Month: February 2018

Environmental Management Systems For The Construction Industry

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Currently harmonized Environmental Management Systems (EMS) is generally taken in the business scene. As we know, environmental management systems first established in Japan (in the electronic industry) in the 1980s and later spread out to USA and Europe. In latter places, EMS was used primarily by great harming establishments including chemical and power. Later on it was steadily brought in to other fields which had fewer environmental shocks.

A great number of construction businesses all around the world are experiencing a great number of environmental setbacks. Such as, strict and complex environmental laws and regulations, bringing up compliance costs and hefty penalties for violation could affect every construction companys success regarding profitability and development. Apart from these rising situations, increasing public interest on environmental concerns has catalysed the construction enterprises to think in another way or look for state of the art techniques to strengthen or sustain their solvency.

In the same way, a great number of construction firms (either small or large) have demonstrated that a sensible EMS is not simply beneficial in many different ways but in addition a innovative tactic to remain competitive in a tremendously erratic sector.

Toward ecologically sustainable enhancement

The construction market creates streets, railways, schools, hospitals, local community and recreational functions and various installations that shape our built environment and contour our landscape. Up until recently, economic advancement, social regimens and environment protection came about mostly in seclusion from one another. These days, however, there is a rising understanding that these arrangements are interconnected and that social, economic and ecological targets are interdependent. Ecologically Sustainable Development has actually been described as: using, conserving and enhancing the communitys resources so that ecological processes, on which life depends, are maintained, and the total quality of life, now and in the future, can be increased.

It is a well-known reality that countless number of construction corporations internationally have exceptionally benefited through implementation of EMS. To illustrate, the benefits are many:
Cutting down expenses due to judicious utilization of resources and waste minimization
Ability to comply with rigorous environmental laws and regulations. Thus, reducing consequences, delays and refrain from fees and penalties.
Ability to observe or observe environmental concerns concerning many phases of construction projects
Increased competitiveness and discover market options simply by environmentally friendly construction programs available to environmentally sensitive patrons
Facilitate highly effective correspondence and dialogue involving all stakeholders involved internally as well as externally. In other words, fostering better relationships with regulators or law enforcement agencies including the communities.
Greater business image as a socially and ecologically accountable construction firm,
Producing a highly involved (or encouraged) and responsible team or a open environmental crew inside of the group

A highly effective EMS signifies not merely always keeping the exterior working environment healthy but additionally maintaining a safe and healthy working situation through Occupational and Healthy (OH&S) procedures. Fundamentally, the previous will incorporate implementation of ISO14001 and the second incorporate occupational health and safety steps specified in OHSAS18002:2008. This demonstrates EMS and OH&S precautions should combine together for effective implementation of an EMS in a construction firm.

The ISO14001 international standards stipulates the precise prerequisites for an EMS. It basically applies to environmental issues which the construction firm has the control over and at the same time many of these issues can have an impact on its efficiency.

In simple terms, ISO14001 is a voluntary standard that may be used by any construction company. It mostly supports the business to carefully deal with construction actions that have a negative influence on the environment. Particularly, it consists of 17 elements or attributes grouped into five essential areas:
Environmental Policy
Planning
Implementation and operation
Checking and corrective action
Management Review

Mainly, ISO14001 can help any kind of construction organization to abide by relevant environmental law regulations whilst boosting the environmentally connected tasks on a repeated basis.

Actually, any Environmental Management System (EMS) is a special management process which goes after Plan-Do-Check-Act model or method. It presents a strategy to ascertain all environmental aspects related to operations of a construction business. Also, it will help the entity in question not just to build up, implement, keep tabs on, review, and modify action plans and methods on frequent basis but moreover boost the construction companys all round operations that have a direct effect on the environment.

A sound environmental procedure in construction ventures means:

Conducting for all projects a Comprehensive environmental impact analysis, encompassing all stages straight from inception right through to operation and, finally, decommissioning or demolition. All of the detected impacts must be removed (where possible) or mitigated through the lifecycle of the project.

Integrating during the entire project lifecycle the Environmental management principles and systems.

Applying Environmental consciousness strategies to make certain contractors can potentially complete their environmental management assignments and duties.

Resource preservation and management needs to be an important consideration at every stage from project inception right through to operations and, eventually, decommissioning or demolition.

The crucial need for effective environmental management is that environmental situations should be found, examined and maintained throughout every stage of a projects life: from start off through design, building and operation to eventual demolition/disposal.

In summing up, EMS is mainly a management tool for modern construction company. With rapidly raising environmentally involved client base, any construction company must adjust a very good EMS in order to boost its market share or maintain its business. It will obviously gather well known gains such as:
Improved environmental regulatory compliance requirements
Minimise risks and liabilities
Appreciably reduce or minimize waste and pollution
Substantial cost savings through increased performance and motivated staff
Establishes procedures or system for continual improvement
Enhance corporate image among all stakeholders such as investors, potential customers, community groups and regulatory authorities.

Crichina Maintains Its Leading Position In Textile Industry

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www.cri-report.com – After years of development, Chinese textile industry has possessed obvious competitive advantages in international market, which are mainly reflected in cost, scale and quality, i.e., complete industry chain, abundant labor resources, increasing investment, brisk demand in the market home and abroad, and steady social and political environment. Since China has a large population, Chinese textile industry enjoys a huge market.

However, the current development of Chinese textile industry is restricted by the following respects: firstly, improvement of grade and quality of processed and OEM products is promoted by the upgrade of textile machinery, while high-end textile machinery heavily depends on import; secondly, production lines mainly concentrate in traditional clothing field, while household textiles and industrial textiles own weak competitiveness; thirdly, since China lack marketing channels in international market and well-known international brands, Chinese control capacity of high added-value links in industry chain is weak, and China is often in an inferior position.

In addition, influenced by the financial crisis, RMB appreciation, export tax rebate decline, tight monetary policy, adjustment of processing trade policy, labor cost increase, Chinese textile industry faces enormous difficulties and challenges. In this context, many textile producing enterprises experience difficulties of production and operation, some of which successively shut down, or stop the production, posing a serious threat to Chinese textile industry.

Currently, as labor costs of Chinese textile industry have exceeded those of many Southeast Asian countries, the monopoly position of Chinese textile industry is gradually disappearing. On the one hand, prices of raw materials are on the rise rapidly, especially for cotton and chemical fiber, which exerts an adverse impact on corporate production and operation. On the other hand, enterprises own few fluid capitals, and experience interim and seasonal labor insufficiency, which raise a more urgent requirement for transforming the textile industry from the traditional labor-intensive industry to the industry with quality and efficiency innovation.

Generally speaking, Chinese textile industry sees good prospect.

Seen from international environment, there is still much space and opportunities in international market. As quota limitation on Sino-Euro textiles expired at the end of 2007, and that on Sino-U.S. textiles concluded at the end of 2008, Chinese textiles enter an era of no quota limitation, in which about over 60% regions of global textile market will fully open to China, bringing enormous opportunities into Chinese textile trade. In the next few years, the world economy is still recovering, which will inevitably promote the growth of international trade, and give favorable international market guarantee to the increase of Chinese textile and apparel export.

In order to maintain the leading position of Chinese textile industry and fight against the impact of the financial crisis, the State Council of the Peoples Republic of China puts forward 8 major tasks for adjustment and rejuvenation of Chinese textile industry, namely, stabilizing the market home and abroad, upgrading independent innovation capacity, accelerating technological transformation, eliminating backward productivity, optimizing regional layout, improving public service system, speeding up independent brand construction and enhancing corporate competitiveness.

To get more details, please go to
http://www.cri-report.com/industry-manufacturing/217-research-report-on-chinese-textile-industry-2010-2011.html
http://www.cri-report.com/237-research-report-on-china-s-underwear-industry-2011-2012.html
http://www.cri-report.com/clothing/10-research-report-on-chinese-children-s-wear-industry-2011-2012.html

China’s Steel Industry Is Facing Massive Restructuring Wave

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Located in the northern Gulf Economic Zone in Guangxi Fangchenggang 10 million tons of steel base project Nowadays the preliminary work is in full swing. China’s Ministry of Environmental Protection has also experts on the content of this project early technical evaluation of the EIA.

Fangchenggang 10 million tons of steel base project in central China’s largest steel companies by the Wuhan Iron and Steel Group and Liuzhou Iron and Steel Group joint venture of the total investment of more than 600 billion yuan, the construction scale is 10 million tons. Dai Yi, vice mayor of Fangchenggang City, said the construction of the project, realized with Wuhan Iron and Steel Liu Gang Substantial restructuring.

In fact, the Wuhan Iron and Steel and Liuzhou Steel’s “marriage”, the Chinese steel industry, nothing new. This year, the Chinese steel industry usher in a major restructuring wave.

2008 6 28, has played a leading domestic steel production boss position with Guangzhou Iron and Steel Group, Baosteel Group, Guangdong Shaoguan Iron & Steel Group restructuring, the establishment of the Guangdong Iron and Steel Group Co., Ltd.. Registered capital of nearly 36 billion yuan, of which Baosteel Group invested nearly 29 billion yuan in cash. Baosteel steel industry restructuring in Guangdong Province opened a regional restructuring of China’s steel industry, a large screen. Baosteel chairman Xu Lejiang said this was the reorganization of Baosteel “initial results”, will push forward the China Iron and Steel industrial restructuring and industry upgrading.

In just two days after the reorganization of the Chinese steel industry Zaigua whirlwind. June 30, Tangshan Iron and Steel Re-established with the Hebei Handan Iron and Steel Group Co., Ltd., the new company become one of China’s largest steel group production, steel production of more than 30 million tons.

Steel industry restructuring this year, why the wind blowing? Zhang Xiaogang, president of China Steel Industry Association, had said in an interview that China has been greatly increased concentration of iron and steel industry, but the concentration has been reduced year by year trend, the top ten iron and steel production accounts for the proportion of total output by 2004 34.7% all the way down to 29.4% in 2006. China Steel has to have the time of reorganization.

“Re the one hand, to increase industry concentration, on the other hand can optimize the industrial layout, adjust the structure of iron and steel industry. For example, Wuhan and Liuzhou Steel reorganization, in which there is a lot of mystery.” Dai Yi said.

His analysis, development from a strategic shift to the coastal mainland, the first of cost. Fangchenggang as China’s southwest coastline of the most deep-water harbor, Brazil shipping iron ore from the Wuhan Iron and Steel Division Fangchenggang shore and from shore than the difference in the 200 yuan per ton of freight over. Along with market factors. Fangchenggang 10 million-ton steel base not only to the advantage of excellent export terminals, but also covering South West and South regions. Another energy saving reasons, the state required the reorganization of Wuhan Steel and Liuzhou Steel is out of the premise behind the ability of more than 540 million tons of iron, steel making capacity of 900 tons.

“Wuhan Steel and Liuzhou Steel’s restructuring, but also promote the development of Gulf Economic Zone, to support countries in the China – ASEAN Free Trade Area framework, the open Gulf Economic Zone development strategy.” Fangchenggang Port Group Co., Ltd. Xie Yi, general manager, said.

Learned, Fangchenggang steel base project an officially put into production, annual sales income of 34 billion yuan to provide 2.5 million jobs. Also around this project, nearly 150 projects are under negotiation and downstream matching. Guangxi Academy of Social Sciences Research Associate, visible light

warned: “China’s steel industry restructuring enhance the international competitiveness of the market is indeed a good thing, but also to prevent the homogenization of competition. Fangchenggang steel base project such as the Guangdong Iron and Steel Group subsidiary Zhanjiang Steel geographically very close, how to make product differentiation, to avoid vicious competition in the market worthy. “

Caribbean Film Production Service Industry

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After Hollywood came Bollywood, and with it the dream of many developing countries to benefit from the big film business and its many dollars rolling into the country. One of those regions is the Caribbean, which has all those beautiful different Islands with diverse scenery and with the advantage of being closely located in a very small territory. Apart from that it is in close range to international airports in the US, Canada and Europe. Those Caribbean islands that used to be former English, Dutch, and Spanish colonies are mostly independent countries nowadays and they have fantastic scenery and naturally beautiful landscapes. Those may very well serve as the location background for movies and television shoots. This can turn into a good second income, generated out of the country’s natural resources along with the tourism industry.

Jamaica, Cuba, and Barbados were among the first ones to make efforts to attract international film and television producers to the Caribbean Islands for their movie productions and TV commercial shoots. That is apart from the French Islands St. Martin, St. Barts, Guadeloupe and Martinique which are still part of France and had always been used for French television and film productions. For the other islands, it started on a smaller scheme – the beautiful beaches, tropical gardens, romantic fishing villages and plantation houses along with luxury mansions were first accepted as backdrop by the fashion magazines and catalogers for their fashion photo shoots as a photographic production needs a less developed infra structure than a film shoot.

Even though the Caribbean region is geographically closer to the United States, but it was mostly Europeans who believed in the possibility to turn the Caribbean region into a mayor playground for international film locations. Along with many government agencies, they were the first ones to put money and efforts into the development of this industry.

Today one of the most successful companies providing locations and film, video and photo production service in the Caribbean region is “The Caribbean Production Service Company”, who had started in Barbados in 1998.

After having visited several Caribbean Islands, they had decided that Barbados offers the best possibilities for the start of this kind of support service for the film industry in the region. The main subject was to get Barbadians to open their doors to those foreign film teams and to convince government agencies to be supportive to the new venture. Now in order to save foreign production companies money in bringing in all crew, the company had to train local people to be professional crew and this worked best through learning by doing. The government also supported by paying talented students film schools in the US and the UK.

Today the company can offer a whole list of local film crew. For the production side there are: Location Scouts, Casting Directors, Line Producers, Production Managers, Location Managers, Production Coordinators, Set Coordinators, 1st and 2ND Assistant Directors, Script Continuity, Production Assistants, Set Runners, Hair Stylists, Make up Artists and Assistants, Manicurists, Wardrobe Stylists and Assistants, Pressers, Tailors, Caterers, Drivers, Security, Couriers,.
In the ART DEPARTMENT there are now available Art Directors, Props Masters, Props Builders, Buyers, Set Constructors, Set Dresser, Music Composers, and Musicians. And in d the technical Department: Cameraman/woman video, 2ND Assistant Cameraman/Clapper/Loader (35 mm), Sound Operator, Playback Operator, Gaffer, Spark, Best Boy Gaffer, Key Grip, Best Boy Grip, Generator Operator, Video Casting Operator. So the international clients only have to bring in the minimum from their creative department as well as the movie director, DOP and 1Ac.

As the company has expanded to productions also on other islands, and where there is not enough local crew available crew from Barbados and other, mainly the French islands are joining in.

There is a 2nd office now in St. Martin to better serve the Northern part of the Caribbean. One of the most successful companies providing locations and film, video and photo production service in the Caribbean region is “The Caribbean Production Service Company”, based in Barbados since 1998 and now operating in the entire Caribbean region. They trained numerous young local people in the nature of film making and are now benefiting in having the best choice in Caribbean crews in the region.

Outside Sales Professionals for the Hotel Industry

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The demand is on the raise for the hospitality industry to generate new business and outsourcing a sales team looks very promising. The cost of hiring, training and retention of a single inside sales manager outweighs the cost of outsourcing the hotels sales effort 3 to 1. New Generation Sales, LLC. has become the front line in the hotels latest sales efforts, making New Generation Sales the key factor to generate new revenue for the hotel industry.

With the latest down turn in the economy, the hospitality industry has struggled to keep its doors open and fill their meeting spaces. Hotels are being forced to cut back their payroll expenses laying off more then 1,100 sales managers across the country. Hotel sales managers are in the slumps trying to turn every lead into revenue. “Hotels are going outside the box to find new business and fill their empty meeting spaces” Says Michael Miller of NGS. “We are providing a service that most inside sales members struggle with due to the endless distractions and in some cases lack of experience.

Finally a new generation of hotel sales tactics has arrived. New Generation Sales is a team of outside sales professionals working with the hotels existing staff helping them generate new revenue. New Generation Sales is leading the industry with its first class cold calling. Their sales team is devoting much of their efforts cold calling, speaking with various event planners helping to divert their next meeting to their clients hotel. “We dont believe in long term contract” says Michael Miller, “Are services are month to month and our clients can cancel at anytime no questions asked, but most of our clients see great value within four weeks, they end up resigning every month.”

For inside sales to be effective, the telephone prospecting function must be run with the discipline of a military boot camp. Are your inside sales employees able to engage your prospects in 30 seconds or less? Do your telesales employees average 100 calls per day, the standard for building a successful lead generation pipeline? Are the volume and quality of leads sufficient to meet your sales forecast? Are your inside sales representatives continually trained on your value proposition and how that relates to your prospects pain points?

Producing quality, actionable leads for a robust sales pipeline on a daily basis is an all encompassing function. The discipline of prospecting requires a unique set of attributes and skills for both managers and the telesales employees. The difficulty of communicating complex value propositions in the hostile climate of a cold call demands ongoing training. A managerial laser focus on recruiting, screening, hiring, training, and performance monitoring is essential. Early identification and termination of employees mismatched for telesales is crucial. Verify that your managers are prepared to execute on this key responsibility. To achieve optimal results, your managers should maintain ongoing training and education programs that prepare your telesales employees to maintain a peak performance level and continually produce quality leads

Your inside sales team must have the same unremitting focus on volume and quality results as would a lead generation outsourcer. The outsourcers sole responsibilities are producing quality, actionable leads for your sales pipeline. Period. The outsourcers managers are singularly focused on building and improving the processes required to deliver quality consistently. Ensure that your internal managers do not have multiple operational responsibilities.

New Generation Sales service cost a fraction of just one sales manager. No distractions, no excuses, just results and new life to a much needed industry. With new ideas, new selling techniques and years of experience they are an unmatched sales team. To find out more information visit http://www.newgenerationsales.com