the new Aquino government decided to replace all the local officials who had served Marcos. Corazon Aquino delegated this task to her political ally, Aquilino Pimentel. Pimentel named officers in charge of local governments all across the nation. They served until the first local elections were held under the new constitution on January 18, 1988. Local officials elected in 1988 were to serve until June 1992, under the transitory clauses of the new constitution. Thereafter, terms of office were to be three years, with a three? term limit. Local government units (LGUs) are territo orial political subdivisions of the Philippines that include provinces, cities, municipalities and barangays (the smallest political unit in the country). Because local government officials ar voted into power by the people, their primary re role is people’s welfare. Their offices are the major institutions responsible for the e coordination, overseeing and monitoring of dev velopment projects at the local level. The devolution of significant powers and functions formerly held by national line agencies mmunity development and poverty alleviation in to LGUs made them powerful conduits for com the countryside. Among the responsibilities tr ransferred to the LGUs were agriculture, health, social services, environment and natural resources, maintenance of local infrastructure facilities (such as farm? to? market roads, bridges and irri igation) and others. Local legislative powers such as decision? making, resource allocation, rule? m making and enforcement of laws related to these powers were also delegated to LGUs. Governor  Lilia  G. Pineda  meets  with  barangay  officials  of  flooded? municipalities  in  the  province  as  she  instructs  them  to  further   intensify  their  efforts  in  ensuring  the  welfare  and  safety  of  their  r respective  constituents. Board  Member  Cris Garbo,  Provincial   Social  Welfare  and  Development  Officer  (PSWDO)  Elizabeth  Bayb bayan and  Agriculture  Consultant  Roy  Imperial  join  the  meeting  of   the  local  officials. (Photo  by  Jun  Jaso,Pampanga PIO) The planning process in starts at the barangay level. Plans are prepared by the Barangay Council, and then adopted by the Barangay Development Council, composed of barangay y officials elected by the people (Figure 2). Gene erally, barangay officials have completed only the elementary levels of schooling, and have little or no training in development? related activities. Hence, barangay development plans usually consist only of lists of projects that focus mainly c on the infrastructure facilities that are the most obvious and easiest to identify. Some communities do have better planning processe but these are rare. es, Level National Planning  Institutions National  Economic  Development   Authority  (NEDA),  Central  Office Regional NEDA,  Ã‚  Regional  Office Provincial Provincial  Planning  and   Development  Office  (PPDO) Municipal Municipal  Planning  and   Development  Office  (MPDO) Barangay Figure  2. Planning  process  and  institutions  in  the  Philippines Barangay  Council/ Sangguniag Barangay Barangay development plans are submit tted to the Municipal Planning and Development Office (MPDO), which comes under the jurisdiction of the Office of the Mayor. The MPDO is in charge of planning activities at the municipa level. Generally, the MPDO consolidates the al â€Å"shopping lists† of projects and prioritizes them in accordance with the plans of the municipality. Before this consolidated plan bec comes the official Municipal Development Plan, it must first be adopted by the Municipal Develo opment Council. From the municipal level, plans are forwarded to the Provincial Planning and Development Office (PPDO) where they are again D consolidated and prioritized on the basis of the province’s own particular plans. e The provincial development plans are also reviewed by the Provincial Development Councils before adoption. They are then sub bmitted to the National Economic Development Authority (NEDA) Regional Office, which cons solidates all the provincial plans and prioritizes them, based on regional importance. The plans should also be reviewed by the Regional p Development Councils before adoption. The plans are then forwarded to the NEDA Central Office Inter? Cabinet Coordinating Committee for consideration, together with the priorities of f the various government line agencies. Based on the national thrusts and priorities, the projects o that are selected are then consolidated and included in the National Medium? Term Development Plan. The Local Government Code (LGC) man ndates the LGUs with significant local planning functions. In particular, Section 106 of the Code provides that â€Å"each LGU shall have e comprehensive multi? sectoral development pla to be initiated by its development council and an approved by its Sanggunian. The institutional responsibilities for plan formulation, e financing and implementation are likewise clearly g, prescribe by the Code: ed ? The Loc Development Plan (LDP) shall be prepared by the cal Local Development Council (LDC); P ? The LDP will be approved by the Sanggunian; ? Funds for the development plan shall be allocated by the Local Fin nance Committee (LCF); and ? The Loc Chief Executive (LCE), together with the executive cal departm ments, will implement the development plan. This case study highlights the experience of undertaking a Priority e Implementation Partnership on incorporating disaster risk impact assessments into the construction of new roads in the Philippines, implemented by the National Disa aster Coordinating Council (NDCC) and Department of Public Work s and Highways (DPWH) with support from Asian Disaster Preparedness Cent (ADPC), UN International Strategy ter for Disaster Reduction (UN/I ISDR) and Swedish International Development Cooperation Agency (SIDA). † Towards Mainstreaming Disaster Risk Reduction into the Planning Process of Road Construction Safer Roads A Priority Implementation Partnership between the National Disaster Coordinating Council and the Department of Public Works and Highways, Philippines Under the Regional Consultative Committee on Disaster Management (RCC) Program on Mainstreaming Disaster Risk Reduction into Development in Asia Road Sector a priority for mainstreaming disaster risk reduction BACKGROUND The Regional Consultative Committee (RCC) on Disaster Management under its program on Mainstreaming disaster risk reduction into development (MDRD) have identified Roads and Infrastructure, Agriculture, Education, Health, Housing and Financial Services as priority sectors to initiate mainstreaming disaster risk reduction . With the massive infrastructure development in Asia underpinned by the investment in highways, roads and bridges, prioritizing the Road Sector is certainly a necessity. In the RCC which comprises of heads of the National Disaster Management Offices of 26 Asian Countries, members had submitted expression of interest (EoI) to mainstream of disaster risk reduction into particular sectors depending on the development priorities of their country. The National Disaster Coordinating Council (NDCC) of the Philippines which is a member of the RCC expressed interest in taking-up MDRD into road sector in partnership with the Department of Public Works and Highways (DPWH), the agency responsible for national road construction in the country. Accordingly in the first quarter of 2006, the Priority Implementation Partnership for mainstreaming disaster risk reduction into the planning process of road construction in the Philippines was started by NDCC and DPWH. The partnership was technically supported by the Asian Disaster Preparedness Center (ADPC) with financial support from UN International Strategy for Disaster Reduction (UN/ISDR) through Swedish International Development Cooperation Agency (SIDA). ource: Mapping Philippine Vulnerability to Environmental Disasters – Manila Observatory/Department of Environment and Natural Resources (DENR) Floods and earthquakes make the road system in the Philippines prone to landslides, roa d slips, embankment scouring and other sediment related disasters. Roads are often closed for several days when hit by such disasters causing disruption in transportation services that affects the access of passengers, goods and services. The impact of flooding and typhoons in creating havoc to the country’s economy as well as to damage to property is recognized in the Medium Term Philippine Development Plan of 2001-2004 and accordingly the DPWH has also aligned its policies and strategies. Priority Implementation Partnership (PIP) – a Process towards mainstreaming disaster risk reduction Similar to other countries, the Road sector in the Philippines also works in close collaboration with various government departments like Planning, Finance, Environment and Local Government. While the development of national roads (30,000 km of length) is under the jurisdiction of DPWH, the remaining road network (172,000 km of length) falls under the concern of local government units. In addition, road projects are based on area development plans produced by the National Economic Development Agency (NEDA) and the Regional Development Councils (RDC). Similarly the feasibility reports prepared for each road project undergoes an environmental and a social impact assessment led by the Department of Environment and Natural Resources (DENR). In order to mainstream disaster risk reduction, further collaboration is required with NDCC and technical agencies responsible for producing hazard information related to natural disasters like the Philippines Institute of Volcanology and Seismology (PHIVOLCS), Philippines Atmospheric, Geophysical and Astronomical Services Administration (PAGASA). A MULTI-AGENCY TECHNICAL WORKING GROUP TAKES THE LEAD With this understanding, the PIP formed a technical working group of the NDCC at the beginning with multi-agency membership to steer the process of implementation of mainstreaming disaster risk reduction into the planning process of road construction. procedure of road planning and identifying the windows of opportunity to introduce disaster risk reduction. Accordingly the scope of activities was detailed as follows: †¢ Documentation of existing procedure for development of road projects with respect to hazards; Documentation of contents of pre feasibility/ feasibility report of road projects in the country over the past 20 years; Analysis of past damage to road infrastructure; Identification of specific steps that can be taken for incorporating hazard considerations in project development and approval process; List of future priority projects for construction of roads in the Philippines. †¢ PIP Technical Working Group comprises: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Chairperson; Planning service, DPWH Co-chairperson; Planning division, NDCC Members Bureau of research and standard, DPWH Bureau of design and bridge division, DPWH Philippines Institute of Civil Engineer Department of Environment and Natural Resources Philippines Institute of Volcanology and Seismology Philippines Atmospheric, Geophysical and Astronomical Services Administration Asian Disaster Preparedness Center †¢ †¢ †¢ The technical working group met frequently over the PIP implementation period to look at the mentioned activities above and developed the final report which details recommendations for integrating DRR into the planning process of new road construction in the Philippines. BROADER CONSULTATION PIP LOOKED INTO The technical working group engaged in consultation and decided on the following activities for initiating mainstreaming. Since it was realized that the ultimate aim of mainstreaming could only be achieved by bringing change in the entire system, which road projects are developed, designed, constructed and maintained. Hence this particular partnership would emphasize on understanding the existing The findings of the PIP were shared during a national workshopheld in February 2007, in which a wide range of stakeholders particpated including the Government, technical agencies, UN agencies and the Asian Development Bank. The recommendations were discussed in detail and future steps were identified. The Project Development of a typical infrastructure project in DPWH follows a cyclic process consisting of four phases: Project identification, Project preparation, Project implementation and Project operation and evaluation. consolidated form, with limited access to detailed report on damages and their corresponding costs. Also of equal importance is to benchmark hazard intensities with their Return periods/Damages. This is particularly difficult due to: lack of updated topographic maps at 1:5,000 or higher resolution, a sparse network of hazard monitoring stations (seismic and flood) as well as short monitoring period and limited processed data on hazards. The following key documents were collected during the project to conduct the analysis: †¢ Standard Terms of Reference for Strategic Environment Assessment for Plans and Programmes Standard Report Format for Strategic Environment Assessment for Plans and Programmes Sample of Damage Report DPWH District Office Sample of Consolidated Damage Report by NDCC Sample of Bridge condition Inspection Form Sample of Pre- Feasibility and Feasibility Reports of Road projects starting 1984 List of future projects of DPWH After the projects are identified, feasibility studies are conducted which includes investigations and analysis to determine the extent and degree of desirability of a project against technical, economic, social, environmental, financial and operational aspects. As part of this project, sample feasibility reports over last 20 years were analysed in terms of content and it was realized that the structure of the report largely depends on the source of funding of the project. Typically due to lack of funding for construction of national road projects, DPWH administers a basic feasibility study, but for foreign-assisted projects the assessment process is more in-depth and extensive. However, it was noted that post 2000, the feasibility reports do tend to include a section on â€Å"Review of hazard specific threats on road sections† though it is primarily limited to protecting the road segments from geological hazards such as landslides and debris fall. In addition, DPWH feasibility study includes an Environmental Impact Assessment (EIA). The EIA report structure considers the impact of hazards by defining an â€Å"environmentally critical area† of the project site where it is frequently visited by the natural hazards. However, it does not explicitly provide details on how to address natural hazard vulnerability and risks to infrastructure and the consequent impact from its damage or failure. Similarly, Cost-benefit analysis cover only the planned use of the facility and does not factor in other costs (risk based cost) arising from potential damage or possible failure of the structure to function to a certain event. Assessment of damages to roads affected by a natural disaster is carried-out by DPWH at the district level. There is no fixed format followed for collecting information needed for the assessment and the reports are directly sent to NDCC for the preparation of an overall disaster assessment report. Hence, it becomes difficult to trace these records at the regional or central offices of the DPWH. Similarly the damage information of past disasters available from NDCC is in a †¢ †¢ †¢ †¢ †¢ †¢ It is also realized that since mainstreaming of disaster risk reduction involves a broad range of stakeholders, interrelated plans and programs, disaster risk reduction concerns need to be linked with ongoing projects of DPWH such as: †¢ †¢ †¢ †¢ The earthquake rehabilitation program and similar seismic vulnerability assessments DPWH national roads improvement and management program, Phase II DPWH road maintenance investment programs The study on the nationwide flood risk assessment and the flood mitigation plan for the selected areas in the Philippines Technical Assistance for risk assessment and management Benefit monitoring and evaluation of selected roads, Phase II, ADB Capacity Building Study on risk management for sediment related disaster on selected national highways Similarly close linkage needs to be established with the ongoing project of NDCC in partnership with UNDP on Hazard Mapping and Assessment for effective community-based disaster risk managemen t (READY). †¢ †¢ †¢ †¢ KEY FINDINGS †¢ DPWH adopts a basic â€Å"one size fits all† format for feasibility studies of road projects that does not specifically require assessment of disaster risks. During detailed design, disaster risk reduction aspects are incorporated into the project if required. Mostly national budgets do not provide funds for surveys and investigations at the feasibility study stage, and it is therefore unusual for disaster risk reduction measures to be incorporated at early stages of project preparation. Externally funded projects are prepared to higher standards, particularly in relation to environmental assessments (where disaster risk aspects are described if required by the particular agency) and resettlement planning. There is uneven application of building codes and design standards between national and local roads. Absence of one fixed format for collecting information on damage to roads and bridges from natural hazards prepared by district-level offices. Hydrological data are available for major river basins in the Philippines but these information have not uniformly been processed to provide flow/stage relationships for different return periods, which could be used for road design. Learning The key to successful integration of disaster risk reduction on road projects lies in the planning phase of the project cycle which includes project identification and preparation of the feasibility study. Assessing the possible impact on the project of natural disasters or other hazards at this stage means that the appropriate risk reduction measures can be included in the scope, layout and arrangement of the project’s major components—and that these measures will be allowed for in the cost estimate. If such measures are not included at the planning phase, their inclusion at the later stages is unlikely, or could be costly and inconvenient (i. e. possibly requiring a supplementary budget). Attempting to include risk reduction measures at the design stage (after major elements of the project have been decided and the budget has been allocated) cannot adequately satisfy the need for disaster risk reduction. †¢ †¢ †¢ †¢ †¢ Recommendations DPWH needs to have a standard on project identification and preparation procedures to eliminate quality discrepancies between nationally and externally funded projects and to pave the way for mainstreaming disaster risk reduction in road projects. Feasibility reports should include assessments of the impact of potential disasters. An enhanced natural hazard/impact assessment component should be included in the EIA for nationally-funded and foreign-assisted projects The existing system for monitoring road needs to be improved to allow for the recording of damage caused by natural disasters. Standard formats and reporting standards should be introduced for monitoring and for collecting damage data from the impact of natural disasters on roads. Capacity of staff to assess the impact of natural disasters needs to be increased, particularly at the regional and district levels. The key to successful integration of disaster risk reduction on road projects lies in the planning phase†¦ †¢ †¢ †¢ †¢ †¢ Next Steps for mainstreaming disaster risk reduction into road sector in the Philippines In order to take forward the momentum gained under the PIP, the technical working group has identified the following next steps to realize the recommendations: †¢ Identifying two pipeline road projects in a hazard prone area of the Philippines. The two projects would be at different stages namely a pipeline project without a feasibility study and a pipeline project with a feasibility study completed. Integrating disaster risk reduction (DRR) into the planning process of two identified pipeline project. Capacity building of officials from DPWH responsible for conducting feasibility studies on how to integrate DRR. Experience of PIP incorporated in the RCC Guideline on mainstreaming disaster risk reduction into Infrastructure †¢ To share the experience gained during the process of implementation of the PIP with the remaining RCC member countries, the technical working group represented by DPWH and NDCC participated in a regional technical workshop on developing the RCC Guideline on incorporating disaster risk assessments as part of planning process before construction of new roads. The lessons learned from the PIP acted as the guiding approaches for initiating mainstreaming disaster risk reduction. †¢ †¢ Regional Consultative Committee on Disaster Management (RCC) The RCC comprises of members who are working in key Government positions in the National Disaster Management Offices of countries of the Asian region. To date, 26 countries are represented by 30 RCC Members from the Asia and Pacific regions, namely, Afghanistan, Bangladesh Bhutan, Brunei, Cambodia, China, Georgia, India, Indonesia, Iran, Jordan, Kazakhstan, Korea, Lao PDR, Malaysia, Maldives, Mongolia, Myanmar, Nepal, Pakistan, Papua New Guinea, Philippines, Sri Lanka, Thailand, Timor Leste and Vietnam. RCC Program on Mainstreaming Disaster Risk Reduction into Development Policy, Planning and Implementation in Asia (RCC MDRD) A key priority identified by the RCC is the integration of disaster risk considerations into development planning. To initiate action on this agreed direction, the RCC Program on Mainstreaming Disaster Risk Reduction into Development Policy, Planning and Implementation (MDRD) was launched at the 4th RCC meeting in Bangladesh in March 2004. The RCC 5 adopted the Hanoi RCC 5 statement on Mainstreaming Disaster Risk Reduction into Development in Asian Countries which prioritizes mainstreaming of DRR to be initiated in National development planning process as well as Sectoral development. It identified six priority sectors namely Agriculture, Education, Health, Housing, Urban Planning and Infrastructure and Financial services for mainstreaming of DRR. The program has five components for implementation: †¢ †¢ Component 1: Developing Guidelines and Tools for MDRD Component 2: Undertaking Priority Implementation Partnerships (PIP) in MDRD in RCC Member Countries Component 3: Showcasing good practice on MDRD and Monitoring Progress Component 4: Advocacy for Building awareness and Political Support to MDRD Component 5: Mobilizing Partnerships for ongoing and sustainable implementation Lay-out and graphic design by: Philipp Danao †¢ †¢ †¢ The Hanoi RCC 5 statement identified the following sub themes within the Urban Planning and Infrastructure to initiate mainstreaming of disaster risk reduction: For more information, please contact: †¢ Aloysius Rego, Director and Team Leader Email: ajrego@adpc. net †¢ Arghya Sinha Roy, Project Manager Email: arghya@adpc. net Disaster Management Systems Team Asian Disaster Preparedness Center (ADPC) P. O. Box 4 Klong Luang Pathumthani 12120 Thailand Tel: (66 2) 516 5900-10 Fax: (66 2) 524-5350, 5360 Email: adpc@adpc. net website: www. adpc. net Introducing Disaster Risk Impact Assessments into the construction of new roads and bridges; Promoting the use of hazard risk information in land-use planning and zoning programs This case study highlights the experience of undertaking a Priority Implementation Partnership on incorporating disaster risk impact assessments into the construction of new roads in the Philippines, implemented by the National Disaster Coordinating Council (NDCC) and Department of Public Works and Highways (DPWH) with support from Asian Disaster Preparedness Center (ADPC), UN International Strategy for Disaster Reduction (UN/ ISDR) and Swedish International Development Cooperation Agency (SIDA). References:  Ã‚   ONLINE  :   Guide  to  Comprehensive  Development  Plan   http://www. mongabay. com/reference/country_studies/philippines/GOVERNMENT. html   Accessed:  June  26,  2012 Local  Government  Code. http://www. chanrobles. com/localgov1. htm   Accessed:  June  26,  2012   Local  Government  in  Asia  and  the  Pacific:  A  Comparative  Study. Country  paper:  Philippines   http://www. unescap. org/huset/lgstudy/country /philippines/philippines. tml  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Accessed:  June  26,  2012   Luz  Seno? Ani. Participatory  territorial  planning:  the  farming  systems  development  approach  in   community  planning  in  the  Philippines,  1995–2002. http://www. fao. org/docrep/005/Y8999T/y8999t06. htm      Accessed:  June  26,  2012      Philippines? Government   http://www. mongabay. com/reference/country_studies/philippines/GOVERNMENT. html   Accessed:  June  26,  2012      Rationalizing  the  Local  Planning  System   http://www. dilg. gov. ph/PDF_File/reports/DILG? Reports? 2011712? ea7ba5859e. pdf      e? BOOK/BOOK:      Panadero,  Austere  A. (2008). Strategy  to  Further  Decentralization  in  the  Philippines. LOGODEF   Journal  on  Ã‚  Local  Governance. Towards  Mainstreaming  Disaster  Risk  Reduction  into  the  Planning  Process  of  Road  Construction         PHOTOS:   Gov. meets  with  brgy  officials:   http://pampangacapitol. ph/2011/10/06/gov? meets? with? barangay? officials/      cory  caricature from  the  Filipino  mind:  Bobby  Tuazon   http://thefilipinomind. blogspot. com/2009/08/cora? aquino? how? politics? of? reform? lost. html      Cover  photo  by  Sheryl  Fernando,  documentor,  Executive  management  course  for  Ã‚  PSWDOs  and   MSWDOs  in  Mindanao A  report  submitted  in  partial  fulfillment  of  the  requirements  in   Development  Management  in n  Development  Organizations Submit tted  to: Dr. Jedida  L. Aquino Profe essor Submitted  by: Sheryl  I. F Fernando MD DM How to cite Local Development Planning in the Philippines, Essay examples

Corporate Governance and Corporate Social Responsibility

Question: Discuss about the Corporate Governance and Corporate Social Responsibility. Answer: Introduction: The combination of Queensland Insurance, Bankers and Traders insurance company and Equitable Life and general insurance co., formed the largest insurance group in Australia, founded by one chairman Mr. J.D.O Burns where it was christened QBE insurance group and the headquarters based in Sydney, Australia, Chiefly Square, (QBE 2015 annual report). This group was founded 131 years ago and deals in the business of general insurance and reinsurance services. It has been recognized globally as the best insurance firm and selling its insurance services to the Pacific region, Europe, Equator Reinsurance limited segments, Asia, New Zealand, Australia, and America(Allen, et al., 2013). The kind of insurance services offered by this insurance group include some of the following; Public/product liability insurance policies, Motor and motor causalities insurance policies, Insurance policies on Commercial and domestic products, Accident and health insurance products, Marine energy and aviation in surance products and many others. The organizational structure of QBE according to 2014 annual report (2015) is that it is headed by the Chief Executive Officer, who also is the groups acting Chief Financial Officer in the New Zealand and Australia operation regions, Mr. Patrick Regan. The next in command is the Executive General Manager who holds the docket of Corporate Partners and Direct, who ensures efficiency of services provision in the Motor trades, traveling, CTP, Financial institutions businesses and many other related services as a broker, an agent in personal insurance lines. The Executive General Manager, currently Mr. Jason Clarke, holds the Intermediary Distribution docket, which deals with such other branches in the organization as; workers compensation, underwriting agencies, Australian intermediaries, aviation marine and international brokers and many other general insurance services. The other chief executive officers in the organizational structure includes; Mr. Inder Singh, who currently is the chief financial officer, and oversees all related financial services; then Mr. Steven Raynor, who is the Executive General Manager in transformation, who works particularly in bringing together different specialist for the alignment and strategy driving, and the promotion of innovation. Mss. Betina Pidcock heads the Marketing docket as the executive general manager, Mr. Declan Moore as the Chief underwriting officer, Mss. Sally Kincaid as the Chief Human resource officer, Madam Anna Gould as the chief risk officer, Mr. Tony Forward as the chief information officer and many other leaders in the executive branch of the business(Bath Libbesson, 2010). All these leaders efforts combined have been the reason for the success of QBE as an insurance group business. According to their half year report running up to June 2008, QBE say that they strategically focus in potential delivery of insurance services to all its customers and shareholders worldwide, and maintain their relevance in the insurance markets despite the fluctuations in price in both local currencies and the overseas currencies and the influx rate at which risks have occurred and catastrophe claims made(Colquit, et al., 2012). According to their 2015 annual report (2016), the QBE had significant achievements and enjoyed tremendous profits in the year 2015 despite the various challenges encountered in the insurance business, thereby underwriting the profits of the firm through their strategic rationalization and refocusing on their strategies of activities. The companys journey towards excellence was also increased by the action they took of implementing a model that is integrated with objectives that have a global vision in operation and using the Group Shared Services Center (GSSC) appropriately in the quest to communicate effectively for strategic achievement of its global businesses and processes, such as; provision of captive insurance to its clients and a range of financial, infrastructural and people services(Harris, et al., 2013). The annual report confirms that the insurance company faces a lot of external challenges and risks that confront its business procedures some of them including; The constant fluctuation in currencies especially in the overseas markets which sometimes forces them to change their interest rates which also ends up in very little returns in sales. For them to remain afloat on the competitive edge, the QBE executive wing and sales managers resolved to balance their short-term returns on their investments due to the market challenges experienced. The increased level of catastrophe insurance claims, especially from New Zealand and Australia due to the insurance level of NSW CTP that had significantly increased during the year of 2015. The internal factors that the insurance group experienced were that of recovering their materials from their employees and stakeholders under the umbrella of Individual risk and catastrophe protection in the Groups reinsurance category(Jones, 2010). According to the QBE groups financial chief officer, Mr. Patrick Regan, the major activities that the insurance group focuses on yearly that enables them to remain the worlds best global insurer includes; Prompt and timely delivery of earnings and the reservation of their stability and predictability to their clients, members, and stakeholders. For their business to underline profits and be successful in the market, they concentrate in the achievement of an all-around organic growth modestly(Stork De Vries, 2009).QBE attains its competitive advantage by also growing strongly the dividends acquired to their shareholders. Another activity is that the group always focuses on the maintenance of stable capital positioning and also slightly stronger dividend remittances in the divisional section that is a little bit higher than the previous returns(Kemp, 2011). The insurance group focuses on the reduction of its operating costs and with the aim of acquiring a lower expense ratio of about 1%. (Smith Davies, 2009), confirm that the domestic and contextual factors that affect the business in its quest towards achieving excellence include some of the following; Constantly emerging environmental risks that increase the catastrophe claims from their markets which reduces the sales they make in a particular period, but the group has learnt on this risks and as a result came up with an operation criteria that assists them to identify, and make an analysis of the impact that will be created by the risk and be able to come up with the strategies of curbing the risk. The reaction of their employees and staffs to any risks that may be encountered may be negative, and some actions that may be taken could be dangerous to the maintenance of the business reputation in the market which sometimes may lead to the drop in sales(Liability, 2011). Fortunately, the business was able to identify this and came up with an initiative framework in which employees are given training platforms that are related to risks that occur globally, and also having a platform in which employee performance is monitored, and the correct analysis of data can be observed. Insurance regulatory regimes all over the world have been changing and updating their rules and regulations on matters of insurance and these forces the QBE group to find ways in adjusting on how to manage these changes and be able to remain compliant through with the evolving requirements of the act of combining globally consistent frameworks with the local expertise available. According to (Norfolk, 2012), another challenge encountered is that changing consumer taste and preferences, market prices and the pricing policies and the ever changing technology in terms of cybercrimes have been part of the stumbling blocks towards maintaining excellence due to the need of the company to be able to adjust according to market demands and regulation compliance. According to (Outreville, 2012), QBE as an organization also has its ethical codes of conducts which provide a guideline to all its employees on how to do their duties professionally in some issues related to customers and the success of the business. If these codes are breached, then it sometimes forces the authorities to take action on the employee which may also tarnish the name of the organization. Some of the breaches that may be done by employees according to the ethical codes document include; unethical, illegal, fraudulent, corrupt and dishonest conduct; behaving or conducting oneself in a manner that it poses a threat to QBEs reputation; in case one undergoes a personal change and personal circumstances, then fails to notify QBE in time, which may result in affecting their ability to perform their roles; the breach of applicable regulations, policies and laws booth of the insurance group and the environmental or legal ones; getting involved in the financial crime such as bri bery, corruption, fraud or money laundering. The organizational and business practices required by QBE according to (Ramsay, 2012), apart from providing insurance services, include activities like; expansion of its businesses through acquisition of more shareholders and companies like Mexican Insurer Seguros Cumbre SA de CV in the year 2007 and the one in America called, General causality insurance, The one in California called Balboa Insurance and many others. The other kind of business activity is that of sponsoring sports as a way of marketing its services through the involvement in sporting activities using it as a forum for conducting their advertisement and sales. Conclusion All the environmental and marketing challenges discussed, the structural format, the organizational businesses, and practices together with its diverse functions all relate in the manner that they form a basis for which the organization can always forge forward and perform well in its business line. Therefore, the number of issues examined in this document in terms of the insurance groups business and management contexts, the external factors and marketing challenges faced by the organization and how they find or try to find solutions to the problems and the general underlying returns they get, gives us a clearer picture of how organizations can be successful in its operations but only through proper laying of structures and strategies, use of correct kind of employees and staff who are specialized in a particular area and also appropriate decision making towards the journey to excellence. References Allen, D.E., Singh, A.K. and Powell, R., 2013. Analyzing the return distributions of Australian stocks: the CAPM, factor models and quantile regressions.Global Business and Economics Review,15(1), pp.88-109. Bath, M. and Libbesson, K.A., 2010. Insurance Law: Third Parties and S 54-Another Nail in the Coffin of'Claims Made and Notified'Policies?.Keeping Good Companies,62(8), p.488. Colquit, L., Crutchley, C. and Swidler, S., 2012. Sustainable Insurance Firms in Unsustainable Economic Times: Do Sustainable Corporate Policies Matter in Times of Financial Crisis?.International Review of Accounting, Banking Finance,4(1). Harris, J., Hargovan, A. and Adams, M.A., 2013.Australian corporate law(Vol. 2). LexisNexis Butterworths. Jones, P.M., 2010. Trade credit insurance.Primer Series on Insurance,15. Kemp, S., 2011. Corporate governance and corporate social responsibility: lessons from the land of OZ.Journal of Management Governance,15(4), pp.539-556. Liability, A., 2011. General Liability.Excess/Umbrella Liability, Professional Liability/Errors . Norfolk, N., 2012. Liability Insurance Schedule.policy. Outreville, J.F., 2012. The worlds largest reinsurance groups: A look at names, numbers and countries from 1980 to 2010.Insurance and Risk Management,80(1), pp.137-156. Ramsay, D., 2012. Lessons for directors after James Hardie.Law Society Journal: the official journal of the Law Society of New South Wales,50(6), p.60. Smith, J. and Davies, C., 2009. Transforming HR in partnership with the business at QBE Insurance.Strategic HR Review,8(5), pp.11-17. Stork, P.A. and de Vries, C.G., 2009. The stability of the Australian Banking sector. InThe Banking Crisis Handbook(pp. 397-416). CRC Press.