Persuasive Speech Dangers of Smoking Essay - 629 Words

Persuasive Speech Dangers of Smoking Specific Purpose: To inform the audience of the dangers of smoking and persuade them not to. Introduction: 1. Did you know that smoking is the number one preventable cause of death in the United States? 2. According to cancer.org there is 440,000 deaths a year caused by tobacco. 3. On average every smoker costs their employer almost 2,000 dollars a year in lost labor. By the end of the speech, the audience will be informed about the dangers of smoking and persuade those who smoke to stop smoking. 1. A smoker’s point of view on smoking. A. Why do Smokers smoke? a. According to Matthew, smokers smoke to relieve stress. b. It gives†¦show more content†¦c. Smoking kills your nerve endings making it very hard to taste or smell. d. Your circulation is decreased making hard to do everyday activities including walking. 4. Withdrawals are the hardest part of quitting. a. Withdrawals are both physical and mental. b. It is easy to make excuses to smoke such as â€Å"oh I’ll just have one,† however when you begin to give in to one of these excuses you need to realize that you are and avoid the temptation. c. Changing everyday routines can also help. d. Things such as the route you take to work can trigger an urge to smoke. e. Instead of taking a smoke break from your homework maybe take a video game break. f. Giving yourself prizes or rewards for doing good can also help to quit. g. Even the shortest amount of time that you quit can impr ove your health h. For example in 20 minutes of not smoking your heart rate and blood pressure drops i. In 12 hours, the carbon monoxide in your blood drops to normal j. In 2 weeks to 3 months your circulation improves and your lung function increases. Conclusion: Smoking can be very detrimental to your health and make your life uncomfortable but it is possible to quit. Now that we understand the dangers of smoking and some ways to quit I urge you to reconsider your smoking habits. Bibliography Carr, Allen. The Easy Way To Stop Smoking. Sterling,Show MoreRelatedPersuasive Speech Outline1028 Words   |  5 PagesPERSUASIVE SPEECH OUTLINE TOPIC: WHY YOU SHOULD GIVE UP SMOKING PROPOSITION: Give up smoking and you will save yourself and the others around you and live in a healthy environment. SPECIFIC OBJECTIVES/PURPOSES: I want to persuade my audience on how harmful smoking does to the body and giving up the habit is the right way to do because it will literally save their lives and the people around them and the environment as well. SPEECH PLAN ATTENTION STEP: Opening statement: Smoking†¦Read MoreDifferent Types Of Communication Essay1396 Words   |  6 Pagesincludes about 20 people and its a conference or meeting for discussion or training Webinar: has proximally 20 people and its a seminar conducted over the internet. 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The Importance Of A Career Education - 1189 Words

College is a costly but worthwhile endeavor that any high school graduate should strive for. But the question on most high school graduates minds is about what to study in college and dedicate the rest of there life to. Many students pursue a liberal education or a career education in college. In my opinion a career education is an important use of a college education because it is more applicable than a liberal arts education in a job setting in todays capitalist society. Many people assume that a career education only provides unrewarding job training but it is so much more than that. In reality a career education is an avenue for people to lead meaningful lives that can be enjoyable. 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Director Company Liable Insolvent Under Act â€Myassignmenthelp.Com

Question: Discuss About The Director Company Liable Insolvent Under Act? Answer: Introducation The question which has been identified in this case is in relation to the breach of directors duties as per the provisions of the Corporation Act 2001 (Cth) (the act) Section 180-184 the act deal provides the duties which the directors must act in accordance with respect to discharging their obligation towards the operations of the company. As provided in Section 180(1) of the act a director can be held accounting for the breach of this section if he or she does not apply proper skill and diligence while discharging their obligations in relation to the company. When a question in relation to the compliance with such section has to be determined the court deploys an imaginary reasonable director in the same position when the direct in context was while taking a decision in relation to the company and then seen whether the reasonable director would have indulged in the same conduct or not. In case the court is satisfied that no reasonable director would have indulged in the same action committed by the original director, such director would be held liable to the breach of section 180(1) by the court. In the case of Australian Securities and Investment Commission (ASIC) v Cassimatis (No. 8) [2016] FCA 1023 the court ruled that for the purpose of analyzing the violation of section 180(1) of the Act, no reasonable director would indulge in an actions which may result in the contravention of legal provisions as such contravention cannot be in the best interest of the company and definitely not a result of proper skill and diligence. Section 181 of the Act is violated of the actions of the directors of the company are not in good faith and towards the best interest of the company. In section 182 of the CA it has been ruled that the directors will breach the provisions of this section if it is found that they have used the position they have in the company to achieve personal interest by causing harm to the company. If there is any conflict of interest situation which a director of the company is facing where he has to choose between his interest and the companies interest he must always chose the interest of the company. In addition the directors also have to ensure that any conflict of interest situation is disclosed to the board as per section 192 of the Act. Application From the above discussed provisions provided by the Act it can be stated that the operations of the organization carried on by the directors are governed by the principles. In the given situation Eric being the non executive director of the company has the duty to act in the best interest of the company according to section 181 of the CA. he also has a duty to avoid any conflict of interest situation of his personal interest and companys interest. Thus buy persuading the board to finalize the deal with a company where he is a partner to gain personal benefit and not disclosing such situation to the board accounts to the violation of section 181 and 182 of the CA. Morton being the director of the company has been imposed with a duty to act with proper care and diligence in relation to the company. Under the section he has the duty to use personal skill and diligence to benefit the company, however he has not done so by not protesting against the deal which the company got into with Tricky Partners. A reasonable director if placed in the position of Mr. Morton would have not supported the deal knowing that the Eric is violating the provisions of the CA. Thus Mr. Morton is liable for the breach of section 180 (1) of the Act Eric has violated section 181-182 of the act being the non executive director f the company. Whereas Mr. Morton has breached section 180(1) by not using appropriate skill and care towards the operations of Gold Coin Bank. The question which has been identified in this case is in relation to the breach of directors duties as per the provisions of the act committed by the other three directors of Bricks Construction Co. In the case of Asic v Adler and 4 Ors [2002] NSWSC 171, section 181 of the Act had been discussed in details. The section imposed a duty on the directors and other officers of an organization to discharge their obligation and use their powers towards the best interest of the company in good faith. The duties must also be discharged towards a proper purpose for the company. Section 181 can be also contravened by the director even if they believe they have discharged their duties in good faith through the application of the same test which is used to determine the contravention of section 180(1). In the given case it was clear that the defendant director have breached section 181 of the Act as they being the directors of the company indulge in activities which were not towards the best interest of the company. In the same case the court also analyzed the provisions in relation to section 182 of the Act. The court stated that section 182 stands violated if the director of a company has used the power vested in him through the virtue off his position in the company in such a way where he is working for a personal interests rather than the interest of the company. As the director in the case has used his position to make the company gets into a deal for his personal interest and not the interest of the company the director violated section 182. In the given situation it has been found that the other three directors of Bricks do not have good terms with the fourth director. By not involving the fourth director they are indulging in an oppressive conduct which can be punished under section 232 and 233 of the Act. Nevertheless here the breaches constituted by the other three directors in relation to the company are discussed. Through opening another company the directors have clearly violated the provisions of section 181 of the CA as such an action is not at all in good faith and is contrary to the interest of bricks as it would be deprived of its profits. They have also violated section 183 as they have used the information obtained from the company for such deal. In addition by passing a special resolution which stated that Bricks did not have any interest in the project the directors have violated section 182 of the Act by using their position information in a way which hampers the interest of the company for personal inte rest. The three directors are liable for the violation of section 181-183 of the Act because of their actions. The question which has been identified in this case is in relation to the breach of directors duties as per the provisions of the act as well as fiduciary duties imposed by common law committed by the CEO and director of Comet Pty Ltd, Mr Hawker. The directors in Australia not only are imposed with statutory duties but also fiduciary duties under the common law. These duties state that a director must always base his actions towards the company on bona fide intentions and not in a way which hampers the interest of the company in addition the powers of the directors given to them by the company must not be used for an improper purpose. the fiduciary duties also impose an obligation on the directors to avoid any conflict of interest as provided in the case of Chan v Zacharia [1984] HCA 36. In addition the directors also have the duty to retain their discretion over the affairs of the company. In relation to the breach of general duties as opposed to the statutory duties the directors are likely to be subjected to the remedy of recession, statutory compensation or equitable damages. Section 181 of the Act mirrors the duty of good faith, proper purpose and best interest provided by general law. The section imposes a duty on the directors and other officers of an organization to discharge their obligation and use their powers towards the best interest of the company in good faith. The duties must also be discharged towards a proper purpose for the company. Section 181 can be also contravened by the director even if they believe they have discharged their duties in good faith through the application of the same test which is used to determine the contravention of section 180(1). Section 182 of the Act prohibits the director from misusing his position to case detriment to the company. Section 183 of the Act prohibits the director from misusing information to gain unfair advantage for themselves. In the given case it has been provided that Mr Hawker who is the CEO and Director of comet has indulged into activities which are not good for the company in order to save personal reputation. Hawker by directing the funds from comet to the subsidiary in order to save personal reputation have violated the best interest fiduciary duty under general law as well as the section 181 of the act under statutory law as the act is clearly not in the best interest of the company which had to face insolvency as a result of Hawkers actions. In addition Hawker has violated section 182 of the Act along with the fiduciary duty of not making improper use if position by indulging in the act of fund transfer. Therefore it can be provided that Hawker can be held liable for the breach of section 181 and 182 of the Act as per statutory duties and the common law duty to act in best interest and not to make improper use of position. As provided in Section 180(1) of the act a director can be held accountable for the breach of this section if he or she does not apply proper skill and diligence while discharging their obligations in relation to the company. When a question in relation to the compliance with such section has to be determined the court deploys an imaginary reasonable director in the same position when the direct in context was while taking a decision in relation to the company and then seen whether the reasonable director would have indulged in the same conduct or not. In case the court is satisfied that no reasonable director would have indulged in the same action committed by the original director, such director would be held liable to the breach of section 180(1) by the court. In the case of ASIC v Healey (2011) 83 ACSR 484 an argument was provided by the non- executive directors that they could rely on the companys external auditors and management towards ensuring that the financial statement are in compliance with the Australian accounting standards. However the court in this case ruled that under the provisions of the Act every member of the board of directors has been imposed with a responsibility of focusing on and attending to the financial statements and such responsibility cannot be abdicated or delegated to others. In the case of Permanent Building Society (in liq) v Wheeler (1994) 14 ACSR 109 it was ruled by the court that in case a director possesses a special skill their standard of care towards a company is held to be that of person professing such skills. In the case of ASIC v Rich (2003) 44 ACSR 341 it was held by the court that the liability of the non-executive directors of a company are not limited to the knowledge, inaction , ignorance or experience of the directors. As a defense Section 198D of the Act allows the directors to delegate any of their responsibilities to any person unless it is not restricted by the constitution of the company. Section 190(1) of the CA does not allow a director to abdicate responsibility. If the delegation of power has been done in a negligent manner the directors can only defend themselves if after making appropriate enquires the directors believed or have reasonable grounds to believe that the delegates are competent and reliable with respect to the delegated power under section 190(2) of the Act. According to section 189 of the Act directors can reasonable have reliance on the decision of professional advisors, employees if the reliance was made after making proper independent assessment in good faith. However as provided by the Healey case reliance only be reasonable if the contrary is not proved. In the Rich case the court ruled that whether the director have indulged in reasonably informed decision making is analyzed by determining the significance of the decision, time in hand for obtaining information, cost of information, confidence of directors in those giving the information, the nature of the decision towards the demand of competency by the board and whether the information was available reasonably and not considered. In the given situation the COO of the company has recruited some of his friends for the purpose of preparing a report. The fresh recruitments are young graduates who are inexperiences in handing a matter which is of high significance for the company and requires experienced experts. This is clearly a breach of exercising proper diligence and care in relation to the operations of the company. However in this case the COO can take the help of the business judgment rule as a defense as provided in section 180(2) of the Act according to which a director is free to marketing any judgment for the company in good faith and in compliance of law. However any reasonable director under the same circumstances as the COO would have not recruited the inexperienced experts as provided in the rich case. Given the significance of the decision and the reasonable availability of the decision the COO should have appointed more experienced experts. In addition he can take the defense of reliance as per w hich decision provided by other can be relied on under section 189. However there was no independent assessment done by the COO so this defense would also not be available. With reference to the situation of the non executive directors as per the above discussed cases a subjective test is no longer used to determine the breach of duty. In the Healey case it had been specifically provided by the Court that the liability of the non- executive directors of a company are not limited to the knowledge, inaction , ignorance or experience of the directors. Thus in given situation the two non-executive directors one of which was a geologist and the other an engineer it can be provided that they should have made the board cautious about the decision in relation to the project. This can be said because as per their qualifications they had expert knowledge in the area of the project which they did not use in relation to the company. They cannot use their position of being non executive as a defense as discussed in the Healey case. Section 588G of the Act expressly prohibits any director or officer of a company to indulge in any kind of trading activity when they have the information that the company has become insolvent or reasonably believe that the company may become insolvent as a result of such activity. The directors of the company can evade the liability for a breach of duty if they were not present at the time which a decision had been made due to sickness of any their circumstances which were beyond their control. Section 588h of the Act provides that if the directors of a company had reasonable grounds to believe that their activities would not make the company insolvent or the company is solvent at the time of such trading they can be excluded from the liability. The section had been used and discussed in the case of Manpac Industries Pty Ltd v Ceccattini [2002] NSWSC 330 were reliance was put by the directors on other person to determine insolvency. In the given situation it has been provided that the directors of the company had indulged in trading activities when they had been informed by the financial officer that the company is nearing insolvency. The directors did not take into account the advice provided but the CFO of the company very seriously. Thus they carried on with the trading and which could be considered as a breach of section 588G of the Act. Here the directors cannot take the defense available in section 588H of the Act as they cannot prove that they reasonably believed that the company would continue to be solvent after such activity. The CFO who was not present at the time the decision was taken cannot use the above discussed defense of absence which can be used in case of circumstances beyond control and sickness as a anti aging surgery could have been postpone after the meeting about the decision. References Asic v Adler and 4 Ors [2002] NSWSC 171 ASIC v Healey (2011) 83 ACSR 484 ASIC v Rich (2003) 44 ACSR 341 Australian Securities and Investment Commission (ASIC) v project-management (No. 8) [2016] FCA 1023 Chan v Zacharia [1984] HCA 36 Corporation Act 2001 (Cth) Manpac Industries Pty Ltd v Ceccattini [2002] NSWSC 330 Permanent Building Society (in liq) v economics (1994) 14 ACSR 109

Resourcing talent free essay sample

The aims and objectives of this report are to: identify factors affecting an organization’s approach to attracting talent explain the benefits of attracting and retaining a diverse workforce describe factors affecting organizational approach to recruitment and selection give examples of recruitment and selection methods explain the purpose of induction and give a sample induction plan 2. ATRACTING TALENT 2. 1. 4 FACTORS THAT AFFECT AN ORGANISATION’S APPROACH TO ATTRACTING TALENT An organisation’s ability to attract talent from outside depends on how potential applicants view the company, the sector in which it operates and its culture. This is why BRAND IDENTITY seems to be one of the most important factors influencing an organisation’s approach to attracting talent. The top-notch candidates will always ask ‘what’s in this for me’? ‘Unless a business is a brand new start-up, they’re likely to have an existing reputation as an employer – whether this is intentional or not. We will write a custom essay sample on Resourcing talent or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Given that potential new employees make decisions about joining based on this impression, it pays to define a strategy to make sure the right (and real) messages are being heard. ’ (http://www. pageexecutive. com/insights/talent-attraction-through-employer-branding). WORKFORCE PLANNING which is company likely needs for talent is another very important factor. An organisation’s approach to attracting talent is determined by its workforce planning (WFP). This means: predicting organisation workforce requirements by taking into account: existing skills, training and development, retention, career progression, staff turnover, external factors like: economic climate, demographics, working patterns, and most importantly the demand and supply in labour market. Organisations need to have strategic approach to attracting talent and need to understand the importance of investment in human capital. Talent strategy must be as close to corporate strategy as possible. SIZE OF ORGANIZATION – A small organization cannot have same staffing practices which a large organization may have; it may not be able to attract highly talented staff. Even if it tries to do so it may increase the staffing cost. TYPE OF TALENT THE ORGANISATION IS LOOKING FOR is a very important factor in organisation’s approach to attracting potential employees. For example the level of staff required will determine the recruitment pool, low level team members will be easy to find locally whilst to find a senior manager or a director a company may have to resource internationally. Other factors influencing a company’s talent management are: type of product/services the company is delivering, recruitment tools/methods available, the labour market, national as well as international, legal factors, socio-culture factors or political influences. 2. 2. CIPD POINT OF VIEW ON TALENT MANAGEMENT HR professionals have a very important role in talent management. They have to understand the 4 areas of talent management which are: attracting, developing, managing and evaluating talent. In the current uncertain economic climate strategic approach to talent management is even more important than ever before. 3. A DIVERSE WORKFORCE 3. 1. 3 ORGANISATION BENEFITS OF ATRACTING AND RETAINING A DIVERSE WORKFORCE Diversity is the art of thinking independently together’ Publisher Malcolm Forbes People need to be treated differently in ways that are fair and tailored to their needs but in ways that are aligned to business needs and objectives (The business case for diversity). There are many advantages of a diverse workforce: WIDENS THE RECRUITMENT POOL ACAS points out that the working generation is getting older therefore people from different cultural ethnic backgrounds are entering the workforce. REDUCES LABOUR TURNOVER – looking at the UK labour market in the last 10 years, foreign workers are more motivated to work for lower salaries than people living permanently in the UK. They tend to stay in a job for long mainly due to their financial commitment to families living abroad. GIVES GOOD CORPORATE REPUTATION and this helps to attract talent. Organizations with high level of diverse workforce are valued by many people e. g. large supermarkets by having a diverse workforce on the shop floor help international customers to communicate with staff in their own languages. Other benefits of a diverse workforce include: it’s a key to fostering new ways of thinking, opens up a wealth of possibilities and helps to encourage creativity and foster innovation, gives bias-free people policies and working practices, helps to develop new products and practices, opens up new markets and provides due diligence against discrimination claims. 3. 2. CIPD POINT OF VIEW ON DIVERSE WORKFORCE Recognizing and valuing diversity is crucial to good people management practice. HR practitioners have important role in creating inclusive workplace. CIPD advises to companies to go beyond legal compliance with anti-discrimination laws and create diversity strategy or they will become less attractive to potential employees. Company diversity strategy needs to support business objectives and strategies. 4. RECRUITMENT AND SELECTION 4. 1. 3 FACTORS THAT AFFECT AN ORGANISATION’S APPROACH TO RECRUITMENT AND SELECTION Recruitment and selection is the process of having the right person, in the right place, at the right time. It should be affected by current needs as well as future plans (see workforce planning, page 3). One of the factors that can affect an organization’s approach to recruitment and selection is the EQUAL OPPORTUNITIES LEGISLATION. Companies should ensure that they take account of equality and diversity at all times. Organizations should monitor whole recruitment processes continuously to ensure their validity, and that they are non-discriminatory. Advice and guidance is provided by Equality and Human Rights Commission, for example wider advertising, flexible working hours arrangements or child care vouchers for employees. THE SIZE OF THE COMPANY AND RESOURCES AVAILABLE – small companies will have to use different recruitment and selection methods that the larger ones. The infrastructure and finance will determine if it’s a newspaper advert or TV campaign, for example: ‘Join the Army’ Campaign being used to recruit candidates. Also a small organisation will not be able to use assessment centres or psychometric testing due to low budget available. SUPPLY AND DEMAND The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. Other factors include: costs, recruitment policy or unemployment rate. 4. 2. 3 DIFFERENT RECRUITMENT METHODS There are many recruitment methods available on the market including: advertising, agency, website, word of mouth, newspaper, posters, ‘milk round’, internships, head hunters, recommend a friend scheme, social media: Facebook, LinkedIn, job centre, etc. For the purpose of this exercise I will describe 3 methods in a table below: RECRUITMENT METHOD BENEFITS OTHER COMMENTS Advertising on the website Cost effective Creates employer’s branding Easily accessible Gives understanding of organization’s culture Broad recruitment pool HR managers are actively involved in recruitment and selection Recruitment agency Time effective Efficient Broadens the recruitment pool High standard UK eligibility and CRB checks done Is used to hire management level employees, mainly by larger organizations Recommend a friend scheme It’s less expensive than agency It comes with a recommendation of someone we already trust Used to employ all levels staff from waiters and chefs to senior management There is a risk of discrimination claim Source: Aleksandra Wozniak 2013 4. 3. 3 SELECTION METHODS There are many selection methods, including: assessment centres, speed networking, psychometric testing, daily trail – role practice, competency based interviews, telephone interviews/screening, group interviews/exercises or occupational tests. For the purpose of this exercise I will describe 3 methods in a table below: SELECTION METHOD BENEFITS OTHER COMMENTS Assessment centre Creates employer’s branding Time effective It’s expensive Doesn’t give understanding of organizational culture Face to face interview Time effective Efficient Cost effective Availability to see candidates’ attitude Opportunity for probing Needs good preparation Should be done by a trained and experienced interviewer Psychometric tests Gives highly predictive results Improves the efficiency of the recruitment process There is a risk of standardisation Source: Aleksandra Wozniak 2013 5. INDUCTION Induction is the process of familiarisation with the organisation and settling into the job (acas. org. uk). 5. 1. PURPOSE OF INDUCTION 1. Social welcome – employees feeling valued 2. Introduction to the Company’s culture 3. Physical orientation 4. Explanation of employee’s benefits: staff discount and pension scheme. 5. Check of eligibility to work in UK 6. Explanation of house rules – staff uniforms, reporting absences, etc. 5. 2. HOW DOES INDUCTION BENEFIT INDIVIDUALS AND ORGANISATIONS Most labour turnover is among new employees, and work efficiency is reached only after a period of learning and adjusting to the new environment. Induction benefits for individuals are: Builds positive attitude of the company Allows quick adjusting, especially for school leavers or people returning to the workforce Saves time The benefits of induction for an employer are: The chance to build on the positive attitude of the new recruit To answer their anxieties about how well they will get on with their co-workers and understand the standards and rules of the organisation Chance to welcome new employees and build on their positive attitude and enthusiasm for their new job An opportunity to familiarise new members of staff with your organisation To introduce them to their immediate colleagues and other members of the wider workforce Health and safety, equality and discrimination Case study illustrating the result of the lack of an induction process: A new employee starts on a Monday, reports to reception and no one knows he is due to start work on that day. He is sent to room 302 where 3 very surprised team members welcome him in a cold way. It transpires that the desk and computer are not ready and he has to share a desk with one of his colleagues. The new starter feels very lost and disappointed. He doesn’t know who to ask for help and find out only after going back home and visiting the web site. He contacts HR but the situation isn’t resolved until the following week. He doesn’t think positively about his new company and starts regretting quitting his last job. 5. 3. INDUCTION PLAN A copy of an induction plan should be kept by new starter to enable him to follow what is happening and will act as a reminder of anything missed or that needs particular attention. POSITION: EMPLOYEE START DATE: NAME: INDUCTION COMPLETION DATE: SIGNATURE: AREAS TO BE COVERED WHEN WHO HOW COMMENTS PERSONAL DOCUMENTATION/ ELIGIBILITY TO WORK IN UK CHECKED First day HR Take copies P45 First day HR Take copies NIN First day HR Take copies INTRODUCTION TO THE COMPANY First week Line manager Presentation Who’s who History Products/services/markets Future plans and developments TERMS AND CONDITIONS OF EMPLOYMENT First day HR Written Written terms and conditions issued Contract of employment issued Hours, breaks, method of payment Holidays Clocking on/flexitime/reporting procedures Probationary period Period of notice Sickness provisions Pension provisions Maternity/paternity/parental leave provisions AREAS TO BE COVERED WHEN WHO HOW COMMENTS EQUAL OPPORTUNITIES POLICY AND WORKER DEVELOPMENT First week HR Verbal/Written Equal opportunities policy Training needs and objectives Further education/training policies Performance appraisal Promotion avenues Policy/procedures to prevent bullying and harassment WORKER/EMPLOYER RELATIONS First week Line manager Verbal Trade union membership Other worker representation Worker communications and consultation Grievance and disciplinary procedure Appeals procedure ORGANISATION RULES First week Mentor/Buddy Verbal/Coffee chat Smoking policy General behaviour/dress code Telephone calls/emails and use of the internet Canteen/break facilities Cloakroom/toilets/lockers HEALTH AND SAFETY First week Safety officer E learning Risk assessment Emergency procedures AREAS TO BE COVERED WHEN WHO HOW COMMENTS Awareness of hazards – any particular to type of work Safety rules Emergency procedures Clear gangways, exits Location of exits Reporting of accidents First aid Personal hygiene WELFARE AND WORKER BENEFITS/FACILITIES First month Section supervisor Coffee chat Sports facilities Protective clothing – supply, laundry, replacement Transport/parking arrangements Company discounts THE JOB First week Mentor/Buddy Coffee chat Introduction to manager/supervisor Requirements of new job Standards expected Co-workers Supervision and work performance appraisals Source: Induction, Appendix 3, acas. org. uk with small changes by Aleksandra Wozniak 2013 6. 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