Sustainability Strategies for Proctor Gamble

Sustainability Strategies for Proctor Gamble 1. Introduction: Procter and Gamble is an organization which produces diverse products, and its ambition is to reach the consumers demand. PG began in the 1911; with the theme of innovation by producing every time a different product. For every product they go through three stages. The first stage was to make innovative needed products; the second was to proceed with the successful products with suitable quantities; and the third is to have more investments of capital to enlarge the company. These three stages preserve the success of PG. PG is a multinational corporation with 156 branches in more than 70 countries. There are three main development centers, the first center is in Germany in which paper products like Always and Pampers are developed. The second is in Brussels, used to develop detergents. The last center is situated in the United Kingdom where soap and shampoos are developed. PGs environmental science department plays a unique role to ensure that their products are safe to use for the consumer as well as for the environment. Environmental safety is an internal part of the quality that PG builds into its every product. The Company is committed to produce best quality of products to refine the consumers of whole world. The companys actual performance could be deduced by looking at its 2009 Annual Report. Its worldwide net earnings for the year 2009 were 13,436 million dollar, which is 13.61% increase over the prior year. It has total assets of $134,833 million and liabilities of $71,451 million. PG has been paying a dividend for 120 consecutive years since its incorporation in 1890 and has increased its dividend for 54 consecutive years at an annual compound average rate of approximately 9.35%.This is an evidence of how much consumers demand PGs product and how this initiates the company to develop 300 brands to satisfy five billion consumers all over the world. Alan G. Lafley became chairman of PG in 2000, he made it clear that he wanted innovation across the spectrum-in how the company invents, markets, manufactures, and distributes its products. 2. Methods 2.1 Data collection methods We get the data from the documentary analysis of the PG which come from the website of the PG. The data is easy accessed in the internet. PGs annual plans are useful in the research. At the same time, we keep contact to PG via emails. They give us information on the plan of the companys development. 2.2 Issues and challenges Biases different comments of PG in massive aspects, often find data from some organization within the PG. that circumstances may cause biases, which influence comments to become less objective and even flattery. It is significant to distinguish the information because possibly comments on one aspect could go opposite and cause dilemma. Detailed resource constraints it is not difficult to find general information about PG. However, it was not easy to search details and depth objections. Although, connecting PG for details may work, yet it cannot be certain that the opinions gained from PG are 100% objective and real. Collecting from dispersive information a majority of resources is dispersive. It means much time consuming and less efficiency. Also some information may mislead ideas to somewhere wrong. 2.3 Analysis Through the analysis of companys annual report, we know the performance of PG. according to the structure and culture of PG, we can forecast the development foreground. We evaluate the approaches to management and leadership. We use the view of a manager, trying to give out a better way. We are based on management principles and analysis the existing business model. PG has a unique pattern in the business management which was widely praised by consumers. 3. Business strategy, mission and goals 3.1 Introduction PG products touch the lives of people around the world billion times a day. This happens because PG provides products of best quality to improve the lives of all consumers around the world. This results in sales, profit and value creation, between the company and the consumers in which they operate to prosper. Its business is divided into three global units: beauty, health and well being, and household care. It also makes pet food and water filters and produces soap operas. Some products of PGs brands are billion-dollar sellers, including Gillette Fusion, Always, Braun, Bounty, Charmin, Crest, Downy/Lenor, Folgers (which it reportedly plans to spin off), Gillette mach 3, Iams, Olay total, Pampers, Pantene pro v, Pringles, Tide lemon jasmine, and Wella, among others. The above products were mentioned by Robert N. Lussier(2009) in annual report 2009. The PG consists of over 138,000 employees working in over 80 countries. It began as a small, family-operated soap and Candle Company which now not only provides products but also concentrate on services of best quality and value to consumers in more than 180 countries. In PG, they are focusing their efforts on where they can make the most meaningful difference in both environmental and social Sustainability. According to Andrea Redmonds (2010) research, their dedication begins with PGs Purpose, values and principles, in which Sustainability is embedded, and manifests itself in a systemic and long-term way. They try to make their company better. 3.2 Mission and goals In 2007, PG implemented five strategies to Sustain goals for the future. In March of 2009, PG made a progress to emphasize their commitment to achieve more significant goals. The five strategies are as follows: Strategy1 Products: Delight the consumer with sustainable innovations which improve the environmental profile of the products. They have developed the market which was at least $50 billion in cumulative sales of sustainable innovation products, and products that have an improved environmental profile. Strategy 2 Operations: Improve the environmental profile of PGs own operations. An additional 20% reduction (per unit production) in CO2 emissions, energy consumption, water consumption and disposed waste from PG plants, leading to a total reduction over the decade of at least 50%. PROGRESS (percent reduction per unit production) Since July 2007 Since July 2002 Energy Usage 11% 48% CO2 Emissions 10% 52% Waste Disposal 30% 53% Water Usage 13% 52% Strategy 3 Social responsibility: Improve childrens lives through PGs social responsibility programs. Enable 300 million children to Live, Learn and Thrive. They prevented 160 million days of disease and also saved 20,000 lives by delivering 4 billion liters of pure water for the Childrens Safe Drinking Water program. Strategy 4 Employees: Engage and equip all PG employees to build Sustainability thinking and practices into their everyday work. Strategy 5 Shareholders: Plan the future by working transparently with their shareholders so that they can work with freedom to innovate in a responsible way. Beside the five strategies, they have several goals on the market. 1. Designed to Matter In PG, they focus the Sustainability efforts on improvements that matter, to make the most meaningful impact they can. 2. Purposes, values principles PGs Purpose, Values Principles formulated their shared vision, a common sets of behavior and their beliefs about the business and its potential. 3.3 Marketing strategy Many people think that multi-brand strategy will result in a situation that internal competition happens, but P G believes that the best strategy is to compete with their own product. Gary Armstrong (2009) said this is because the market economy is a competitive economy, while its opponents to develop new products to share the market. As their challenge themselves and overcome their own, so that their products  brands may occupy a different market, in order to consolidate its leadership position. 1. Differentiated brands If P Gs multi-brand strategy to be understood as simply more brands, it would be wrong. Actually the pursuit of similar products, the differences between different brands, including features, packaging, promotion, etc., to form each brand distinctive, such as Procter Gamble brand strategy so that each brand has its own development, the market will not overlap, and it will not lead to market its brand in the consumer confusion. The words above are supported by Piero Morosini (2005) 2. Manufacture of USP According to the report, USP means unique selling proposition. It is proposed by the American advertising guru Rosser Reeves (said Brent Green 2006). Marketing theory: the core of its content: Advertising should be according to the characteristics unique to the consumer for rhetoric,  and allow consumers to believe that this feature is not available to others or others not mentioned. These features can bring tangible benefits to consumers. 3. Unique way: numbers brands in one organization As Michel Philippart (2005) and Hangzhou da Xues (1994) study, multi-brand strategy is very difficult to succeed. While a single image of the brand extension strategy to facilitate the unity of management, reduce marketing costs, easy-to-be customers to accept, but it is not guaranteed, because of a branding, the easy formation among consumers  fixed image, resulting in the customers mind-set is not conducive to the extension product. 4. Overall structure: The Procter Gamble Company (PG) is divided into three main worldwide units, which are household care, beauty and grooming and health and well-being (Marketing magazine: 2009). Every units report is sent to Susan E. Arnold, who has been promoted from vice chair of PGs beauty and health department to the position of president of global business units. The beauty care section is also managed by Susan Arnold. PG has restructured its hierarchy of top executives, who include Arnold, in order to meet the changing needs of their larger, more flexible and faster-paced global business. Lafley, who is the chairman of PG, announced that PG has nearly doubled its business since 2000 with the acquisitions of the Clairol, Wella hair care businesses and Gillette. The change in structure is designed to meet the needs of a larger business that is also developing new initiatives faster than in the past (Balendu: 2007). Initially, PG managed its international operations through an international division of foreign expansion, in the same manner many other multinational enterprises. A variety of products were identified to match national differences and preferences. Consequently, a portfolio, consisting of subsidiaries, run by country general managers was established. However, this management structure may result in two basic problems. Firstly, the cost of operating these subsidiaries is high, and secondly the ferocious autonomy of national subsidiaries prevented the global roll out of new products and technology improvements (Lin, 2008: 9). Therefore, PG needed innovation in the subsidiaries management structure. It concluded that the matrix structure, in which subordinates report to more than one superior (MacKenzie, 2002:22), is a better alternative for PG, as it allows authority to be kept at lower levels. However, most firms would have some difficulty implementing this Matrix structure into their organization because it is difficult to organize multinational activities through this complex structure. For example, dual reporting can lead to disagreements and confusion and a possible overlap of responsibilities. This may result in a loss of accountability and wastes time. Through time PG has been trying to optimize its structure. The current structure resulted in a culture within PG, which was viewed as slow, conformist and risk-averse (Lin, 2008:11). This led to a decrease in productivity and an increase in inefficiency in the organization. Moreover, these factors would slow down the decision making process and reduce the competitiveness of the company. Although, the management structure of PG seems imperfect at the moment. However, the Procter Gamble Company is still a giant in the area of consumer goods and the leading maker of household products in the United States. PG operates its business in over 80 countries around the world and has approximately 300 brands in more t han 160 countries. The matrix structure helps PG develop its global business structure into more specific areas. As a result, the company has become more flexible to change within market competitions and the different expectation of PG. The final stage of completing the innovation process of management structure is to transform the formal structure and responsibilities of the company. For example, the global business units of PG were established in order to manage product development, manufacturing and marketing of their respective categories all around world. Furthermore, global business service units were established to organize with the transactional activities such as Accounting, HR, IT, etc. Eliminating bureaucracy and increasing accountability is another main objective of structure change (Bartlett, 2004: Chp 4). The Procter Gamble Companys corporate structure has been mainly dependent on worldwide subsidiaries and merging. During this time of restructuring, PG has continued its active acquisitions pace. For instance, PG entered the European tissue and towel market through the purchase of Vereinigte Papierwerke Schickedanz AGs European tissue unit and added the luxury fragrance business of Giorgio Beverly Hills, Inc. In the same year, PG returned to the South African market following the lifting of U.S. sanctions. PG has altered its geographic management structure gradually. As a result, PG has divided its operations into United States and other countries, which mainly includes four regions North America, Latin America, Asia and Europe/Middle East/Africa. PG announced a new restructuring initiative in September 1998. A key factor of this restructuring was a shift from an organization centered around the four geographic regions to one centered on seven global business parts based on product lines: Baby Care, Beauty Care, Fabric Home Care, Feminine Protection, Food Beverage, Health Care Corporate New Ventures and Tissues Towels. PG has continued to restructure and adapt to different markets and different financial situation worldwide. According to a firm press release announcing the new structure, This change will drive greater innovation and speed by centering strategy and profit responsibility globally on brands, rather than on geographies 5. PGs Culture: Culture plays an important role in any organization to run their organization well in this fast growing business world. According to Scheins theory of culture it is defined as A pattern of shared basic assumption that the group learned as it solved its problem of external adaptation and integration that has work well enough to be considered valid and therefore to be taught to new members as a correct way to perceive, think and feel in relation to those problem-(Scheins 1992, p12, italics altered). According to Schein organizational culture is the acquired outcome of group experience, as it is to a large extent unconscious. Schein considers culture to the three layer phenomenon. From figure 1 it is clearly seen that the organizational culture comprises of three layers first one is the artefacts, espoused values and underlying assumption. Artefacts Innovation culture is the mission statement of Procter and gamble organization in which they state that the consumer is boss, consumer should be the heart of all PG do from ideation stage through the purchase of the product. For example if 30 seconds with a deodorant or one minute with a disposal diaper have made a small part of your life a little bit better then PG made a difference. PG policies made the company a unique one that respect of governments and law, respects in workplace and respect in the market place (annual report of PG, 2005). PG is a multinational company and it is widely spread geographically. They maintain open work system in lots of work places around the world. Executive offices do not have doors. Leaders do not have a secretary cordoning them off. The executive floors on all the offices at Procter and gamble are open, conference room is an open round space. They made it round as a small symbol of the new approach (Lafely .A, 2000 CEO of PG). Espoused values PG is having hierarchy of company ethics principles. PVP(Purpose, Values and principles), corporate policies, worldwide business conduct standards, operating policies/procedure/practices. For over 170 years PG purpose values and principles has been guiding the way they do business and it is shown in the fig 2 below. There purpose is to provide branded products and services of superior quality and values that improves the lives of the worlds consumer. PG lives with its people and values, they recruit the finest people in the world who built organization by promoting and rewarding people without regard to any difference related to performance. Lafely said that PG have been fortunate that some of this flexible multifaceted ethics exist in our heritage. For example Procter and Gamble pioneered a system which is technician based in its manufacturing plants during the 1960s and 70s. In this system they avoided the approach in which one person assigned to do only one job. The technician sys tem still operates today and working well. To get the highest evaluation rating in PG factory, you learn how to do all the jobs on line and once you have that rating, company expect you to be that much capable of problem identification, problem solving, and innovation. This background has made it easier for company to plug manufacturing and engineering in to the innovation culture. PG CEO Lafely said in one conference that once people in our organization have succeeded at innovation then you can see the energy in the company changing. People at PG routinely says that we can do this, this is feasible and the change of attitude of the people in PG is incredible to watch. Integrity, leadership, ownership, passion for winning and trust are the main asset values of PG. By considering purpose and values they made their principles like the show respects for individual, interest of the company and individual are inseparable and innovation is the cornerstone of PG success. These are the offi cials objectives which had been espoused by the company head and it is common for PG organization all over the world. Fig 2 PVP of PG 2003 sustainability report Underlying Assumptions It consists of unconscious, taken for granted beliefs, perception, thoughts and feelings. PG are having problem relating to external adaption and internal integration. PG keep refining their products, launch model from ideas, to prototype, to development, to qualification and to commercialization. Applying this sequential practice on large scale and replicate them does not mean to eliminate judgment, thats why PG needs active leaders and a strong innovation culture. Therefore PG introduces the inclusive culture for leaders and they expected to build inclusive work environment that welcomes and embraces diversity an environment where people feel comfortable. Forced diversity training/learning process are utilized to equip leaders to values and nurture difference in management experience, style of leadership and problem solving approaches. By analyzing the PGs culture it is seen that PG is having a strong and dominant culture and that culture follows in every part of the world. Innovation is the main theme of PGs success and to bind organization culture together. 6. PGs management leadership: Innovative Management and Leadership of PG When we observe organizations and try to classify, we tend to classify them in terms of their success and describe them as highly successful, successful, struggling to succeed or unsuccessful. There are certain factors influencing their success. Management in the organizations has to perform some functions like planning, organizing, staffing, directing, leading and controlling for success. Management consists of implementation of the vision and strategy provided by leaders, coordinating and staffing the organization and handling day-to-day problems. By Koontz and Weihrich management is the process of designing and maintaining an environment in which individuals work with such performance for optimizing efficiency in reaching goals. HENRI FAYOL identified the main operations in business management- technical, commercial, financial, security, accounting and administration. The administration function he further subdivided into organizational, coordinating, commanding, controlling and purveyance. The purveyance further included the concepts of forecasting and planning.  [i]   PG was facing certain disadvantages using the Henri Fayol method because it was not an empirical but more theoretical. Moreover PG wants to be innovative and wants to differentiate products by its formation. So they adopted the Cooper-Kleinschmidt study of innovation method which was based on the triangle process. The Innovation Diamond in Exhibit 1 began as a triangle process, Resources, and strategy the result of a 1990s Cooper-Kleinschmidt study of innovation across a Broad range of businesses.4 Procter Gambles management in the 1990s subsequently transformed the triangle into their Initiatives Diamond, shown in Exhibit 2.  [ii]   The Innovation Diamond is a guiding framework to help management focus on whats important to success: innovative strategy, a good idea-to-launch process, portfolio management, the climate and leadership. PGs Initiatives Diamond serves as a guide for each businesss product innovation efforts, and helps to focus managements attention on what is important to success. Heres what Bob McDonald, PGs Vice Chairman of Global Operations, says: The Initiative Diamond played a significant role in improving the business results in PGs Fabric Home Care global business unit. This work brought us a new discipline to manage our innovation programs, and yielded a major increase in the in-market success of our initiatives. We aligned our organization on how to use Stage-Gate ® success criteria and portfolio and resource management to deliver better innovations for the consumers we serve.  [iii]   The top half of PGs diamond in Exhibit 2 is strategic in nature, and captures the businesss product innovation strategy: goals, the mix of new products required to meet those goals, and the required resources. Portfolio management (or project selection) is thus closely connected to strategy. The bottom half of the diamond is more operational and focuses on delivering specific new product projects or initiatives: what resources must be put in place for each project; and how individual new product projects are managed so they succeed using PGs idea-to-launch SIMPLTM Methodology? Thus how the PGs business success has been generated through focusing on effective innovative Management. Peter F. Drucker says Leadership is the lifting of mans thinking to higher sights, the increment of mans performance to higher standard, the building of mans personality beyond its normal limitation. Alan Bryman offers the working definition of leadership as: the creation of a goal about a desired future state which seeks to mesh every members of an organization in its net. Many commentators trait spotting approach to; have argued or assumed that the performance of an organization depends on the quality of leadership exercised by its leaders; same is the case with PG organization. The single most enduring thing PG leaders can do is to identify develop our next generation of leaders. If we can get the right people with the right skills and experiences in place to run our business, the rest will take care of itself. By Lura Mattimore, Director, Leadership development PG. So the leader is someone who exercises influence over other people leading is a process of actuation. It provides an electrifying effect to the organization makes people action-oriented and bridges gaps within the organization. Distribution of work, delegation of authority and supervision of work should be done meticulously. There are various approaches to leadership such as trait spotting, style counseling, content fitting, New leadership. PG uses the trait spotting approach to leadership. PG leaders are built from within because they believe that their future success is entirely dependent on the ongoing strength of talent pipeline. So the first trait spotting in PG is done by PG leaders itself who select the next leader of the company by searching a quality of dedication towards the work. PG leaders are not born leaders at first they are just the ordinary people of the company. For PG people are the company most important asset. Their success depends entirely on the strength of the talent which they build from within manage with a disciplined process led by the CEO the senior leadership team. This is an essential element of how PG is designs to lead. Thus PG develop leaders whose purpose is to centre on improving more consumers lives in all parts of the world. Thus PG uses two dimensional style of leadership because it concerns for the production as well as for the people. People are the main asset of PG and for production they always wanted to get differentiated by their innovation method. Thus PG uses the two dimensional style. (Blake Mouton 1964) According to the Likerts there are four leadership systems: Exploitative Autocratic Benevolent authoritative Participative Democratic Democratic leaders have complete confidence and trust in their subordinates, they allow the subordinates to make decision for themselves; these types of leaders always motivate their subordinates by reward for achieving goals and to share the new ideas and opinion. PG uses the democratic type of leadership system. They believe to build their organization from within; PG consider their most important asset as the people of the company because of their faithful work excellent performance. Procter gamble respect all employees and consumers and offer them their trust on condition that they treat them similarly. PG also uses servant type of leadership because they always feels that the customers are the boss .And in servant leadership, leaders put the needs of their followers first. According to the John Adair Leadership is a social process in which an individual influences the behavior of others without using the path of violence. Below is the example of how the innovative product is developed under the innovative leadership of PG, which shows some relationship between leader and follower of the PGs. PG crank up on one on one consumer research, so the marketers of PG spend a time with the consumers, watching the way they wash, clean their floors, diapers their babies and asking about their habit and frustration. So based on this one on one technique PG opened a diaper -testing centre right down the hall of their office, where moms watch their babies get undressed, diapered, and measured by PG technicians. So one thing the PG learn from this experience is that parents are frustrated by the time it takes their youngsters to be toilet trained and they have to change their diapers every time when they wet those. So thus based on the comments received from the parents PG launch their new innovative product in the line of pampers whose mission was to dry diapers to helping moms with babys development. Thus how the PG is always innovative in the way of leadership to find new products which improves their relationship with their followers, as the consumers are the main boss of the PG. 7. Future Aspects: Strategy improvement: Through analysis of P Gs multi-brand strategy we realize that many of the benefits of this strategy are clear, but it is very difficult to achieve in the market, they have to note that several aspects of business practice. According to Sanjay Tiwari (2000), they can make some improvement by the ways below. A company which operates a variety of brands must have the appropriate strength; the work of brand extension is complicated.  From market research to product launch, to advertising, every job has a large number of enterprises to spend manpower and material resources. In the specific operation, they must be through careful investigation, to find the product differentiation. The industries in which according to the specific situation of enterprises, such as Procter Gambles consumer products industry which with easy access to a successful multi-brand strategy.   Structure Improvement: The improvement of structures of PG possibility could be to have wholly autonomous temporary groups or teams that are responsible for an entire project, and are split up as soon as it is successfully completed. Teams are often not very good for decision-making, and they run the risk of relational problems, unless they are small and have a lot of self-discipline. Actually, team members still require a definite leader, which is indicated from decentralization. It means the separation of the organization into competing autonomous divisions. PG has various branch brands, and some in one subject. Competition between own brands may seems unreasonable. However, changing corporate structure may encourage positive challenges among PG. In addition, appropriate manipulating probably is required during the management process. On the other hand, some inefficiency brands or areas may better to be abolished for saving funds and decrease expenses. Decision- making is very crucial of this innovation, which is easy to regret if prediction is wrong. Various differences of brands among PG could be helpful and practical in different occasions. However, this improvement could go to the opposite and create unexpected situation because sometimes the market could be influenced by news in many ways.

Childcare: Nursery School and Children Essay

This policy represents the agreed principles for Safeguarding Children throughout the Nursery. All Nursery staff, representing Jack in the Box at Yewtree Nursery have agreed this policy. Introduction The health, safety and welfare of all our children are of paramount importance to all the adults who work in our Nursery. Our children have the right to protection, regardless of age, gender, race, culture, background or disability. They have a right to be safe in our Nursery. This policy is in line with LSCB (Local Safeguarding Children Boards) local guidance and procedures. Aims and objectives Our aims are: * to provide a safe environment for children to learn in; to establish what actions the Nursery can take to ensure that children remain safe, at home as well as at school; * to raise the awareness of all staff to these issues, and to define their roles and responsibilities in reporting possible cases of abuse; * to identify children who are suffering, or likely to suffer, significant harm; * to ensure effective communication between all staff on child protection issues; * to set down the correct procedures for those who encounter any issue of safeguarding. Statutory Framework This policy is formulated using the DfES documents: ‘Circular 10/95 – Protecting Children from Abuse: The Role of the Education Service’, ‘Working Together to Safeguard Children’ (2006), ‘Safeguarding Children and Safer Recruitment in Education’ (2006) and Hertfordshire Safeguarding Children Board Child Protection procedures (2007). Section 175 of the Education Act 2002 introduced a new duty requiring governing bodies and LAs to have appropriate child-protection procedures in place. This policy takes account of the requests set out in the Children Act 2004 (‘Every Child Matters’). Nursery Schools are expected to ensure that they have appropriate procedures in place for responding to situations in which they believe that a child has been abused or is at risk of abuse – these procedures should also cover circumstances in which a member of staff is accused of, or suspected of, abuse. DfEE Circular 10/95 (Protecting Children from Abuse: The Role of the Education Service) places the following responsibilities on all schools:- * Nurseries should be aware of and follow the procedures established by the Safeguarding Committee * Nurseries should have procedures (of which all staff are aware) for handling suspected cases of abuse of pupils, including procedures to be followed if a member of staff should be alerted to signs of abuse and know to whom they should report any concerns or suspicions * The Designated Senior Person should have responsibility for co-ordinating action within the Nursery and liaise with other agencies * Staff with designated responsibility for Safeguarding should receive appropriate training Circular 10/95 also states that â€Å"parents should be made aware of the Nursery Schools Safeguarding Policy and the fact that this may require cases to be referred to the investigative agencies in the interests of the child†. This including the police. The Designated Senior Persons (DSP) Miss Jennifer Underwood (Senior) Miss Karen Paddick (Deputy) The Designated Senior Persons (DSP) for Safeguarding are the managers of the Nursery. The DSPs’ role is to:- * ensure that the Hertfordshire Area safeguarding Committee’s Safeguarding Procedures are followed in the Nursery * ensure that all staff are aware of these procedures * ensure that appropriate training and support is provided to all staff * develop effective working relationships with other agencies and services * decide whether to take further action about specific concerns (e.g. refer to Children Schools and Families Referral and Assessment Team) * liaise with Social Work Teams over suspected cases of child abuse * ensure that accurate records relating to individual children are kept in a secure place and marked ‘Strictly Confidential’ * submit reports to, and attend, Safeguarding Conferences * ensure that the nursery effectively monitors children who have been identified as ‘at risk’ * provide guidance to parents, children and staff about obtaining suitable support. * Keep up to date with all relevant procedures and legislations * Attend TAC (Team Around the Child) and CAF (Common Assessment Framework) meetings Nursery Procedures * if any member of staff is concerned about a child he or she must inform the DSPs’ * information regarding the concerns must be recorded by the member of staff on the same day on a ‘cause for concern’ sheet (which has an outline of a body on it – staff must accurately record their concerns). The recording must be a clear, precise, factual account of the observations and must be dated. These sheets are kept in the DSP’s ‘Children Causing Concern’ file, which is kept securely in the managers locked cupboard. * the DSP will decide whether the concerns should be referred to Children Schools and Families. If it is decided to make a referral to Children School and Families this may be done without prior discussion with parents * if a referral is made to Children Schools and Families, the DSP will ensure that a written confirmation of the concerns is sent to the ‘Call Centre’ within 48 hours when requested * particular attention will be paid to the attendance and development of any child who the nursery believes to be ‘at risk’ or who has been placed on the Safeguarding children Register * records relating to Safeguarding children will be kept in a secure locked place, separate from the child’s general file * if a pupil who is known to be on the Safeguarding children Register changes nursery school, the DSP will inform the social worker responsible for the case and transfer the appropriate records to the receiving School/Nursery, in a secure manner, to a named person, and separate from the child’s general file. Prevent Abuse by means of good practice * Adults will never be left alone for long periods of time, with individual children or with small groups * Adults that have no CRB certificate or relevant childcare qualifications will never be left alone with a child. * Children will have regular circle time and discussions on appropriate behaviour * All staff are aware of where to access the response phone number. It is clearly displayed on notice boards within the nursery. Staff training A clear vetting and barring training is in place for all new staff and clear policies are in staff handbook. All adults in the Nursery receive regular training to raise their awareness of abuse, and to improve their knowledge of Safeguarding procedures that have been agreed locally. The maximum period of time before refresher training must take place is three years. All staff have appraisals and yearly performance management which are informed by peer on peer observations. When to be concerned Staff should be concerned about a pupil if he or she:- * has any injury which is not typical of the bumps and scrapes normally associated with children’s injuries * regularly has unexplained injuries   * frequently has injuries (even when apparently reasonable explanations are given) * gives confused or conflicting explanations on how injuries were sustained * exhibits significant changes in behaviour, performance or attitude * indulges in sexual behaviour which is unusually explicit and/or inappropriate to his or her age * discloses an experience in which he or she may have been harmed * gives other cause to believe that he or she may be suffering significant harm Dealing with a disclosure If a pupil discloses that he or she has been abused in some way, the member of staff should:- * listen to what is being said without displaying shock or disbelief * accept what is being said * allow the child to talk freely * reassure the child but not make promises which it might not be possible to keep * not promise confidentiality – it might be necessary to refer to Children Schools and Families * reassure him or her that what has happened is not his or her fault * stress that it was the right thing to tell * listen, rather than ask direct questions * if necessary, ask open questions, not leading questions * not criticise the alleged perpetrator * explain what has to be done next and who has to be told. Record keeping and monitoring When a pupil has made a disclosure, the member of staff should:- * make brief notes during and as soon as possible after the conversation * not destroy the original notes in case they are needed by a court * record the date, time, place and any noticeable non-verbal behaviour and the words used by the child * complete the diagram with an outline of a body shape, to indicate the position of any bruising or other injury * record statements and observations rather than interpretations or assumptions on the incident report form. * the DSP is required to undertake an annual Safeguarding Checklist Dealing with a disclosure from a child, and a Safeguarding case in general, is likely to be a stressful experience. The member of staff should, therefore, consider seeking support for him/herself and discuss this with the DSP. Whistleblowing It is important to Jack in the Box that any fraud, misconduct or wrongdoing by employees or people at Jack in the Box is reported and properly dealt with. At Jack in the Box we encourage all individuals to raise any concerns that they may have about the conduct of others in the setting or the way in which the setting is run. At Jack in the Box, we recognise that effective and honest communication is essential if malpractice is to be effectively dealt with. histleblowing relates to all staff and volunteers who work within the setting, who may from time to time think that they need to raise with someone in confidence certain issues relating to Jack in the Box. Whistleblowing is separate from the grievance procedures. If you have a complaint about your own personal circumstances you need to follow the grievance procedures highlighted in the ‘staff hand book’. If you are concerned about malpractice within Jack in the Box the following procedures need to be followed: * Report any concerns to Jenny Underwood or Zoe Tearle * All staff are aware of preventing and eliminating wrongdoing within Jack in the Box and are watchful for illegal, inappropriate or unethical conduct and report anything of that nature to the managers. * Staff understand that any matter raised under this procedure will be investigated thoroughly, promptly and confidentially, and the outcome of the investigation will be reported back to you. * No one will be victimised for raising the matter under this procedure and continued employment and opportunities for future promotion or training will not be prejudiced because of a legitimate concern. * Victimisation of an individual for raising a qualified disclosure will be a disciplinary offence. * If misconduct is discovered as a result of any investigation under this procedure Jack in the Box disciplinary procedure will be used, in addition to any appropriate external measures. * If a malicious, vexatious or false allegation is made then this will be considered to be a disciplinary offence and disciplinary action will be taken. * Any instruction to cover up wrongdoing is itself a disciplinary offence. If you are told not to raise or pursue any concerns, even by a person in authority such as a manager, you should not agree to remain silent. In this event you should report the mater to either Jenny Underwood or Zoe Tearle. Allegations against staff If an allegation is made against a member of the nursery staff (or a volunteer helper), advise would be taken from the LADO and Children Schools and Families will be contacted immediately. If it is felt, after these initial investigations, that a further enquiry is needed, then the member of staff will be suspended. Suspension is a neutral act, and in no way implies that the person is guilty of any wrongdoing. However, it is acknowledged that this would be distressing for the person concerned, and the Nursery will do all it can to balance the interests of any individual with that of the need to keep children safe. The Nursery will seek advice from Children Schools and Families on these matters, and comply with national and locally agreed guidance. Physical restraint There may be times when adults, in the course of their duties, have to intervene physically in order to restrain children and prevent them from coming to harm. Such intervention will always be the minimum necessary to resolve the situation. We follow the guidance given in the DfES circular 10/98 on The Use of Force to Control or Restrain Pupils. The managers will require the adult(s) involved in any such incident to report the matter to him or her immediately. Confidentiality DfEE 10/95 acknowledges that Safeguarding Children raises issues of confidentiality that must be clearly understood by all staff in schools. The Circular advises that all staff in the nursery have: â€Å"a responsibility to share relevant information about the protection of children with other professionals, particularly the investigative agencies (Children Schools and Families and the Police). If a child confides in a member of staff and requests that the information is kept secret, it is important that the member of staff tells the child sensitively that he or she has a responsibility to refer cases of alleged abuse to the appropriate agencies for the child’s sake. Within that context, the child should, however, be assured that the matter will be disclosed only to people who need to know about it. Staff who receive information about children and their families in the course of their work should share that information only within appropriate professional contexts. Child Prot ection records should be kept securely locked†. Employment and recruitment Jack in the Box ensures that people looking after children are suitable to fulfil the requirements of their roles. We have effective systems in place to ensure that practitioners, and any other person who is likely to have regular contact with children are suitable. Practitioners must tell managers if they are expected to disclose any convictions, cautions, court orders, reprimands and warnings which may affect their suitability to work with children (whether received before or during their employment at the setting). Jack in the Box does not allow people whose suitability has not been checked, including through a criminal records check, to have unsupervised contact with children being cared for. Managers record information about staff qualifications and the identity checks and vetting processes that have been completed (including the criminal records disclosure, reference number, the date a disclosure was obtained and details of who obtained it). Jack in the box meets their responsibilities under the Safeguarding Vulnerable Groups Act 2006. We will do all we can to ensure that all those working with children in our nursery are suitable people. This involves scrutinising applicants, verifying their identity and obtaining references, as well as the mandatory checks and enhanced CRB. We follow the DfES guidance set out in Safeguarding Children: Preventing Unsuitable People from Working with Children and Young Persons in the Education Service, DfES. We ensure that all staff have sufficient understanding and use of English to ensure the wellbeing of children in our care. Family Support The Nursery School will take every step in its power to build up trusting and supportive relationships between families, staff and volunteers in the group. Where abuse at home is suspected, the Nursery School will continue to welcome the child and family while investigations proceed. Liaise with other bodies The Nursery School and children’s schools and families will work together: 0300 1234040 0300 1234040 Safeguarding Children Concerns 0845 3300222 0845 3300222 Police

Rhetorical Analysis of the World Tradeorganization Essay

WTO: Why It Was Opposed – A Rhetorical Analysis of Top Twelve Reasons to Oppose the World Trade Organization Nowadays economic globalization is a trend. Free trade affects us every day. The World Trade Organization is writing the constitution and operating the global trade. However, more and more people start to think over: is free trade a universally good global economic system? Does the WTO can really inspire growth and prosperity for all? According to the Global Exchange, the answer is no and there are alternatives to the WTO. A flier distributed through the website for Global Exchange appeal to people to oppose the WTO and replace it with a democratic global economy. The flier strongly proves that the WTO does harm to the human rights, global economy and the equality between poor countries and powerful countries. As far as I am concerned, the flier works beautifully to make people realize the disadvantages of free trade and shortcomings of the WTO by enumerating twelve reasons clearly and by using logos, ethos and pathos successfully. The flier from the Global Exchange claims that the WTO has been the greatest tool for taking democratic control of resources out of our communities and putting it into the hands of corporations. There are twelve reasons listed that why people should oppose the WTO. By the mean of showing the disadvantages of free trade . Global Exchange persuade people to reject the expansion of the WTO and help build a political space that nurtures a democratic global economy. A essential persuasive technique in a advertisement or a flier is pathos. The author starts off the flier by a brief statement about the aim of the WTO in a sarcastic tone and then uses the positive tone to describe the team to oppose the WTO is becoming stronger and stronger. The sentences such as â€Å"an international movement is growing†¦. and importantly, we are winning! † make the readers believe that more and more people aware of the negative influence of WTO. We can also see the emotional sentences in the last two paragraphs of the flier. The author is trying to urge the readers to get involved in the international opposition to the WTO by using the short and powerful phrases like† Stop the WTO! †,† Get Involved! †. Using pathos can effectively engage readers’ emotion and imagination. In addition to the Pathos, ethos also has very important effect on this flier. The author presents a lot of specific information about the policies of the WTO and its practices in many aspects in recent years. All the facts, the reports from the authoritative organization like the United Nations Development Programs, the Universal Declaration of Human Rights, give the flier strong evidence and make it creditable. The major technique the author uses in this flier is the logos. In order to make the readers understand and accept the reasons to oppose the WTO, the author explains them very logically. He states the policies of the WTO first and then explains specifically how the WTO do harms by the facts. For example, one of the reasons to oppose the WTO is the WTO undermines local level decision-making and national sovereignty. First, the author states â€Å"the WTO requires that all WTO members countries to treat each other equally and to treat all corporations from these countries equally regardless of their track record†(90). Then, he explains how the WTO violates its own principle by some facts such as â€Å"the California’s Former Governor Gray Davis vetoed a â€Å"Buy California† bill that would have granted a small preference to local businesses because it was WTO-illegal. † (90) We can see the WTO rules are so rigid and unreasonable sometimes and undermine local decision-making severely. It is easier for the readers to understand through the logical explanations. The use of logos backs up the author’s claim and make readers agree easily. This flier clearly explains the disadvantages of the WTO and the free trade. The author uses logos to reveal the shortcomings of the WTO and ethos to strengthen the evidence. Pathos also make the flier be vivid and full of passion. Besides, it is also informative because it refers to a lot of information about the WTO and the global economy. In a word, it is a successful flier.

The Best Way for a Reporter to Cover a Speech

Covering speeches, lectures and forums – any live event that basically involves people talking - might seem easy at first. After all, you just have to stand there and take down what the person says, right? In fact, covering speeches can be tricky for the beginner. Indeed, there are two big mistakes novice reporters make when covering a speech or lecture for the first time. They dont get enough direct quotes (in fact, Ive seen speech stories with no direct quotes at all.)They cover the speech chronologically, writing it out in the order it occurred like a stenographer would. Thats the worst thing you can do when covering a speaking event. So here are some tips on how to cover a speech the right way, the very first time you do it. Follow these, and youll avoid a tongue-lashing from an angry editor. Report Before You Go Get as much information as you can before the speech. This initial reporting should answer such questions as: What’s the topic of the speech? What’s the background of the speaker? What’s the setting or reason for the speech? Who’s likely to be in the audience? Write Background Copy Ahead of Time Having done your pre-speech reporting, you can bang out some background copy for your story even before the speech begins. This is especially helpful if you’ll be writing on a tight deadline. Background material, which typically goes at the bottom of your story, includes the kind of information you gathered in your initial reporting – the background of the speaker, the reason for the speech, etc. Take Great Notes This goes without saying. The more thorough your notes, the more confident you’ll be when you write your story. Get The â€Å"Good† Quote Reporters often talk about getting a â€Å"good† quote from a speaker, but what do they mean? Generally, a good quote is when someone says something interesting, and says it in an interesting way. So be sure to take down plenty of direct quotes in your notebook so youll have plenty to choose from when you write your story. Forget Chronology Don’t worry about the chronology of the speech. If the most interesting thing the speaker says comes at the end of his speech, make that your lede. Likewise, if the most boring stuff comes at the start of the speech, put that at the bottom of your story – or leave it out entirely. Get The Audience Reaction After the speech ends, always interview a few audience members to get their reaction. This can sometimes be the most interesting part of your story. Watch For The Unexpected Speeches are generally planned events, but it’s the unexpected turn of events that can make them really interesting. For instance, does the speaker say something especially surprising or provocative? Does the audience have a strong reaction to something the speaker says? Does an argument ensue between the speaker and an audience member? Watch for such unplanned, unscripted moments – they can make an otherwise routine story interesting. Get a Crowd Estimate Every speech story should include a general estimate of how many people are in the audience. You don’t need an exact number, but there’s a big difference between an audience of 50 and one of 500. Also, try to describe the general makeup of the audience. Are they college students? Senior citizens? Business people?