The integrating earned value management

The integrating earned value management 3.3 EARNED VALUE PROJECT MANAGEMENT 3.3.1 Basics of Earned Value Project Management Project Management is often defined as the integrated management and control of Time, Cost, Resources and Quality for the successful on time and on budget completion of projects. Traditional approaches to PM ranged from simple Gantt Charts which help in representing the work to be done on a time scale to techniques likes CPM and PERT that addresses the needs of deterministic and probabilistic scheduling. All of these techniques tend to be used primarily for managing time. Cost is often measured independently by the accountants. This separation between cost and time is often the cause of project failure because the executing team is often unable to detect cost overruns until they are well past the point where they can change the outcome of the project. 3.3.2 Illustrative Explanation Earned Value Project Management (EVPM) is a concept that helps Project Managers seamless link Time and Cost for more effective control. Despite the difficult sounding title and the typical jargon associated with EVPM the basic idea is very simple and can be used effectively in a wide variety of situations. The best way to under stand EVPM is to walk through a sample project, so I am going to take you through a software project. Lets say we are working on the ERMS (enterprise resource management system) that has 10 deliverables/modules each to be completed in one month with a budget of 10 Lac Rupees each. The total project span works out to 10 months at a budget cost of Rs. 100 Lacs (Rs. 1 crore). We are at the end of the first three months and the Project Manager is busy preparing his project report. He starts up by reviewing progress and finds that two deliverables are fully complete while the third one is 80% complete. He checks with accounts and finds out that that a total of Rs. 28 Lacs have been spent so far. With this information he is ready to assign values to the three basic variables required to perform EVPM. These are as follows- 3.3.2.1 BCWS / Planned Value (PV) Budget Cost for Work Scheduled, also known as ‘Planned Value in the amount of money that should have been spent at this point in the life of the project if the project was proceeding as per plan. It is time phased budget baseline (figure). It is the approved budget for accomplishing the activity, work package or project related to the schedule. It can be viewed as the value to be earned as a function of project Work accomplishments up to a given point in time [12]. In our case we had planned to complete three deliverables in three months so we should have spent Rs. 30 Lac. A word of caution here, most projects dont proceed in a linear fashion (i.e. total budget/total duration in months). Correct BCWS values can be obtained from a resource loaded project plan that takes in account the actually work to be done in each period. Budget Cost for Work Scheduled is also called ‘Planned Value. 3.3.2.2 Budget at Completion (BAC) This is the total budget baseline for the activity, work package or project. It is the highest value of PV as shown in Figure-1 i.e. 100 Lac. 3.3.2.3 ACWP / Actual Cost (AC) This is the cumulative AC spent to a given point in time to accomplish an activity, work-package or project [12]. Actual Cost for Work Performed is the amount of money that we have actually spent on the project. Accounts have told us that we have spent Rs. 28 Lac. 3.3.2.4 BCWP / Earned Value (EV) This is the cumulative earned value for the work completed up to a point in time. It represents the amount budgeted for performing the work that was accomplished by a given point in time [12]. To obtain EV of an item, simply multiply its total budget by its completed proportion. Budget Cost for Work Performed is the assessment of the value of work that we have completed. Think of this as the worth of the work that we have completed, so if we had completed three deliverables we would have Completed 30 Lac Rupees worth of work. But we have only fully completed two deliverables so we have Rs. 20 Lac and we have 80% of the third deliverable. Partial completion is a tricky issue, because partial estimates generally vary from person to person depending on how optimistic or pessimistic they are. There are rules of the thumb (Heuristics) to deal with this situation. The common ones are 0-100 (give no credit till the task is complete), 20-80 (give 20% credit when the task is underway and the remaining 80% when it is completed), 50-50 (give 50% credit for starting the task and the balance on completion). The selection of method is up to you, but you need to ensure that you will use the same measure across the project for all tasks. In our case lets say we go with the 50-50 rule, so well give Rs. 5 Lacs credit for the third deliverable which brings the BCWP to Rs. 25 Lacs (20+5). Note that BCWP is also referred to as the Earned Value (EV). Lets start by calculating the two basic measures of performance SPI and CPI -3.3.2.5 3.3.2.5 Schedule Performance Index (SPI) Schedule Performance Index is an indicator for accessing our performance relative to the plan. SPI = BCWP/BCWS = 25/30 = 0.83. We know we are behind schedule, what SPI is telling us is that we have only completed 83% of the work that we originally planned to complete. 3.3.2.6 Cost Performance Index (CPI) Cost Performance Index shows us how much value we are getting for each Rupee that we spend on the project. CPI= BCWP/ACWP 25/28 = 0.89. We are over budget because, for producing Rs. 25 Lacs of work we have spent Rs. 28 Lacs. So we are only getting 89 Paisas of value for each Rupee that we spend. Just looking at SPI and CPI we know that we have a problem in that we are both over budget and behind schedule. A lot of work has been done on the use of SPI and CPI early in the project to predict the final outcome. Most of the work has been done in the US defense industry where researchers have looked at dozens of completed projects and tried to correlate their outcome with the status of their SPI and CPI early on during the project. Most studies show that the value of SPI and CPI when the project is only 20% complete can very accurately predict the final outcome. Using heuristics developed from these studies we can predict the following- Projected Project Duration = Planned Duration / SPI = 10 / 0.83 = 12 Month. So we are expecting that the project will be completed two month behind schedule, Projected Project Cost = Planned Cost / CPI = 100 / 0.89 = 112 Lacs. We are expecting a Rs. 12 Lacs overrun on the budget. Recovery Cost This is the cost that we will incur if we need to complete the project within the originally specified time by adding additional resource to the project. Projected Project Cost = Planned Cost / CPI*SPI = 100 / 0.89*0.83 = 135 Lacs Rupees. We should be ready to exceed the budget by 35% if we want to complete the project in time. Conventional wisdom says that your ability to change the outcome of a project is maximum at the start or the project and minimum near the end of the project. So it makes good sense to detect problems early and take action when you have room for maneuver. If you think about the 20% point intuitively, youll note that the any estimation errors that are leading to low CPI (i.e. budget overrun) are likely to effect the remaining activities of the project at the same rate, similarly the performance of your resources in execution is unlikely to get any better than what they have proven capable of in the first fifth of the project. Given the importance of early detection, think about conventional project management and how little it can tell you from the fact that you have completed two deliverables and 80% of the third and spent 28 Lac Rupees, Because of this, problems often evade early detection and by the time someone detects the problem its too late in the project to do much about it i.e. in a stage where the project is controlling the project manger instead of vice versa. 3.3.4 Integrating EVM Risk Management In todays uncertain business environment there is understandable pressure to improve the quality of decision-making at all levels in the organization. A number of techniques have been developed to address this concern, in an attempt to introduce some rational framework to the decision-making process. Two of the leading approaches are Earned Value Management (EVM) and Risk Management (RM). These stand out from other decision support techniques because both EVM and RM can and should be applied in an integrated way across the organization. Starting at the project level, both EVM and RM offer powerful insights into factors affecting project performance. Another key similarity between the two techniques lies in the word â€Å"management†. It is possible to conduct â€Å"Earned Value Analysis† and â€Å"Risk Analysis† to expose underlying drivers of performance. But both techniques emphasize the need to move from analysis to management, using the information to support proactive decision-making. Consequently, both EVM and RM encourage those using the techniques to take appropriate management action based on the results, and not to stop at mere analysis. Since both EVM and RM address the same problem space (performance of projects, programs, portfolios and businesses), and both provide management information to provide a basis for decisions and action, there has been considerable interest in the possibility of developing a combined approach to create synergistic benefits. Currently EVM and RM operate as parallel coexisting processes without systematic integration (although good project managers may intuitively link the two in practices). Much of the discussion to date on the relationship between EVM and RM has been rather theoretical, addressing the key principles underlying the two techniques. The objective is to analyze steps that can be implemented to combine EVM and RM in order to gain maximum benefit for projects and the organization. 3.3.4.1 Weakness in EVM and RM The strength of EVM RM has already been described, as their proponents seek to encourage wider update use. Each technique however has atleast one key weakness which presents a significant danger to those relying on the output to support strategic or tactical decision-making. For EVM, one of the main perceived weaknesses is its reliance on a key assumption, that future performance can be predicted based on past performance. Calculated performance measures (CPI, SPI, CV, SV etc) are used to predict forwards and estimate cost at completion or overall duration. Unfortunately there is no guarantee that the basic EVM assumption will be true, and it is likely that the future will deviate from that predicted by simply extrapolating from past performance. The strength of EVM lies in its rigorous examination of what has already occurred on the project, using quantitative metrics to evaluate project past performance. It goes on however to predict future performance by extrapolating from the past. But it is not possible to drive a car by only looking in the rear-view mirror. A forward view is also required, and this Is what RM offers. While project planning looks at the next steps which lie immediately ahead, RM has a horizon further into the future, It acts as forward-looking radar, scanning the uncertain and unclear future to identify potential dangers to be avoided, as well as seeking possible additional benefits to be captured. However this undoubted strength of being resolutely and exclusively future-focused is also one of the key weaknesses in RM. Any thing which occurred in the past is of little or no interest to the risk process, since there is no uncertainty associated with past events. RM starts with todays status quo and looks ahead. How the project reached its current position is not relevant to the risk process, unless one is seeking to learn lessons to assist RM on future projects. As a result RM as commonly implemented often lacks a meaningful context within which to interpret identified risks, since it has no means of capturing past performance and feeding this into the decision-making process. If EVM is weakened by assuming that future performance can be predicted from past performance, and if RM is weakened by looking only forwards with no real awareness of the past, a useful synergy might be obtained if a combined EVM-RM approach were able to address these weaknesses. Combining a rear-view mirror with forward-looking radar would use the strengths of complementary approaches to compensate for the weaknesses inherent in using each alone. Consequently it is possible to produce significant benefits by using RM to provide the forward view required by EVM, and by using EVM to provide the context required for RM. 3.3.4.2 Synergies from a Combined Approach Given the common aims of EVM and RM to examine and expose drivers of project performance in order to focus management attention on achievement of objectives, and given their differing perspectives towards the past and the future, a number of areas of possible synergy exist between the two techniques. The steps required to implement these synergies are [18]: Creating the baseline spend plan Predicting future outcomes Evaluating risk process effectiveness 1. Creating the baseline spend plan The foundation for EVM is the baseline plan of expected spend over time, creating the profile of â€Å"Budgeted Cost of Work Scheduled† (BCWS) or â€Å"Planned Value† (PV) against which project performance is measured. This baseline is derived from a costed and resourced project plan, including fixed and variable costs arising from financial and human resources. The BCWS profile is typically presented as a cumulative curve, or S-curve, as in Figure below. The baseline BCWS exists as the benchmark against which project performance will be measured. However one of the first things a project manager learns is that reality will never precisely match the project plan. As soon as work starts, there are variations in productivity, resource and information availability, delivery dates, material costs, scope etc. This is why a rigorous change control process is vital to successful project management. Although not all changes can be foreseen before the project starts, it is possible to assess the degree of uncertainty in a project plan, in both time and cost dimensions. This is the domain of RM. One of the first contributions that RM can make to EVM is to make explicit the consideration of uncertainty and risk when constructing the baseline BCWS. By undertaking a full risk assessment of the project plan before the project starts, addressing uncertainties in both time and cost, it is possible to evaluate the degree of risk in the baseline project plan. Quantitative risk analysis techniques are particularly useful for this, especially the use of Monte Carlo simulation on integrated models which include both time and cost uncertainty. These risk models take account of variability in planned values, also called â€Å"estimating uncertainty† (for example by replacing planned single-point estimates of duration or cost with three-point estimates or other distribution types), and they should also model the effect of discrete risks to reflect their assessed probability of occurrence and the subsequent impact on project time and/or cost. Both threats and opportunities should be addressed in the risk model, representing the possibility of exceeding or failing to meet the project plan. The results of the risk analysis allow the best case project outcome to be determined, representing the cheapest and. quickest way to reach project completion. Similarly a worst case profile can be produced, with highest cost and longest duration. All other possible outcomes are also calculated, allowing the â€Å"expected outcome† within this range to be identified. These can be shown as a set of three related S-curves, as in Figure below, which take account of both estimating uncertainty (variability in planned events) and discrete risks (both positive opportunities and negative threats). The ellipse at the end of the curves represents all possible calculated projects outcomes (90% confidence limit), with the top-right value showing worst-case (highest cost, longest schedule), the bottom-left giving best-case (cheapest and Quickest), and the centre of gravity of the ellipse being at the expected outcome of project cost and duration. The existence of this set of possible project outcomes raises the question of where the baseline spends profile for EVM should be set. The recommendation from a combined approach to EVM and RM is to use the expected value cumulative profile from a quantitative time-cost risk analysis as the baseline for BCWS. In other words, the central S-curve in Figure 2 would be used as the baseline instead of the S-curve in Figure 1. This ensures that the EVM baseline fully reflects the risk associated with the project plan (including an appropriate amount for contingency which is automatically incorporated in the risk analysis results), rather than measuring performance against the raw â€Å"all-goes-to-plan† plan. 2. Predicting future outcomes Both EVM and RM attempt to predict the future outcome of the project, based on information currently known about the project. For EVM this is achieved using calculated performance indices, with a range of formulae in use for calculating Estimate At Completion (EAC). Most of these formulae start with the Actual Cost of Work Performed to date (ACWP, or Actual Cost AC), and add the remaining budget adjusted to take account of performance to date (usually using the Cost Performance Index CPI, or using a combined Performance Efficiency Factor based on both CPI and SPI). These calculations of the Estimate To Complete (ETC) are used to extrapolate the ACWP plot for the remainder of the project to estimate where the project might finally end (EAC), as shown In Figure 3 below. RM predicts a range of possible futures by analyzing the combined effect of known risks and unknown uncertainty on the remainder of the project. When an integrated time-cost risk model is used, the result is a set of S-curves similar to Figure 2, but covering the uncompleted portion of the project, as In Figure 4. It is also possible to use risk nalysis results to show the effect of specific risks(threats or opportunities) on project performance as measured by earned value. Since the risk analysis includes both estimating uncertainty discrete risks, the model can be used to perform â€Å"what-if† scenario analysis showing the effect of addressing particular risks. 3. Evaluating risk process effectiveness A risk can be defined as â€Å"any uncertainty that, if it occurs, would have a positive or negative effect on achievement of one or more project objectives†. RM aims to address this uncertainty proactively in order to ensure that project objectives are achieved, including completing on time and within budget. As a result, if RM is fully effective, actual project performance should closely match the plan. Since EVM performance indices (CPI, SPI) measure deviation from plan, they can be used to indicate whether the risk process is being effective in addressing uncertainty and controlling its effects on project performance. If CPI and/or SPI are below 1.0 indicating that project performance is falling short of the plan, then one of the most likely underlying causes is that the risk process is failing to keep the project on course. An Ineffective risk process would fail to avoid adverse risks (threats) proactively, and when threats materialize into problems the project incurs delay and/or additional cost. Either the risk process is not identifying the threats, or it is not preventing them from occurring. In this situation, management attention should be directed to the risk process, to review its effectiveness and consider whether additional resources are required, or whether different techniques should be used. Conversely, if CPI and/or SPI are above 1.0 indicating that project performance is ahead of plan, the risk process should be focused on exploiting the opportunities created by this situation. Best-practice RM addresses both threats and opportunities, seeking to minimize threats and maximize opportunities. When EVM indicates that opportunities exist, the risk process should explore options to capture them and create additional benefits for the project. It should also be noted that if CPI and/or SPI far exceed 1.0, this may indicate other problems in the project and may not simply be due to the existence of opportunities. Typically, if actual performance is much greater than expected or planned, this could indicate poor planning or incorrect scoping when setting up the initial baseline plan. If this highly anomalous behavior continues, a baseline re-planning effort should be considered, which of course will involve the need for further risk management. Similarly if CPI and/or SPI are well below 1.0, this may not simply be due to the impact of unmanaged threats, but may indicate problems with the baseline plan or scope. Figure 5 illustrates the relationship between the values of EVM indices (CPI and/or SPI) and RM process effectiveness. The key to using EVM indices as indicators of RM effectiveness is to determine appropriate thresholds where action is required to refocus the risk process. Clearly some variation of EVM indices is to be expected as the project unfolds, and it would not be wise to modify the risk process in response to every small change in CPI /or SPI. However if a trend develops crosses the thresholds of â€Å"common variance†, action should be considered. Figure 6 illustrate this, with the thresholds of â€Å"common variance† for CPI /or SPI set at = 0.9 and =1.25. A further â€Å"warning threshold† is set at 0.75, suggesting that an adverse trend is developing and preparatory steps should be taken. The thresholds of 0.75, 0.9 and 1.25 used in Figure 6 are illustrative only, and organizations may be able to determine more appropriate threshold values by reviewing historical trend data for CPl and SPI, and identifying the limits of â€Å"common variance† for their projects. Plotting the trend of CPI and SPI over time against such thresholds also gives useful information on the type of risk exposure faced by the project at any given point. For example Figure 6 Indicates that the project schedule is under pressure (SPI trend is consistently below 1.0), suggesting that the risk process should focus on addressing sources of time risk. The figure also suggests that cost savings are possible which might create opportunities that can be exploited, and the risk process might be able to maximize these. These recommended action types are illustrated in Figure 7, corresponding to the following four situations: Both CPI and SPI high (top-right quadrant), creating opportunities to be captured Both CPI and SPI low (bottom-left quadrant), requiring aggressive action to address threats High SPI but low CPI (top-left quadrant), requiring focused attention to cost risk, with the possibility of spending additional time to address High CPI but low SPI (bottom-right quadrant), where attention should be paid to addressing schedule risk, and cost trade-offs can be considered Figure 7 also suggests that if either CPI or SPI (or both) remain abnormally high or low, the baseline plan should be re-examined to determine whether the initial scope was correct or whether underlying planning assumptions were unfounded. It is important to note that these action types should be viewed only as 1st options, since other considerations may lead to different actions. For example in projects with high schedule-constraints (e.g. product launch, event management etc), the trade-off between time cost may be prioritized differently than in cost-constrained projects. 3.3.4.3 Discussion Both Earned Value Management (EVM) and Risk Management (RM) seek to improve decision-making by providing a rational framework based on project performance. EVM examines past performance against clearly-defined quantitative metrics, and uses these to predict the future outcome for the project. RM looks ahead to identify and assess uncertainties with the potential to affect project performance either positively or negatively, and develops responses to address each risk proactively. Both techniques share a focus on project performance, and have the same purpose of developing effective actions to correct unwelcome trends in order to maximize the Likelihood of achieving project objectives. One (EVM) does this by looking back at past performance as an indicator of likely future performance. The other (RM) looks ahead at possible influences on future project outcomes. These two approaches are not in conflict or mutually exclusive. Indeed their commonalities imply a powerful synergy, which i s available through combining the complementary strengths of each technique and using insights from one to inform the application of the other (as summarized in Table 5). 1. Creating the baseline spend plan (BCWS/PV) Develop costed WBS to describe scope of work, without hidden contingency Produce fully costed and resourced project schedule Assess estimating uncertainty associated with initial time/cost estimates Perform risk identification, risk assessment and response development Quantify time and cost risk exposure for each risk, taking account of the effect of agreed responses Create integrated time/cost risk model from project schedule, reflecting both estimating uncertainty (via 3-point estimates) Select risk-based profile as baseline spend profile (BCWS/PV); it is most common to use the â€Å"expected values†, although some other confidence level may be selected (say 80%) 2. Predicting future outcomes (EAC) Record project progress and actual cost spent to date (ACWP), and calculate earned value (BCWP) Review initial time/cost estimates for activities not completed, to identify changes, including revised estimating uncertainty Update risk identification, assessment and quantification, to identify new risks and reassess existing risks Update integrated time/cost risk mode! with revised values for estimating uncertainty and discrete risks, taking account of progress to date and agreed risk responses Select risk-based calculation as estimate of final project duration and cost (EAC), using either â€Å"expected values†, or some other confidence level (say 80%) Use risk-based profile as updated expected spend from time-now to project completion 3. Evaluating risk management process effectiveness Determine threshold values for CPI and SPI to trigger corrective action in risk process (or use default values of 0.75, 0.90 and 1.25) Calculate earned value performance indices (CPI and SPI), plot trends and compare with thresholds Consider modifications to risk process if CPI and/or SPI cross thresholds, enhancing the process to tackle opportunities more effectively if CPI and/or SPI are high, or refocusing the process on threat reduction if they are low Take appropriate action either to exploit opportunities (high CPI/SPI), address threats (low CPI/SPI), spend contingency to recover time (high CPI/low SPI), or spend time to reduce cost drivers (high SPI/low CPI) Consider need to review initial baseline, project plan or scope if CPI and/or SPI persistently have unusually high or low value Table-5: Summary of steps to integrate EVM and RM http://support.sas.com/documentation/cdl/en/orpmug/59678/HTML/default/evm_sect3.htm http://www.tech-archive.net/Archive/Project/microsoft.public.project/2007-05/msg00594.html http://www.allpm.com/index.php?name=Newsfile=articlesid=2184 http://www.allpm.com/index.php?name=Newsfile=articlesid=2184theme=Printer http://www.freepatentsonline.com/4424121.html http://www.ustreas.gov/tigta/auditreports/reports/094602fr.html http://www.ustreas.gov/tigta/auditreports/reports/094602fr.html http://www.dcma.mil/communicator/spring_summer04/evm.cfm http://www.parm.com/index.php?option=com_contenttask=viewid=171Itemid=35 http://www.parm.com/index.php?option=com_contenttask=viewid=177Itemid=35 http://www.scribd.com/doc/4614499/Project-Performance-Measurement http://www.baz.com/kjordan/swse625/htm/tp-py.htm http://guidebook.dcma.mil/79/evhelp/what.htm http://www.acq.osd.mil/pm/faqs/evbasics.htm http://commdocs.house.gov/committees/bank/hba57680.000/hba57680_0.HTM http://www.allbusiness.com/management/risk-management/8945762-1.html http://www.parm.com/index.php?option=com_contenttask=viewid=171Itemid=35 http://www.bcs.org/server.php?show=ConWebDoc.5912 http://www.plannerlife.info/2007/07/what-is-earned-value.html http://evm.nasa.gov/tutoriala.html Earned Value Management (EVM) Tutorial http://glossary.tenrox.com/earned-value.htm http://support.sas.com/documentation/cdl/en/orpmug/59678/HTML/default/cpm_sect42.htm http://www.ombudsman.forces.gc.ca/rep-rap/sr-rs/sf-ts/rep-rap-02-eng.asp http://www.freepatentsonline.com/6006060.html http://www.pmi.org/Search/GenieRedirector.aspx?genieID=6685iss=1 http://www.pmi-cpm.org/pages/events/IPM06/Practice_Symposia.html http://edgar.sec.gov/about/oig/audit/337fin.htm http://www.scribd.com/doc/4614499/Project-Performance-Measurement http://www.acq.osd.mil/pm/faqs/evbasics.htm http://www.baz.com/kjordan/swse625/htm/tp-py.htm http://www.parm.com/index.php?option=com_contenttask=viewid=177Itemid=35 http://www.dcma.mil/communicator/spring_summer04/evm.cfm http://guidebook.dcma.mil/79/evhelp/what.htm

Indias Foreign Policy Towards China: An Analysis

Indias Foreign Policy Towards China: An Analysis KAUTILYAS THOUGHTS ON FOREIGN POLICY AND ANALYSE ITS RELEVANCE TO MODERN INDIA PARTICULARLY WITH REGARDS TO CHINA CHAPTER I METHODOLOGY General 1. The making of foreign policy is an exercise to achieve ends and means of a nation state. Conceptually it is based on long term goals and related short term objectives. It is the product of past history, geography, evolving national power and prevalent international environment, which is largely out of countrys control[1]. 2. Indian Foreign Policy towards China was initially based on idealism of Nehru, steered towards realism by Mrs Indira Gandhi, asserted by Rajiv Gandhi and culminated with India going overtly nuclear under Vajpayee in May 1998. From Hindi-Chini bhai bhai to potential enemy number one to great friend, India just does not know how to deal with its neighbourhood dragon that has played its cards so skilfully vis-à  -vis India. 3. Indias dominant geostrategic location, vast natural and technological manpower resources, a vibrant emerging economy backed by strong military and nuclear capability, visible soft power and presence of the Indian Diaspora the world over, make it an ideal candidate to be a major player in the world in general and South Asian region in particular. 4. India and China are the two major powers in Asia with global aspirations and some significant conflicting interests. As a result, some amount of friction in their bilateral relationship is inevitable. The geopolitical reality of Asia makes sure that it will be extremely difficult, if not impossible, for Hindi-Chini to be bhai-bhai (brothers) in the foreseeable future. If India and China continue to rise in the next few years, a security competition between the two regional giants will be all but inevitable. If India is serious about its desire to emerge as a major global power, then it will have to tackle the challenge of Chinas rise. A rising China will not tolerate a rising India as its peer competitor. Even if a rising India does not have any intention of becoming a regional hegemon, China will try its best to constrain India as it has already done to a large extent. And it is that containment that India has to guard against. India should make a serious attempt to manage the fr ictions by expanding the zone of cooperation with allies even as it tries to steadfastly pursue its national interests. 5. Indian foreign policy agenda should be driven by only Indias national security imperatives. India needs to be more pro-active, consistent, and realistic when engaging China. It is time for India to realise that Its great power aspirations cannot be realised without a cold-blooded realistic assessment of its own strategic interests in an anarchic international system where there are no permanent friends or enemies, only permanent interests. 6. It would be prudent to look, into the wisdom of Kautilyas , Arthashastra, a treatise on polity and statecraft to learn the lessons on war and strategy , national power and national security and threat perception and threat assessment. Statement of Problem 7. To study Kautilyas thoughts on strategy and analyse its relevance to the present day Indian Geo-political environment with particular regards to China. Justification of the Study 8. Kautilyas Arthashastra has been recognised the world over as an invaluable treatise on all facets of statecraft and polity. Its eternal wisdom and timelessness can be gauged from the fact that it is still quoted by scholars, academicians, bureaucrats and soldiers alike the world over. The interest generated in this epic illustrates that the thoughts on strategy to sustain and advance a state still provides valuable lessons. The twentieth century which has seen two world wars of long duration and host of other conflicts worldwide has also generated a fairly large number of studies on strategy commensurate with the advances in technology and new methods in warfare. But there is certain universality about classical strategic thoughts which prompts academics and scholars to go back to these works both in terms of comparative analysis and their reinterpretation in the changing world. 9. Strategy over the ages has been defined in different ways reflective of the times in which they were made and the existing interstate relations and economic and social state of a nation. Higher or Grand strategy is hardly understood nor does it seem to have been practised in India. It is therefore important to study the various facets of this vital subject as propounded by Kautilya in his Arthashastra, as it is so critical for the existence and security of a nation. Scope 10. The Arthashastra is a compendium on various aspects of statecraft and lays down measures to be followed by a king to sustain and advance a state. The contents of this treatise are very exhaustive covering a broad spectrum to include the minor details at one end to grand strategy on the other. However this study concentrates on the various facets of stratagem enunciated by Kautilya and analyse their relevance to modern India particularly with regards to China Method of Data Collection 11. All the information for this study has been gathered from various books (refer bibliography) and internet. Content 12. Background. Kautilyas Arthashastra is an excellent treatise on statecraft, economic policy and military strategy. It is said to have been written by Kautilya, also known by the name Chanakya or Vishnugupta, the prime minister of Indias first great emperor, Chandragupta Maurya. This chapter will include the following:- (a) Authenticity and date of Arthashastra. (b) Historical account of life of Kautilya. 13. Kautilyas Foreign Policy. In Interstate relations power constitutes the ability of a nation to impose its will on another nation despite resistance. This Chapter will include:- (a) Saptanga concept of state. Kautilyas theory of the state describes the seven constituent elements of any state[2] and is an exposition of the theory of the Circle of States (The mandala theory) as the basis for a foreign policy of expansion by conquest. The seven constituents are the basis of the national power and happiness. He then relates as to how national power varies due to expansion or calamities and how pursuance of national interest is directly related to the possession of national power. (b) Postulates of foreign policy. As a political realist, Kautilya assumed that every nation acts to maximize power and self-interest, and therefore moral principles or obligations have little or no force in actions among nations[3]. Kautilyas postulates on foreign policy international relations, national security to include internal and external security, war waging methodology to include Mantrayuddha or War by Counsel, Prakasayuddha or Open War, kutayuddha or Concealed War, Gudayuddha or Clandestine War. 14. Mandala Concept as the Basis of National Strategy. Kautilya, says that the the aggressor (Vijigishu), should conclude, peace when he finds that he is weaker than the enemy[4]; he should wage war when he finds himself to be stronger; he should adopt neutrality when assesses that neither he nor his enemy can settle the score; he should seek refuge when he is weak; and he should adopt the duel policy in a contingency requiring the help from, another ruler. War and foreign policy issues are thus decided in an ad hoc framework of political expediency. When progress is equally attainable by means of peace and war, Kautilya says that the former is to be preferred. This is so, for war involves expenditure in men and money, residence in a foreign land, and suffering.This chapter will include the following:- (a) Mandala Theory. Kautilya believed that countries which shared a common border were natural enemies. However, any state on the other side of that enemy is a natural choice for an ally for they, too, are at risk from the same enemy. In other words, he believed in the principle of â€Å"the enemy of my enemy is my friend.† The idea is best envisioned by a series of concentric circles (not a normal configuration of states, admittedly, but easier to describe), which actually makes them look a bit like a mandala. (b) Potential enemies. â€Å"A neighboring prince possessed of the excellences of an enemy is the foe; one in calamity is vulnerable; one without support or with weak support is fit to be exterminated; in the reverse case, fit to be harassed or weakened. These are the different types of enemies[5].† (c) Alliances. A perfect ally is said to have six qualities,namely, constant, under control, quickly mobilising, hereditary, great and not given to double dealing. (d) The six measures of foreign policy. Kautilya however believes that there are spin-offs of these, thus providing six methods of foreign policy. These are making peace, waging war, staying quiet, preparing for war, seeking support, and the dual policy of making peace with one while waging war against another[6]. Ones circumstances will dictate which methods should be used. 15. Application of Mandala Theory in the Contemporary Indian geo-political Scenario. This Chapter will include the classification of friends, enemies, potential enemies, and likely allies on the basis of Mandala theory. 16. Implication of Chinas Rise in Indian Perspective. This chapter will include the following:- (a) Chinas comprehensive strategy. (b) Chinese Balance of power strategy in Asia. (c) Chinese economic Strategy. (d) Chinas encirclement policy. (e) Relationship with Indias neighbours. (f) Chinas perception of India. (g) Indias perception of China. (h) Implication of Chinas strategy on Indias security. 17. Application of Kautilyan Wisdom in Sino-Indian Relations. This chapter will include the following:- (a) Chinese critical vulnerabilities. (b) Indian options to counter Chinese threat. (c) Suggested Indian Strategy against China. â€Å"Miraculous results can be achieved by practising the methods of subversion†. Kautilya CHAPTER II BACKGROUND General 1. Kautilya, also known as Chanakya [7]or Vishnugupta, was an Indian statesman and philosopher who lived around 350 B.C.E. He is one of the most famous Indian political thinkers who participated in the social and political revolutions of his age. Though he lived a long time ago, certain principles from his theory are still relevant in todays context. His most famous work is Arthashastra, translated differently by various authors, but in its most acceptable meaning, the â€Å"science of political economy[8].† The book, written in Sanskrit, discusses theories and principles of governing a state. Arthashastra remains unique in all of Indian literature because of its unabashed advocacy of realpolitik. Indian scholars continued to study it for its clear-cut arguments and formal prose till the twelfth century. After that period it lost its significance. It has again become the focus of attention of thinkers who want to see a change in the Indian foreign policy[9]. 2. Kautilya was a Brahmin minister under Chandragupta Maurya[10], the first king of the great Mauryan Empire in India. The empire was the largest and most powerful political and military empire of ancient India. It was founded in 321 B.C.E. by Chandragupta Maurya[11], who had overthrown the Nanda Dynasty and begun expanding his power across central and western India. The Empire stretched to the North along the natural boundaries of the Himalayas, and to the east stretching into what is now Assam. To the West, it reached beyond modern Pakistan and included Baluchistan in Persia and significant portions of what is now Afghanistan, including the modern Herat and Kandahar provinces. 3. Many call Kautilya the first political realist in the world.[12] His work differed from existing political theory in that it talked about ways of running the administration which were based more on self interest than on morality. The frank and brutal advice he offers the king in his treatise makes Machiavellis â€Å"The Prince† seem mild.[13] There are four different characteristics of a realist approach to international relations:[14] (a) The assumption that human nature is aggressive. (b) The belief that international relations will always be characterized by conflict. (c) The belief that the foremost goal of the king shall be the protection of the state and its people. (d) The belief that the state must be strong politically, economically, and militarily so as to minimize the possibility of an attack. 4. He thus talked about balance of power before this term was actually invented.[15] He said that the king should consider all his neighbors as his enemies and that any state on the opposite side of a neighbor is a potential ally. So, if countries were in a line, countries 1, 3, 5, 7 could be friends, as could 2, 4, and 6. But countries 1, 2, and 3 could never be friends. This status would change as soon as country 1 conquered country 2. From that very instant country 3 (a friend) would be the new enemy. This is called his ‘mandala theory.'[16] Arthashastra 5. It is necessary to bear in mind that the Arthashastra, â€Å"the science of wealth and warfare,† was just discovered and translated in the past century in Mysore by R. Shamasastry[17], and that until then, there was no knowledge of any such compilation, despite scant allusions made to an â€Å"Arthashastra,† and its alternative names â€Å"Nitisastra† and â€Å"Dandaniti,† in the Mahabharata[18].Thomas Trautmann dates the text to c.150 A.D. and, through rigorous statistical analysis, he concludes that the Arthashastra had several authors spanning a wide range of dates,[19] which adds to the puzzle of how historically obscure the text has been for over the past two millennia. Nevertheless, its secretive nature adds credence to its function as a handbook on efficient statecraft for kings and high-level ministers. 6. Artha has always been regarded as one of the four purusharthas,[20] yet its teachings have been relegated to animal fables and folklore. No such shastras seem to have been compiled for public knowledge, as was the case of the Dharmashastras and Kamashastras. In stark contrast to the latter, the manuscript discovered in 1902 by Shamasastry was compiled as a guidebook for kings and high-level officials, rather than the average individual. The result is a perspective advocating a top-down style of governance with little or no representation held by the general populace, and the continual maintenance of such a state with energetic leadership and extensive secret service. Though the king and upper echelons of society involuntarily accepted such authority because of religious ideals just as much as the general populace did, the Arthashastra suggests the existence of a small elite with a secular and realist outlook that actively worked to uphold this power scheme and determine the overal l course of the kingdom.[21] 7. It is for this reason that the Arthashastra advocates reordering the priorities of the purusharthas, by valuing materialism over religion and morality.[22] Similarly, R.P. Kangle notes that â€Å"these ideals are meant for individuals† and that the conduct of public life was not to be guided by these rules for individual morality[23]. Management of the state necessitated realism, not idealism. It required the prudence and precise calculation of measures undertaken alongside their short and long-term consequences, which formulated the theoretical beginnings of economics: â€Å"Wealth will slip away from that childish man who constantly consults the stars: the only [guiding] star of wealth is itself; what can the stars of the sky do? Man, without wealth, does not get it even after a hundred attempts. Just as elephants are needed to catch elephants, so does wealth capture more wealth[24].† Public welfare was contingent upon the strength of the state. The latter was achi eved by internal development or territorial expansion, both of which were realized through power[25]. 8. The Arthashastra regards both economics and foreign policy as zero-sum games: the state would need to prosper economically lest it be overtaken by wealthier imperialist neighbors or suffer from internal rebellion by discontented government officials and military leaders. Furthermore, internal development would naturally lead to population growth and would eventually necessitate expansion, which is why L.N. Rangarajan notes that â€Å"the aim of creating a well-run state is to provide the base for expansion. Continuing with this logic, Kautilya deals in Book 7 with all the theoretical possibilities of conducting an expansionist foreign policy.†[26] Hence, the prime motive of the state was the never-ending pursuit of artha. It is only after dedicating its energies to this end can the state or king then move on to fulfilling dharma and kama. 9. This Arthashastra is primarily a book of political realism where State is paramount and King shall carry out duties as advised in his book to preserve his state. For Kautilya, military strategy was an integral part of the science of polity[27] and he made no distinction between military techniques and statecraft. Kautilyas work is so deep rooted in realism that he goes to describe the gory and brutal means a King must adopt to be in power. This could have been one reason why Ashoka, the grandson of Chandragupta Maurya whom Kautilya advised renounced violence and war thus taking the path of Dharma or Morals. 10. I will also be making a few references to the other books of Arthashatra where topics of Management have been dealt with. The areas covered under Management include training, management education, leadership skills, selection of employees, consultation, crisis management, risk management, strategic management, corporate governance, information systems, intelligence network, competition, mergers and acquisitions, etc. among many others. Kautilya 11. There are a large of theories as to who Chanakya, or Kautilya or Vishnugupta , was. Kautilya was an enigmatic whose origin is shrouded in mystery. However, all sources of Indian tradition Brahmin, Buddhist and Jain agree that Kautilya destroyed the Nanda dynasty and installed Chandragupta Maurya on the throne of Magadha. 12. One theory about his origin is that Chanakya was a Kerala Brahmin who somehow reached the court of the Nanda king at Pataliputra[28]. The next theory is that Chanakya was a North Indian Brahmin born and educated in Taxila[29] and that he was physically ugly, had a disgusting complexion and his limbs were deformed. As per Jain tradition, his parents noticed that Chanakya was born with full set of teeth, a mark of future king. They had the teeth removed as either parent did not want him to become a King . He became a King maker instead. 13. At a very early age little Chanakya started studying Vedas. He later also studied politics and economics. As a student and later a professor, the University of Taxila became Chanakyas breeding ground of acquiring knowledge in the practical and theoretical aspects on all walks of life. However, with the Greek armies of Selucus threatening to invade India, and the various kingdoms in the subcontinent on the verge of war and aggression with each other, Chanakya left the university at Taxila, and proceeded in his own words to strengthen the country politically and economically and to save the country from the clutches of foreign invaders. 14. In Magadha, Chanakya was insulted by the King of Patliputra, Dhana Nanda and he vowed to destroy the Nanda dynasty. He came upon Chandragupta and together, Chanakya and Chandragupta set about attacking the Nanda kingdom until finally Chandragupta was installed as the king of Magadha[30]. According to written tradition, Chanakya was a fearless person, not afraid of death, disgrace or defeat. He was compassionate of the poor and evil to schemers. 15. Chanakya then retired from active life and reflected on all that he had learnt during the process of overthrowing Dhana Nanda. Since he found the earlier works on statecraft[31] unsatisfactory in many respects, he composed his own definitive work presenting his ideas concerning the ways in which a ruler should gain power and maintain his authority. For Chanakya, military strategy was an integral part of the science of polity and he made no distinction between military techniques and statecraft. Thus came into being the ‘Arthashastra. There is no doubt that this treatise is the work of a genius, who spoke of matters which have held relevance down the ages to contemporary times with striking infallibility. The military writings of Chanakya precede those of Machiavelli and Clausewitz by centuries but seldom has this fact been acknowledged much less credited outside India. â€Å"The king who understands the interdependence of the six methods of foreign policy, plays, as he pleases, with other rulers bound to him by the chains of his intellect†. Kautilya CHAPTER III KAUTILYAN FOREIGN POLICY Saptanga Concept Of State 16. Kautilyas theory of the state describes the seven constituent elements of any state[32] and is an exposition of the theory of the Circle of States (The mandala theory) as the basis for a foreign policy of expansion by conquest. Of the seven elements, six (the King, the ministers, the people, the fortified city, the Treasury and the army) are internal elements; only the ally is an element outside the borders. The structure and organization of the six internal elements of a well ordered state are fully developed and explained by Kautilya in books I to 5. The aim of creating a well-run state is to provide the base for expansion. Continuing this logic, Kautilya in Book 7 deaIs with all theoretical possibilities of conducting an expansionist foreign policy. Before a King actually sets out on an expedition of conquest he has to take steps to guard himself against the dangers which might weaken any of constituent elements of his own state. Kautilya uses the word calamity (vyasana) in th e precise sense of any event which weakens any constituent element of a state, thereby preventing it from being to its full potential in the conduct of foreign policy or war[33]. 17. This theory in one form or another (in part, as elements of national power), has survived to this very day as a mainstay of reflection and analysis of international politics. Kautilya enumerates the desirable qualities each of these elements should display and points out, too, that his list of elements is arranged in descending order of importance: each succeeding element is less important than the one before it, the king being most important of all. A ruler who possesses the elements of state and who wisely takes care of them will never be defeated, he says, and then devotes the whole of Book VIII[34] to a systematic analysis of the troubles and calamities which might befall each one of these elements (in other words, to their malfunctioning). 18. The king is the focal point of analysis; he strives to maintain and improve his position knowing that the determinants of status in international society are two: power and happiness: The possession of power and happiness in a greater degree makes a king superior to another; in a lesser degree, inferior; and in an equal degree, equal. Hence a king shall always endeavour to augment his power and elevate his happiness. 19. Neither power nor happiness is clearly or exhaustively defined or analysed. We know, however, that power is to be understood as strength and that it has three components[35]:- (a) Mantrashakti; Power of counsel, deliberation or decision-making, including capacity for intrigue. (b) Prabhushakti; The treasury and the army. (c) Utsahashakti; Resolve and determination. 20. Thus power refers essentially to activity and application of the elements of the state, just mentioned. Happiness on the other hand is that which can be attained by the use of power. It is to some degree a measure of success of foreign policy and the implementation of its objectives, but it also indicates those qualities such as righteousness and also internal stability and not power alone that enter into the determination of international status. 21. A kings position is not, however, unchanging; his status relative to another king is variable and needs continuous attention. A king prevents deterioration in his position and secures an improvement (a desire for which is a built-in feature of the system) in two ways: by attention to the elements of his power, and by external action. Kautilya enjoins the ruler to pursue power investment: a wise king adopts policies that add to the resources of his country and enable him to build forts, to construct buildings and commercial roads, to open new plantations and villages, to exploit mines and timber and elephant forests, and at the same time to harass similar works of the enemy[36]. Status is also obviously affected by successes in military and other fields, but the king is cautioned to rely on strengthening his own power before embarking upon foreign adventures. According to Kautilya, and here is one of the more interesting portions of his analysis, the kings status read national pow er determines his foreign policy. That policy differs according to whether it is directed toward kings who are superior, inferior or equal to him. The bulk of the international portions of the Arthashastra are a discussion of the policies that may be appropriately pursued by superior or inferior kings[37]. Postulates Of Foreign Policy 22. As a political realist, Kautilya assumed that every nation acts to maximize power and self-interest, and therefore moral principles or obligations have little or no force in actions among nations[38]. While it is good to have an ally, the alliance will last only as long as it is in that allys as well as ones own self-interest, because an ally looks to the securing of his own interests in the event of simultaneity of calamities and in the event of the growth of the enemys power[39]. Whether one goes to war or remains at peace depends entirely upon the self-interest of, or advantage to, ones kingdom: War and peace are considered solely from the point of view of profit. One keeps an ally not because of good will or moral obligation, but because one is strong and can advance ones own self-interest as well as the self-interest of the ally, for when one has an army, ones ally remains friendly, or (even) the enemy becomes friendly.[40] Because nations always act in their political, econ omic, and military self-interest, even times of peace have the potential to turn abruptly into times of war, allies into enemies, and even enemies into allies. Kautilya probably assumed that peaceful empires cannot last forever, and that conflict among smaller states is more common in history. 23. For Kautilya, this principle of foreign policy that nations act in their political, economic, and military self-interest was a timeless truth of his science of politics, or arthasastra. He did not believe that nations never act in an altruistic manner indeed, Kautilya advocated humanitarian acts that also coincided with ones self-interest but he did believe that one must assume, if entrusted with political or military power that ones neighbours will eventually act in their own interests. Put another way, one would be betraying ones own people if one did not assume a worst-case scenario. A nation forced to rely on the kindness of neighbouring states is weak and, unless it can change rapidly, doomed to destruction. 24. Arthashastra is concerned with the security and foreign policy needs of a small state, in an environment with numerous other small states. The scope for enlargement of this small state was limited to the Indian subcontinent. The area extending from the Himalayas in the north to the sea in the south and a thousand yojanas[41] wide from East to West is the area of operation of the King-Emperor'[42]. Territories beyond the subcontinent are not included, probably for the reason that the conqueror is expected to establish in the conquered territories a social order based on the Aryas dharma, varna and ashrama system. Kautilya perhaps considered the establishment of such a social order outside the limits of India impractical or even undesirable[43]. 25. The guiding principles which govern the Kautilyan theory of foreign policy are[44]:- (a) A king shall develop his state, i.e., augment its resources and power in order to enable him to embark on a campaign of conquest; (b) The enemy shall be eliminated; (c) Those who help are friends; (d) A prudent course shall always be adopted; (e) Peace is to be preferred to war; and (f) A kings behaviour, in victory and in defeat, must be just. 26. The first verse of {6.2}, ‘Sama vyayamau yogakshemayoryonih ‘The welfare of a state [ensuring the security of the state within its existing boundaries and acquiring new territory to enlarge it] depends on adopting a policy of non-intervention or overt action establish the basis for all foreign policy. 27. This non-intervention, a method designed to build up confidence between kings, is to be understood in a specialized sense. It is not a policy of doing nothing but the deliberate choice of a policy of keeping away from foreign entanglements, in order to enjoy the fruits of past acquisitions by consolidating them. 28. Vyayama, (industry or activity) implies an active foreign policy, Yoga, the objective of enlargement of ones power and influence, and, through these, ones territory. These are the two stages of policy. Both depend on the state making progress, either materially in terms of its treasury and army or diplomatically in terms of its relations with other states. 29. The problem of defence of a state is intimately bound up with the question of its foreign relations. It is from hostile states that the state needs to be defended. Foreign relations are mainly discussed from the stand point of the â€Å"Vijigisu†[45]. In other words, it seeks to show how a state, desirous of extending its influence and expanding its territory, should conduct its relations with foreign states. A states position is determined by its relative progress or relative decline vis-a-vis other states in the neighbourhood. 30. The most important of a kings neighbours is the ‘enemy. Among the states surrounding a kingdom, there is always one who is the natural enemy. Presumably, this is the one neighbour who has designs on the king and, in the absence of any action, will be out to attack the king. The other neighbours may be hostile (aribhavi), friendly (mitrabhavi) or vassal (bhrityabhavi). There may also be a small buffer state between the king and the enemy (antardih). However, the main target of the conqueror is always the designated natural enemy; ‘one cannot make peace with an enemy'[46]. The reason for many aspects of the analysis of foreign policy being couched in terms of the conqueror out manoeuvring the enemy, is that the enemy is also the target of the diplomacy of the conqueror. When the conditions are ripe, a military campaign will be undertaken against him. 31. Allies are important; in fact, allies are described as a ‘constituent element of a state, the only external constituent. An alliance is based on giving help. â€Å"A friend is ever a well-wisher†[47]. Kautilya gives us a comprehensive analysis of the type of kings with whom an alliance is desirable and the types of allies based on their character and motivation. 32. Since prudence should always govern choice of policy, Kautilya is against both spineless submission and foolhardy valour[48]. Therefore, peace should always be preferred to war: ‘When the degree of progress is the same in pursu UK Construction Industry: Health and Safety Analysis UK Construction Industry: Health and Safety Analysis To formulate a Comparative Analysis of the Health and Safety Practices and Procedures to the UK Construction Industry and their application to a Large Commercial Construction Organisation Rebecca Barraclough Table of Contents (Jump to) Rationale Introduction Aims, Objectives Hypothesis Aims Objectives Hypothesis Null Hypothesis Initial Literature Review Methodology 1. Rationale The increased emphasis on health and safety in the construction industry in more recent years is the key influence of this study. In particular the company I am employed by has upped its game in terms of safety measures and places a substantial emphasis on the importance of health and safety. I feel a comparative analysis of the companys performance in comparison to how the rest of the industry is performing would provide them with beneficial information and help to identify strengths and weaknesses within the company. 2. Introduction Health and safety within the workplace has come a long way particularly since the introduction of the Health and Safety at Work Act (HSWA) 1974. Historically people often accepted that accidents and ill-health were all part of having a job and greater risks were taken without much regard to safety measures. Over time health and safety within the work place has become increasingly dominant with a greater emphasis on safety measures. However, although statistics produced by the Health and safety Executive shows there has been a decline in the number of work place accidents, in the period of 2015/2016 alone 1.3 million working people suffered from a work-related illness. (HSE.gov) It is clear that this still remains a dominant issue and there is room for improvement. Employees, members of public and visitors equally have a right to protection of their health and safety when in and around a work place. Legislation and regulations are firmly in place to regulate this; often issues are identified and improvement notices are issued nevertheless more serious injuries and fatalities are covered by Criminal Law and could lead to major fines and even imprisonment. As reported by the Health and Safety Executive the construction industry is a major employer equating to around 6% of the workforce in the UK. This study will look into the background of health and safety in construction, analysing accident statistics and safety measures. It will include a comparative analysis of the performance of a large commercial construction company compared with other leading contractors within the industry. 3. Aims, Objectives Hypothesis 3.1 Aims To analyse health, safety and welfare performance within the construction industry Compare the performance of a large commercial construction organisation to the wider industry and evaluate behavioural safety within the organisation 3.2 Objectives Background to construction health safety and welfare performance over the last 10 years To identify the 5 highest risk activities in the construction industry and the safety measures implemented to reduce the risk. Compare the performance of a large commercial construction organisation in comparison of how the rest of the industry is performing and evaluate their behavioural safety culture To capture and appraise any emerging trends to consider areas of good performance and possible areas of improvement 3.3 Hypothesis Statistics will show that there has been a decrease in the number of accidents reported to the Health and Safety Executive within the construction industry over the past 10 years 3.4 Null hypothesis Statistics will show that there has been an increase in the number of accidents reported to the Health and Safety Executive within the construction industry over the past 10 years 4. Initial Literature Review 4.1 Health and Safety Defined Health and Safety in general terms can be defined as Regulations and procedures intended to prevent accident or injury in workplaces or public environments (oxforddictionaries.com) 4.2 Health and Safety at Work Everyday masses of people leave the safety of their homes to go to work and earn a living; it is their right to return home at the end of the day free from injury and ill-health. Not only do employers have responsibilities to keep their employees safe but individuals also have a duty to protect their own wellbeing. 4.3 Health and Safety at Work Ack 1974 (HSWA) The Health and Safety at Work Act was introduced in 1974 in attempts to improve health, safety and welfare within the work place. In England, Scotland and Wales this is the primary legislation of health and safety and sets out stringent guidelines and regulations, it also imposes legal duties on both employees and employers. Considerable amount of the legislation within the Act incorporates the recommendations made by Lord Roben in his health and safety at work report, published in 1972. The report aimed to identify any improvements necessary to the health and safety of persons at work by reviewing current provisions. Some of the legal duties imposed on both employers and employees are set out below: Employers Responsibilities; Protect the health, safety and welfare at work of all employees Provide and maintain plant and systems of work that are safe and without risk to health Have arrangements for ensuring safety and absence of risk to health in connection with use, handling, storage and transport of articles and substances Provide such information, instruction, training and supervision as is necessary to ensure health and safety at work of employees Maintain any place of work under their control in a condition that is safe and without risk to health, and with access to and egress from it, that are safe and without such risks Provide and maintain an environment that is safe, without risks to health and adequate as regards with the welfare of employees (citb 2015, pg 5) Employees Responsibilities: Take responsible care for the health and safety of themselves or others who may be affected by their acts or omissions Co-operate with their employer in all matters relating to health and safety Not intestinally or recklessly interfere with or misuse anything provided in the interests of health, safety or welfare Use anything provided by the employer in accordance with instructions Report anything that is thought to be dangerous (citb 2015, pg 6) 4.4 The Health and Safety Commission The Royal Assent of the HSWA was followed by the formation of the The Health and Safety Commission (HSC). The primary responsibility of the HSCs was to ensure the security of peoples health, safety and welfare at work, to protect the public from potential harm caused by work situations and to provide guidance about the provisions enforced with in the Act to local authorities and the Health and Safety Executives. 4.5 The Health and Safety Executive 1975 saw the introduction of The Health and Safety Executive (HSE). The remit of the HSE was to enforce health and safety legislation within the workplace, they consist of health and safety inspectors who visit a workplace without notice and carry out inspections. They have the authority to issue improvement notices or prohibition notices when company/individuals are in breach of health and safety law or in some cases prosecute. 4.6 Health and Safety in Construction The construction industry is diverse and could be seen as one of the higher risk industries due to the nature of works and specialist activities that take place on a construction site. The HSE collate data and statistics on accident rates within the industry, research suggests that 5% of the UK industry is made up from construction. Although this appears to be minimal, figures show that 10% of minor injuries and 22% of fatalities reported occur within this sector. In the period of 2015-2016 they reported that 43 fatalities occurred in the construction industry alone. They estimate that around 4% of employees in construction are affected by a work related illness each year and 3% sustain an injury through work. This would equate to 2.2 million working days lost. With all of this in mind it is clear that the emphasis of health and safety needs to remain a dominant influence. 4.7 Build UK Build UK focuses on key industry issues that can deliver change and enable the construction supply chain to improve the efficiency and delivery of construction projects for the benefit of the UK economy. (builduk.org) Health and safety is one of the issues focused on by Build UK, they aim to identify common standards that would improve health and safety performance and continually strive to improve the management of safety. Currently 27 large contractors are members of Build UK and their accident statistics are recorded annually. Such figures would from a basis for a comparative analysis between some of the leading contractors in the UK in terms of safety performance. 4.8 Statistics At first glance it appears that there has been a decline in the in number of accidents occurring in the construction industry each year. The table below was taken from the labour force survey and shows the trend of self-reported none-fatal injuries per 100,000 workers between the years 2000 to 2016; Source: Labour Force Survey (LFS) 4.9 Behavioural Safety Often many accidents in the workplace could be easily avoided, a significant amount of accidents are caused by unreasonable behaviour or ignorance. Using behavioural safety models within a work place encourages manager and workforce participation and can often influence peoples attitudes and behaviours towards safety. It promotes communication and reinforces safe behaviour. Below is the model used in the behavioural safety programme; Source HSE.GOV 5. Methodology Research can be described as a method of finding out new facts and drawing up conclusions, it is also a way of expanding existing knowledge. Triangulation Triangulation in research can be defined as; using two or more sources using two or more methods more than one researcher exploring the same object A triangulation method is to be used in this study to gather a varied amount of data to reflect the industry and increase validity. Both primary and secondary research will be incorporated; the source of the secondary research will be textbooks, official publications and official statistics. The primary research will include a mixed method approach of questionnaires and interviews. Methodological Model Data Collection Both the primary and secondary research will incorporate a combination of qualitative and quantitative methods in attempts to increase the validity of the information collected. There are advantages of both methods; Quantitative; Data can be collected and analysed within a reasonable amount of time Results taken from a sample can be generalized if the response rate is reasonably high and if the sample is representable It is often reliable and repeatable research It can be anonymous and ethical Qualitative; Topics can be explored in depth and with greater detail Uses subjective information Offers flexibility as fewer participants are needed Semi-structured questionnaires including both open and closed ended question will be sent out to participants, a representable sample will be used from the hierarchy of construction to increase the validity of the data; In attempts to increase the response rate a percentage of the questionnaires will be handed out following on from a site induction, I predict that 100% of these will be completed. The remaining will be emailed or handed out in person, in total I estimate that 70% of all questionnaires will returned. Interviews will be carried out as the second part of the primary research; the interviewees will be within a large commercial construction organisation and will include a health and safety manager, a site manager and an operative. There will also be an interview carried on an employee of the HSE; this will be to gain an outside non bias perspective. Data Analysis https://en.oxforddictionaries.com/definition/health_and_safety http://www.hse.gov.uk/statistics/history/index.htm http://www.chsg.co.uk/news/health-and-safety-in-the-uk-construction-industry/ http://www.hse.gov.uk/statistics/ http://www.hse.gov.uk/STATISTICS/industry/construction/construction.pdf http://www.kier.co.uk/~/media/Files/K/Kier/Annual%20Reports/annual-reports-2016/download/Kier%20CR%20reporting%20guidelines%20rev%201.pdf

Music Appreciation Early Period :: essays research papers

In order to understand how Aquinas affected both Hildegard and Guillaume, one must look at a bit of background of each. To start, Aquinas believed â€Å"everything is arranged in ascending order to God, the only necessary, self-sufficient being.† Aquinas also believed that faith and reason constitute two harmonious realms. They are not the same. Hildegard was born before Aquinas and therefore could not have been directly affected by his modernization of western thought. However, Hildegard was brought up very religious and held God’s will in highest regard. She was also taught outside of the church in what was called learned studies of natural science, medicine, and other matters. Hildegard experienced visions, one of which led her to fully understand the meaning of the Scriptures, and she was moved to write religious poetry with music because of this. Her music reflects her religious upbringing and religious thought. Hildegard’s musical style was more so monophonic, like the Gregorian chant, and reflected the visions she had. Hildegard believed that her visions came directly from God and were God’s will. Hence the fact that she composed music based more on faith. Guillaume, on the other hand, wrote his music based more on reason than faith. Following the philosophy of Aquinas, that only in acquisition of knowledge could one find God, Guillaume pushed to gain that knowledge and in doing so he felt rewarded. His secular music developed from this knowledge. In turn, Guillaume grew with his understanding to the point where he developed a romantic as well as literary relationship with a young woman, breaking the bonds of his religious vows. The drive behind his secular music was emotions and understanding of those emotions. Getting more specific as to the styles of both of these composers, Hildegard had no formal schooling in music, and used an improvisational style. Hildegard had a more individual style that was improvisational, non-linear, and included "dramatic leaps". On the other hand, Guillaume used "complex structures based on the repetition and manipulation of borrowed melodies". Guillaume used strict formatting that follows a logical flow, which he borrowed from other composers Therefore, you hear large differences between Guillaume and Hildegard. Aquinas had thought that knowledge gets one closer to God. Granted, there was no need for knowledge before the time of Aquinas, but there was still that desire to be closer to God.

Canine Heartworm Disease Essay -- Heartworm Disease Dogs

Canine Heartworm Disease Canine Heartworm Disease is a serious and potentially fatal disease caused by the parasite Dirofilaria Immitis. The disease can infect over 30 species, including humans, however dogs are the definitive host. The most common way this disease is transmitted from one animal to the next is through mosquitoes. A mosquito carrying infective heartworm larvae bites a dog and transmits the infection to them. The larvae grow, develop, and migrate in the body over a period of 6 to 7 months, in which time they become sexually mature male and female worms. this is the prepatent period. The worms then reside in the heart, lungs, and associated blood vessels. The worms begin to mate and release microfilaria into the blood stream. When a mosquito bites an infected dog it takes in some of the microfilaria in the blood. After 10 to 30 days there is larvae in the mosquito’s salivary gland which can then be passed on to the next dog the mosquito bites. Canine Heartworm Disease can also be transmitted to puppies through the placenta of an infected mother. However in this case the puppies will only be carriers, but this makes them at risk of severe reactions when starting canine heartworm prevention. Another way larvae can be passed is through blood transfusions. To prevent this all donors must be cleared of heartworm disease before donating. Dogs infected with Canine Heartworm Disease can have from 1 to 250 worms living in them for 5 to 7 years. The organs us...

Essay --

Ryan Brown Film and Novel 12/10/13 Essay 2 In the novels A Clockwise Orange by Anthony Burgess and Misery by Stephen King, they both express what is portrayed to be socially right and what is socially wrong. In A Clockwise Orange, the novel is taking place in a futuristic London. Alex Delarge is the leader of a gang that they call the â€Å"Droogs†. After a night of drugs and intoxication they engage in violence by fighting a rival gang and stealing a car to travel to the home of a writer F. Alexander where they nearly killed him. After beating Mr. Alexander’s nearly to death he rapes his wife while singing. In Misery, there is a famous novelist named Paul Sheldon who is the author of a successful series of novels that features a character named Misery Chastain. Paul has decided to focus his mind on more serious novels and writes a new manuscript for an unrelated novel. Paul is later caught in a blizzard while driving home to New York City and his car goes off the road. His number one fan Annie Wilkes rescues hi m and she brings him to her house in a remote location where she attempts to take care of him. Both of these well-known novels and their respected films portray what is deemed to be socially right vs. socially wrong. In the film A Clockwise Orange, Alex is an avid drug user and also an avid drinker that causes his to lash out at the littlest things that set him off. He does things that the normal human being would consider to be crazy or socially wrong. After a night of nearly killing Mr. Alexander and raping his wife the following day he is out as if nothing had ever happened and he is warned by his probation officer to keep a low profile. That night he visits a store where he picks up two girls and brings them home with ... ...m. This was the first time it was evident that she was acting socially wrong and was trying to keep him from leaving. For the rest of the book she shows small signs of going back to being socially right but is mostly acting socially wrong because of the way she is treating Paul and keeping him held captive. In the novel A Clockwise Orange and Misery, they both have characters that are seen as what we consider socially right and socially wrong. These two characters show how they are both socially right and socially wrong. The two characters from their respected books start opposite of eachother. In A Clockwise Orange, Ales goes from socially wrong to socially right. While in Misery, Annie starts off as socially right and turns to socially wrong. Both of these novels compare and give examples of what is socially right and socially wrong to our everyday standards.

Congo

A component in the development in Operation â€Å"Save the Congo' that we will focus lies in the Health infrastructure. The Democratic Republic of Congo was one of the first African countries to recognize HIV, registering cases as early as 1983. The most common method of transferring the virus occurs through homosexual activity; linking to over 87% cases in the Congo. Demographically, the ages groups most affected are women aged 20 to about 29 and men alike aged 30 to 39.Other method that contribute to the rampant spread of the virus are the large movement of refugees nd soldiers; seeing as though population movements are often associated with the exacerbation of the HIV virus as it is now localized in areas most populated by troops and in other war-displaced populations. In addition, there is the increased levels of sexual transmitted diseases among sex workers and clientele alike, due to the limited availability of condoms in the country.All in all, without the relief of Operation â€Å"Save the Congo' the continuing problem of HIV/AIDS in the Democratic Republic of Congo becomes a leading issue in a country already suffering from other health issues. Along with the spread of the HIV virus, the impact that malaria has on the Democratic Republic of Congo is profound, and this is due to the expansion by insects and the fact that malaria is the primary cause of mortality among pregnant women and young children. On average, there are five million cases of malaria every year in the Congo and around 500,000 to one million people die of this disease every year.In addition, 97% of the countrys 70 million inhabitants live in areas where malaria is deeply concentrated, subjecting most of inhabitants with the vicious disease. Mosquitoes are the primary carriers of malaria, and due to the fact that Congo is located close to the equator, one can assume that the high number of mosquito presence is chiefly due to the humid climate of the country. Along with the expansion of the malaria disease, there are its impacts on pregnant women and children. Of the people that die from malaria, 91% of those inhabitants are ones that are pregnant women or children under the age of five.Children bear the majority of the burden of both the morbidity and mortality, as they are at greater risk of catching he disease and dying as well. Out of the 5 million reported cases of malaria, around 2. 3 million cases of children under five with malaria were reported; with around 25,000 of the 2. 3 million dying from malaria- related diseases. Another section of the health infrastructure we would like to focus on in our relief plan lies in the topic of maternal and child health care.In other words, aside from the malaria epidemic there are other health factors needed to be taken into consideration when discussing maternal and child health care. Due to the lack of resources in the Congo, women nd their children have continuous struggles in sustaining their resources, and thus, taking proper care of their children. The lack of clean water and liveable homes attribute to the dismal health of women and their families, and this only makes them more susceptible to the rampant diseases described previously.According to the United Nations Population Fund released in June 2011, maternal mortality rate for the Democratic Republic of the Congo per 100,000 is 670 deaths. Meaning, that for every 100,000 childbearing woman in the Congo, there are 670 infant deaths. Compared of ther developing countries, that ranks in the top percentile as tar as maternal mortality rates, and that fgure alone only begins to outline the profound impact the weak health infrastructure and the lasting impacts it has on women and children in the country.Despite the daily turmoil men, women and children face everyday in the Democratic Republic of Congo, there is hope. With the implementation of Operation: Save The Congo, we can finally provide the needed relief efforts that was never before applied to the country. Similar to the New Deal used in the United States uring the Great Depression, these programs are meant to relief and reform the Congo into a livable society, and get it to a point where it may function and prosper on its own.In order to achieve this landmark reform in the health sector, Operation: Save the Congo will first build new hospitals. The lack of stable, sanitary hospitals is an on-going problem that continues in the Congo, but with the relief that Operation STC provides, funding will go into building hospitals, helping solve the problems of HIV/AIDS and malaria. In addition, new hospitals will help decrease the maternal ortality rates, as we will provide new technologies needed to prevent disease and malnutrition.Moreover, we want to do a â€Å"reverse brain-drain† method in which we partner will developed countries and send highly skilled doctors, physicians, and nurses over to the Congo to work in these hospitals and provide expert health care. A big part of the new health infrastructure will be the development of a new filtration system to produce clean water not only for newly built hospitals, but for the country in total. This project will be the top priority in guiding the Congo into a new era in ealth technology, as the production of clean water will diminish mortality rates, and it will also help prevent other diseases.Lastly there is the building of living shelters across the country, providing imported foods and goods from developed countries in an effort to sustain lives. This will give the necessary shelter women, men and children need in order to live their lives fully. Bringing in imported foods and goods would also contribute to the decline of diseases, as it gives its inhabitants the proper nutrients from the foods and the quality living standards from the newly imported goods. All in all, these are the problems that persists in the health sector of the Democratic Republic of Congo.HIV/AID, malaria, lac k of resources are all continuous strains on this developing country and its people are fading fast. The programs that were Just highlighted will save the congo, as it will provide newly built facilities including hospital and living shelters with trained practitioners and a new clean water filtration system. With these programs set in place, the health infrastructure in the Democratic Republic of Congo will be on course on becoming a great leader for health in the world.

China – Economic Development Essay

Kimberly Remijan MWH Mr. Harvey The Pros Outweigh the Cons When one thinks of a major Chinese city such as Shanghai or Beijing, images of sidewalks overcrowded with pedestrians, thousands of bicycles lined on the streets and litter spotted throughout public areas may come to mind. However, with the modernization and industrialization China has gone through, urban citizens are now more frequently using public transport, automobiles are increasingly being used more and people are hired to keep streets as clean as possible.With a little over three decades having past since the major industrial development, China has industrialized at an astonishing rate. This is especially apparent when comparing its much higher industrializing rates to Japan, the UK and the US. With such high rates of growth, there are both negative and positive aspects that come out of such development. Although general health in China is not at its best, post 1980 industrial development has improved the average Chine se citizen’s life tremendously both personally and publically.Through the rush of industrialization, Chinese industry and production has had a negative effect on the health of citizens because of the air pollution from coal, water pollution from factory emissions and the inhumane working conditions for some people. The production of coal, a major industry in China, emits sulfur compounds, carbon and other byproducts into the air, which increases the risks of cancer, lung and heart issues. â€Å"Sulfur dioxide produced in coal combustion poses an immediate threat to the health of China’s citizens, contribution to about 40,000 premature deaths a year† (Bradsher and Barboza).This not only affects the physical welfare of workers but anyone who is exposed to this tainted air. Sulfur dioxide emitted from coal combustion also contributes to acid rain, poisoning bodies of water and vegetation. â€Å"Nearly 500 million people lack access to safe drinking water† (K han and Yardley). With people running the risk of being dehydrated, it is hard to imagine that they can have a healthy immune system and enough energy to function properly. Also, it is much more difficult to move forward in life without having clean water for hygiene and food urposes. Lastly, the horrendous working conditions for some workers in factories are destroying their health. People work where there are no regards to human safety, and live in overpopulated housing and do not have common household appliances, resulting in about 5,000 deaths annually (â€Å"Great Leap Backward†). This affects the comfort and safety of workers, resulting in physical and emotional unhappiness. However, even though it true that the health of many is at stake, there are many other effects of industrialization that citizens are benefitting from as well.In the past few decades, citizens have been experiencing the personal benefits of higher income, a growing middle class and wider choice and availability of household appliances and comforts. Many citizens, especially those living rurally, are seeing an increase in income. â€Å"The number of rural poor people decreased from 49. 6 million to 28. 2 million in 2002† (â€Å"China Sees Improvements†). With more money to spare, many people are now able to spend on more, better quality food, hygiene, business, education for their children and other factors that create a life with more opportunities for the present and the future.Also, the middle class has recently been growing and developing. â€Å"China’s growing middle class has made it to the second largest luxury good market in the world† (Rapoza). A growing middle class means that the general economy is improving, and there is higher demand for goods. Factories then need to be created, more jobs are available and there is more production. The lower class gets smaller and the middle and upper class grows, which benefits everyone. This then leads on to household appliances becoming more affordable and available to the population. Household appliances such as TV sets, washing machines and refrigerators became more common, and an increasing number of families acquired computers and cars† (â€Å"China Sees Improvements†). With such comforts being more widely used than in the past, people are able to live more comfortably and happily. The benefits for the common people do not stop here. On a public level, public transportation is now being frequently used and education as well as heath-care is more available and accessible to citizens.Public transport such as buses, trains, airplanes and boats are being developed and utilized by many. â€Å"China will build or renovate 150 airports†¦harness water routes along major rivers†¦build 20 thousand kilometers of roads†¦and 6,000 kilometers of railways† (â€Å"China to Witness Development†). Going back a few years ago when China mostly used bicy cles to get to and from places, this burst of transportation development is huge. Not only is it available to many now but the government also continues to improve such means of transport, which will make business, travel, trading and communication much easier.It gets even better as the government focuses much of its time and money on spreading opportunities for education throughout the country. â€Å"In the nine-year compulsory education, the central government remitted 52 million students from underdeveloped western and central regions their tuition fees and extras† (â€Å"China Economic Growth†). With education being available to all social and economic classes in China, there is opportunity for a great social leap in the future. With proper schooling, young adults are able to be exposed to more job opportunities and are able to support their families and work their way out of poverty.Similarly, there have been efforts made to increase availability and quality of co mmon medical care throughout the nation. â€Å"As conditions of medical care continue to improve, people’s health has come to a higher level with the average life expectancy reaching 71. 8 years in 2002† (â€Å"China Sees Improvements†). With healthcare conditions getting better and people living longer, it is apparent that people’s life standards are improving. Increased life expectancy generally means that there is better hygiene, health and environment than in the past.Through these three effects that have come out of industrialization, it is apparent that the public is affected positively in many ways. Even though the health situation with some Chinese citizens is not at its peak, post 1980 industrial development in China has colossally increased living standards of many on both a personal and public level. People have and are earning more salary, a middle class is emerging and developing and household applications are now more accessible. Additionall y, public transportation is more developed and utilized and education and healthcare availability and quality is improving.All these benefits are wonderful, but there is still the matter of people’s health being negatively affected by coal production and the conditions workers go through to produce coal and other goods in factors. Before coming up with conclusions, one must look at this issue in context. First of all, the rate at which China is industrializing is much higher than nations in the past, such as the UK taking 150 years and Japan taking 40 years to completely industrialize. With China’s growth spurt being so huge, there are bound to be some consequences in order to achieve all the other benefits stated previously.Additionally, while still comparing China to past industrial development periods, the UK used to also have bad working conditions in the cities with factories emitting outrageous amounts of pollution. With some time and effort, these conditions imp roved and more ecofriendly factories and machinery was used. The same goes for Japan and the US. The odds point to China doing the same as well because of the following reasons. With increased education and income, citizens young and old are becoming more aware of their environmental and health situation.Also, with all the efforts the government is putting into healthcare for its people, it is apparent that their wellbeing is being put into consideration. Hopefully this will lead to actions for the long term by eliminating inhumane working conditions and harm to the environment. If China continually seeks the example of other leading countries and keeps in pace with their efforts for the environment, one can see that the benefits of post 1980 industrialization will continue to and grow in outweighing the negatives of the harmful conditions and factories.