Housing Dhaka Essay Example for Free

Housing Dhaka Essay One of the major consequences of rapid urbanization in Bangladesh has been the persistent deterioration of housing situation in metropolitan areas. The concentration of the poor in such areas and the ever-widening gap between the demand for and supply Iand for housing have led to the deyelopment of of low_income settlements on environmentally sensitive and hazard-prone lands. The problem is particularly acute in Dhaka where the poor residents have been increasingly constrained to such marginal land, in preferred sites. The inabirity of the poor residents is largely attributed to the prevailing prolitical situation of the country, ineptitude public as they arc unable to buy or rent land of organizations, nonchalant altitude of the government and predatory nature of the formal land market in Dhaka. The urban poor ofDhaka have come to realise that they do not folm part of the privileged group(s) to which the city authoriries cater their service and that they have been left out to fend for themselves. With this realisation the poor have sought to  provide housing for themselves. In such attempts, unauthorised settlements have developed in various marginal places, especially along and over water regimes in Dhaka. Over the years development of settlements and deliberate encroachment by private and public sector development have led to the disappearance of lakes, canals, flood plains, etc. rhat existed within the city. In thls process numerous ponds and tanks have also disappeared, creating an ecological imbalance with Dhaka experiencing the worst flood in history in r9gg. Dhaka has arso rost much of its beauty and its natural heritage. On the other hand, atlempts to creare spaces or pseudo-land over and along water bodies and swamps without proper planning and design techniques have produced undesirable outcomes and red to serious decline in envrronmental conditions in the immediate and sunounding area where such spaces have been created. Life and health of local residents as well as the city residents have put been to risk. Considering the gravity of the problem the aim of this paper is to investrgate how the urban poor of Dhaka are constrained to marginal places and shed light on aspects which bring about this situation. This paper also aims to highlight the problems produced as a result of creation of spaces over water and suggests measure to reverse such hazardous living conditions of the urban poor in Dhaka. It is assumed that unprecedented urbanization and ineptitude ofconcerned authorities have produced conditions forcing the 55 56 U rbanization in Bangladesh urban poor to live in marginal places. The paper, thus, begins with appraisals of issues related to the urbanization of Dhaka such as its land value and the Prospect of housing provision for the poor in this city before investigating the actual problem of creating unplanned spaces for living. Information for this paper has been collected from both primary and secondary sources. The Exodus Towards Dhaka The rate ofpopulation growth for Dhaka has been. 3 percent, 9. 4 Percent and 7. 8 percent dudng the 196l-1974, 1974-1981 and l98l-1991 pe ods respectively (RAJUK, 1995). This has produced a number of unexpected outcomes in recent decades, such as rapidity of urban growth and mega-population of the city. The reason for such rapid growth is the status of Dhaka as a capital city and the centripetal nature of concentration of major activities and facilities within the city-as a result people from all over Bangladesh are atbacted towards this city. Added to it are the prevailing political situation of the country, stagnant rural economy and nonchalant attitude of the government towards decentralization. The result is that Dhaka is suffering from over-population while other towns and rural areas are suffering for want of industries, factories, etc. Informal job opponunities have declined in areas outside Dhaka The sheer number of people living in this city makes any son of business prosper and thrive. Thus, businesses or jobs mean chances for people to survive.

Financial Statement Analysis Of Marks And Spencers

Financial Statement Analysis Of Marks And Spencers This report will analyze Marks and Spencers financial statements for 2008 and 2009 using ratio analysis. Findings show that Marks and Spencer have not had a very good profitable year in comparison with 2008. The purpose of this report is to analyze the figures and to point out some of the reasons for the deprived performance. Table of Contents Aim of report 1 Ratio Analysis 1 Profitability ratios 1 Liquidity ratio 2 Performance ratio 3 Evaluation on profitability 5 Evaluation of the liquidity position 6 Information provided for the user groups 7 Conclusion 11 Recommendations 12 Bibliography 13 Evaluation of the assignment 14 Aim of Report This report will analyze Marks and Spencers financial statements for 2008 and 2009 using ratio analysis, explanations will be given on why the changes have occurred in the companies profitability, liquidity and what impact the changes have caused on the company. The companies annual report will be examined from the point of view of each set of its potential users. Ratio analysis An accounting ratio as suggested by Melville (1999) is the evaluation of a relationship which exists between two figures shown in a set of financial statements. In the following report mainly the profitability, liquidity and performance ratio will be discussed. Profitability Ratios The profitability ratios are used to evaluate whether the business was able to produce an acceptable level of profit. Gross profit % ratio This ratio shows the gross profit in comparison to sales. The higher the ratio percentage the better it is for the company. Gross profit/ sales x 100 2008 ( £M) 2009 ( £M)  £1,211.3/ £9,022.0100 =13.43%  £870.7/ £9,062.1100 =9.61% The gross profit margin has decreased from 2008 to 2009 by 3.82%. Pretax profit % ratio This ratio shows the net profit before tax in comparison to sales. The higher the ratio percentage the better it is for the company. Profit before taxation/ sales x 100 2008 ( £M) 2009 ( £M)  £1,129.1/ £9,022.0100 =12.51%  £706.2/ £9,062.1100 =7.79% The net profit before tax margin has decreased from 2008 to 2009 by 4.72%. After tax profit % ratio This ratio shows the net profit after tax in comparison to sales. The higher the ratio percentage the better it is for the company. Profit after tax/ sales x 100 2008 ( £M) 2009 ( £M)  £821.0/ £9,022.0100 =9.10%  £506.8/ £9,062.1100 =5.59% The net profit after tax margin has decreased from 2008 to 2009 by 3.51%. Liquidity ratios The liquidity ratios are an assessment so as to ensure whether the business is able to pay of its debts as they fall due. Current ratio This ratio shows how well the company can meet its short-term financial obligations from its current assets. Usually the optimum result is 1:1 or more, but this will vary with each company. Current assets/current liabilities 2008 ( £M) 2009 ( £M)  £1,181.7/ £1,988.9=0.594:1  £1,389.8/ £2,306.9=0.602:1 The current ratio has increased from 2008 to 2009 by 0.008. Quick ratio This ratio shows how well the company can meet its short-term financial obligations from its current assets, removing stock from the calculation. The ratio removes stock because it is the least liquid current asset. Usually the optimum result is 1:1 or more, but this will vary with each company. Quick Ratio = (Current assets- inventory)/current liabilities 2008 ( £M) 2009 ( £M) ( £1,181.7  £488.9)/  £1,988.9=0.348:1 ( £1,389.8  £536.0)/  £2,306.9=0.370:1 The quick ratio has increased from 2008 to 2009 by 0.022. Gearing ratio This ratio shows how much of the companys long-term funds are supported by lenders. Below 50% is seen as low geared and good. Above 50% is seen as a cause of concern. Gearing ratio = Total borrowings / equity * 100 2008 ( £M) 2009 ( £M)  £2815.1/ £1964.0 * 100 =143%  £3060.7/ £2,100.6 * 100 =146% The gearing ratio has increased from 143% to 146%. Debt ratio (Ward, 2010) This ratio shows how much the company is in debt. Usually the optimum result is 1:1 or less, but this will vary with each company. Debt ratio = Total liabilities / total assets 2008 ( £M) 2009 ( £M)  £5,197.0/ £7,161.0=0.726:1  £5,157.5/ £7,258.1=0.711:1 The debt ratio has decreased from 2008 to 2009 by 0.015. Performance Ratio This ratio helps in calculating the efficiency in the operation of the business through effective utilisation of its resources. After Tax Profit as % of Noncurrent Assets This ratio helps as to analyze the percentage of profit the business has made by utilising its noncurrent assets. After Tax Profit as % of Noncurrent Assets = Profit after tax / Noncurrent Assets 2009 ( £M) 2008 ( £M)  £506.8 /  £5868.3 = 8.63%  £821.0 /  £5979.3 = 13.73% From this ratio it is clear that M and S was not able to make much profit in 2009 as compared to 2008. In 2008 M and S was able to produce a profit of 13.73% by the utilization of its fixed assets but by reaching 2009 the profit made has decreased to 8.63% thus there was a decline in the profit by 5.1%. After Tax Profit as a % of shareholders Fund This ratio helps to analyze the amount of profit which the business was able to generate from the utilization of the shareholders fund. After Tax Profit as a % of shareholders Fund = Profit after tax / Total Equity 2009 ( £M) 2008 ( £M)  £506.8 / £ 2100.6 = 24.10%  £821.0 /  £1964.0 = 41.8% From the ratio it is again clear that the utilization of the shareholders fund so as to generate profit has also decreased in 2009 by 17.7%, i.e., in 2008 M and S was able to generate a profit of 41.8% which has reduced to 24.10% in 2009. Even though the company was not able to generate adequate profit from the shareholders fund, the company was able to increase the dividend of the shareholders from 20.3p to 22.5p (Pg: 78). Earnings per Share As suggested by McLaney and Atrill (1999), earnings per share is the amount of profit that has been earned from each ordinary share. 2009 ( £M) 2008 ( £M) 32.3 (Pg: 78) 49.2 (Pg: 78) From the figures listed above it is clear that the shares for 2009 where only providing an earning of 32.3p as compared to last year which was 49.2p thereby creating a difference of 16.9p. Dividend per Share As suggested by Melville (1999), dividend per share is the amount of dividend allotted for each share for the stock held by the shareholder. 2009 ( £M) 2008 ( £M) 22.5p (Pg: 90) 20.3p (Pg: 90) Even though the earnings per share and the after tax profit as a percentage of shareholders fund where all less M and S was able to provide a decent standard of dividend 22.5p to its shareholders as compared to 2008 which was only 20.3p. This shows that M and S are taking proper steps so as to keep their shareholders happy. Return on Capital Employed As suggested by Weaver and Lunt (2003), this ratio helps those who have invested in the business to analyze the amount of profit the business is making from the utilization of this capital. Return on capital employed = Profit after Tax/ (Total Assets Current Liabilities) * 100 2009 ( £M) 2008 ( £M) [ £506.8 / ( £7258.1  £2306.9)] * 100 [ £821 / ( £7161-  £1988.9)] * 100 = 10.24% =15.87% From this ratio it is obvious that M and S was not able to utilize its capital to the maximum level. In 2008 the company was able to provide a return on capital of 15.87% which reduced to 10.24% as it reached 2009. Evaluation of the profitability of Marks and Spencers Examining the results from the ratio results show each ratio has decreased in 2009 in comparison with 2008. The reasons behind the gross profit ratio decreasing were because the gross profit had decreased by  £340.6m in 2009 (p78). The gross profit had decreased because of the increase of the cost of sales by  £155m (p87). The increase in cost of sales maybe due to the increase in purchases over the year as MS increased their buying by 10 times a year (p28). The reasons behind the pretax profit ratio decreasing were because the pretax profit had decreased by  £422.9m in 2009 (p78). The pretax profit had decreased because of the increase in finance costs by  £67.9m (p78). The increase in the finance costs is due to the increase in interest payable and the increase in the unwinding on the discount of partnership liability to the MS UK pension scheme (p89). The reasons behind the after tax profit ratio decreasing were because the after tax profit had decreased by  £314.2m in 2009 (p78). The after tax profit had decreased because of the exceptional costs being stated (p78). The exceptional costs have occurred were not regular running costs and were due to property related costs, rationalisation of IT and logistic networks and redundancy costs (p88). Income tax was not a problem has it had decreased in 2009 (p78). Internal factors which had an impact on the profitability of MS were: Despite the economic recession sales revenue figures had gone up from the previous year (p78), giving a positive impact on the profitability. The finance costs of interest payable had increased to the previous year (p89), giving a negative impact on profitability. Exceptional costs and the exceptional pension credit during 2009 gave a negative impact on the profitability, as the Group had decided to make changes to the pension scheme (p88). Selling and marketing expenses had been decreased in 2009 (p87) to keep up with a tight budget (p14), this gave a positive impact on the profitability. Income tax paid this year was less compared to last year (p78), but as this was due to a lower pretax profit (p78), it still played a positive impact on the profitability. Finance income had decreased in comparison to 2008 (p78), this was due to the exceptional costs of  £135.9m and the decrease in franchised stores (p86). Profit before property disposals and exceptional items had decreased over the year (p78) and this created a negative impact on the profitability. External factors which had an impact on the profitability of MS were: The economic recession which MS along with other high street retailers had to face (p14), impacted the profitability of MS. Customers were not spending as freely as they would normally, resulting in lower sales figures in some areas and therefore lower profit levels. The pace of growth of MS and its services was slow due to the recession (p5). Due to the recession costs had to be lowered to lure customers (p14) this in result had a negative result on the profitability. The sterling currency rate had decreased in 2009 compared to 2008 (p104). Therefore any foreign business would have been affected by this change, resulting in a negative impact on the profitability. Evaluation of the liquidity position of Marks and Spencers Liquidity ratios are used to show the ability of the company to turn its assets into cash as quickly as possible and to measure the ability of the company to pay of its short-term debts and expenses within the expected time. One of the two main liquidity ratios are Current ratio and Quick ratio. It is always good to have a high liquidity ratio as it show the ability of the business to pay of its debt within the expected time. However if these ratios are too high this means that the business is having too much of current assets which are not used nor utilized as efficiently as required in order to deal with the day to day activities. Retail sector of M and S involves purchasing goods and trading cash on credit from its suppliers and for this reason cash flow statements are included. A cash flow statement is used in order to show the cash inflows and outflows of the business thereby providing a better liquidity assessment for M and S. This in fact helps outsiders to analyze the whether M and S is able to generate adequate cash from its day to day operations. The closing net cash has increased to a great extend from  £117.9m in 2008 to  £298.3m in 2009. Even though during these recession period M and S was able to show a good closing cash figure this in fact shows their ability to manage cash. Decrease in net cash outflow from operating activities from  £966.2m in 2008 to  £596.9m in 2009. (p80) This cash generated from the operating activities enabled them to spent on financial activities. Increase in net cash inflow from operation activities from  £1069.8m in 2008 to  £1290.6m in 2009. (p80) The main reason for such a good cash flow in 2009 as compared to 2008 is because of the cost reduction where ever possible(p1). By analyzing the liquidity ratios of M and S the following findings were found out: The current ratio of M and S operating in retail sector was 0.59: 1 in 2008 and 0.60:1 in 2009. This shows that M and S had 59p in current assets so as to pay of every  £1 worth of current liabilities in 2008 and 60p of current assets so as to pay of every  £1 current liability in 2009 The quick ratio in fact showed that the company had 37p worth of current assets to pay off every  £1 worth of current liability after deducting closing stock for 2009 and 35p for 2008. This in fact shows that the firm is under liquidity due to the fact that the company has fewer assets than liabilities. As already explained above the debt ratio shows how much the company is in liability over its assets. By looking at debt ratio for M and S it has decreased from 0.73:1 in 2008 to 71:1 in 2009 which is good as it suggests that the company was able to pay of its debts within the due date. The gearing ratio in fact measures the proportion of M and Ss long term funds provided by the lenders. By comparing the gearing ratio in 2009 which was 146% to the gearing ratio in 2008 which was 143%, it shows that M and S was able to increase their credit worthiness. Thus by increasing their credit worthiness they are able to gain further loans in ease. Information provided in the report for its users (Nyarko, 2009) Employees Employees provide labor for the company; they need financial information to ensure they have a secure job and are being made correctly. The report has the following information useful for employees: Closure of 26 mostly Simply food stores (p6) Reduce roles across head office by 15% (p15) Cap level of pay increase (p6) Early retirement reductions given (p6) Legal and safety performance improved from 80% to 92% (p14) Opened 75 stores (p15) Plan to open 10-15 stores within two years in the Indian subcontinent (p39) Introduced new development programs tailor made for growing tomorrows leaders (p46) Reinforced lines of communication between management and colleagues at every level (p46) One of the lowest UK turnover rates (p46) Training given across each field (p44) Communication improved using tools like In store listening groups (p47) 44 employees celebrated 40 years working for MS (p47) 40,000 great service awards for staff who have excelled in their role (p47) Over 3,500 elected employee representatives from every part of the business in the MS business involvement groups (BIG) (p47) Decrease of 83.3% on bonuses (p48) Pay for performance to be central for decisions (p62) Employees with disabilities given a full and fair consideration for all vacancies (p75) Increase in wage and salary cost by  £48m (p91) Shareholders Shareholders provide equity for the company; they need financial information to make economic decisions. The report has the following information useful for shareholders: Dividends cut by 20.9% (p1) Adjusted profits down 40% (p2) Largest clothes market share (p2) Clothes value market share decreased by 0.3% (p2) M S direct sales up 19.0% (p19) International growth up by 25.9% (p38) Growth by 15% of the Italian range in the food sector (p7) Kids wear increased market share by 0.6%pts and putting MS fourth in the market (p8) Earnings per share 28.0p down by 35.8% (p14) UK gross margin down 1.7% pts (p14) UK market share clothing and footwear down by 0.5% (p18) Carbon emission down by 18% (p19) Reduction in dividends payout by 33.3% (p49) After tax profit down by 314.2m (p78) Increase in retained earnings by  £20.2m (p79) Management The management is the executive and non executive directors of the company, they need financial information to determine if the company is making good progress or not and to make claims for performance related bonus issues. The report has the following information useful for management: Adjusted group profit before tax down by 40% (p2) 39 out of 100 rigorous commitments as part of plan A achieved (p9) New and old members in management team (p10) Group revenue up by 0.4% (p14) Group capital expenditure down by 38.2% (p15) UK sales down by 1.7% (p14) Operating cost up by 4.9% (p14) Adjusted operating profit down by 29.4% (p14) Profit before tax down by 40.0% (p14) 80% of portfolio into modernized format (p15) UK footfall down from  £21.8m to  £21.6m (p18) UKs fourth largest coffee shop chain (p25) Womens wear value market share down by 0.6%pts (p26) Womens wear volume market share down by 0.8%pts (p26) Lingerie value market share up by 0.4%pts (p29) Lingerie volume market share up by 1.2%pts (p29) Menswear value market share down by 0.4%pts (p30) Menswear volume marker share down by 0.2%pts (p30) Kids wear value market share up by 0.6%pts (p31) Kids wear volume market share up by 0.7%pts (p31) Food value market share down by 0.4%pts (p32) UK home sales up by 1.1% (p35) Customers Customers are those who buy from the company, they need financial information to compare financial information and product quality with other companies. The report has the following information useful for customers: New products and services introduced (p1) Building international portfolio (p1) Improve value without compromising quality (p57) Enticed an additional 200,000 under 35s into store for womens wear (p3) Four menswear brands ranging from  £4 to  £499 (p4) New promotions introduced e.g. dress for less (p6) Marketing cost 8.6% lower (p15) Opened 75 stores (p15) Womens wear and menswear divided up into different brands aimed at different customers (p26-30) Style magazines best shop for lingerie 2008 (p29) Top quality food by watchdog survey (p32) Added new products and ranges to home products (p35) Best new skincare product award (p35) Food to order catering service launched (p36) Remodeled 24 stores (p40) Leeds and Liverpool stores modernized upcoming year (p40) Reduced food carrier bag use by 83% (p43) Meet over 67% of the FSAs salt targets for 2010 (p44) The board supported by different committees to help its governance accountabilities (p50) MS core focus on quality, value, service, innovation and trust (p32-34) Suppliers Suppliers are those who sell to the company, they need financial information to check for credit worthiness of the company against others. The report has the following information useful for suppliers: Net debt down to  £2.5bn from  £3.1bn (p16) Increased buying from suppliers to 10 times a year (p28) Trained 1000 suppliers on ethical standards (p34) 2008 compassion in world farming compassionate supermarket of the year award (p34) Paying farmers a fixed and industry leading price for their milk (p34) Engaged in profitable partnerships (p51) Increase in cash flow levels by  £180.4m (p80) Improved net debt by  £586.9m (p80) Increase in current liabilities of trade by  £96.9m (p79) Continue as going concern (p76) Banks and other lenders Usually banks (or other lenders) provide financial help to businesses by providing money. The main concern of these banks and lenders when deciding to provide money to a business is to make sure the business is capable to keep up interest payments during the course of the loan and eventually repay the loan at the due date. Thus the banks require this financial information so as to analyze the financial position and prospects of the business in order to provide them their loans. The bankers and other lenders require the following information from the report: M and S creditors payment policies. (p75) The profit which has decreased by  £314.2m by comparing 2008 an 2009. This might increase the pressure among the lenders to make the company to return their money. (p78) Decreased noncurrent assets by  £111m, so as to seize the assets in case of non return of the loans. (p79) Current assets and Current liability which have both increased by  £208.1m and  £318m respectively. This would enable the lenders and banks to determine liquidity position of the company. (p79) Consolidated cash flow information, repayment of syndicate banks which has reduced to  £108.1m in 2009. This shows the company was able to deal in 2009 with fewer loans. (p80) The Governments The main reason for the governments to use the financial information of the company is to ensure whether the business is keeping up with their tax payments. The other reasons are to regulate the business and to provide national economic statistics. They are also responsible for preventing the business from any fraudulent acts. The report has the following information important for the government. External auditors report (p77) this enables the government to look at the fairness in the operation of M and S. Deferred tax decreased from  £372.1m to  £225.5m.(p79) Tax Authorities The taxation authorities are responsible for calculating the taxation liability from the accounting report provided by the company. Competitors Competitors may use the accounting information provided by their rivals so as to find ways to improve their own financial position. Due to this reason, usually businesses are keen in keeping their accounting information as private as possible. The General Public The businesses which are big and powerful are of interest to the general public. They usually require the policies of the organization so as to know how these policies would impact the community. The public would also want to know whether the business is running in profit or not. The general public would use the accounting information for the following reasons: Old people would like to know about the pension schemes. (p102) Whether the business operations are affecting climate change. (42) Conclusion Concluding the report the findings show Marks and Spencer have not had very good profitable year in comparison with 2008, with a deduction of after tax profit by 3.51%. This is vastly due to the economic recession which has been an external negative factor for all the High Street shops. Another reason for the deduction in profit levels was due to exceptional costs which incurred during the year. However MS have managed to increase their sales by  £40.1M by investing in their costs. They were able to gain growth in certain market sectors and make 80% of its portfolio into a modernized format. MS achieved several awards for their products and the services they provided during the year, which improved their brand image. MS were able to achieve 39 out of 100 of its commitments made to Plan A, which is a long term project to create an eco-friendly business. Examples of these are the reduction of carbon emissions by 18% and reducing food carrier bag usage by 83%.While MS closed down 26 u nderperforming stores, they managed to open 75 new stores. MS has one of UKs lowest turnover rates, as they were able to celebrate 40 years of working for MS by 44 of its employees. The employees wage and salary costs had been raised by  £48M in comparison with 2008, this shows MS was employing more people and paying their employees fairly. Although there had been a dividends cut of 20.9%, there had been an increase of retained earnings by  £20.2M; this maybe to due to MS retaining income for a rainy day, in the present times of the economic recession, or for further future investment. Recommendations To improve Marks and Spencers overall performance and to create a sustainable going concern business, it should: Continue to treat its employees well and award them for their performance to avoid losing any trained staff and maintain its good employer record. Increase its costs on selling and marketing to make customers aware of new products and services MS has to offer. This is return should compensate for the decrease in this years market share decreases. Research past data along with any future investment plans, to try to predict any exceptional costs which may occur. These can then be prepared for so the profit levels are not damaged to vastly. Continue to create innovative products and services which help to win awards for MS, as they will improve the brand image of the company as well as generate more sales. Think of ways to compensate the losses the shareholders have incurred this say year otherwise they may decide to sell them back. Continue to achieve more of Plan A commitments to try to help the society MS operates in, this in return will also create a stronger brand image for the company. Continue to improve on their cash flow levels, so they always have enough to counter any recession associated problems and do not run into liquidation. Look for niches in each of the market sectors by carrying out market research and create products and services in tune with the market needs, to attract more customers, generate more sales and improve the companys overall profit levels.

Occupational Health And Safety Management Systems Construction Essay

Occupational Health And Safety Management Systems Construction Essay Occupational Health and Safety Management Systems (OHSMS) have been defined by Gallagher as à ¢Ã¢â€š ¬Ã‚ ¦a combination of the planning and review, the management organisational arrangements, the consultative arrangements, and the specific program elements that work together in an integrated way to improve health and safety performance A management system is a set of interrelated elements used to establish the policy and objectives, and to reach these objectives, it includes an organizational structure, planning activities, responsibilities, practices, procedures, processes and resources. The implementation process of a management system adds value to organizational culture since it develops competences related to the planning and execution of activities, prioritizes the capacity of team work and promotes the improved reliability of production systems.According to OHSAS 18001 Occupational Health and Safety Assessment Series (2007), occupational health and safety are conditions and factors that affect, or could affect, the health and safety of employees or other workers (including temporaries and outsourced workers), visitors or any other person at the workplace. An occupational health and safety management system can be defined as part of the organizations management system used to develop and implement its policy and manage its occupational health and safety risks (OHSAS 18001, 2007). The implementation of occupational health and safety management systems has been the main strategy to combat the serious social and economic problem of work-related accidents and illnesses and it can also be used by companies as a factor to increase competitiveness (TRIVELATO, 2002). When an employee is hired by a company, the perception he has regarding the physical and social environment he finds will influence his daily behavior. That is why aspects such as order, cleanliness and personal hygiene are of utmost importance, as is the organization and utilization of space by means of an appropriate layout (BARBOSA FILHO, 2001). OHSAS 18001 Occupational Health and Safety Management System The British Standard BS 8800 (Guide to Occupational Health and Safety Systems), created in 1996, was the first successful attempt at establishing a standard reference for implementing a health and safety management system. It aims at improving the organizations performance in terms of health and safety, providing guidance with regards to how its management should be integrated with the administration of other aspects of company performance. This standard was broadly disseminated throughout the world and adopted in the most diverse industries. It is comprised of a series of elements (requirements); however, it does not establish performance criteria or even specifications on how to design the system. In 1999, OHSAS 18001 was published by the British Standards Institution (BSI). It was elaborated by a group of international entities (BVQI, DNV, LLOYDS, SGS and others), which used BS 8800 as its basis. It was developed in response to the needs of companies to manage their occupational health and safety obligations more efficiently. In July 2007, OHSAS 18001:1999 was replaced by OHSAS 18001:2007, and some alterations were introduced, thus reflecting the experience of 16,000 certified organizations in more than 80 countries (QSP, 2007). OHSAS 18001 aims at providing organizations with elements of an effective occupational health and safety management system that can be integrated with other management requirements and help them achieve their OHS and economic objectives (OHSAS 18001, 2007). It is applicable to every type and size of organization and can be integrated with other management systems (quality, environment and social responsibility) in order to help them achieve their occupational health and safety objectives. As per Figure 1, OHSAS is based on PDCA methodology (OHSAS 18001, 2007). This OHSAS Standard is based on the methodology known as Plan-Do-Check-Act (PDCA). PDCA can be briefly described as follows. Plan: establish the objectives and processes necessary to deliver results in accordance with the organizations OHS policy. Do: implement the processes. Check: monitor and measure processes against OHS policy, objectives, legal and other requirements, and report the results. Act: take actions to continually improve OHS performance Occupational Health and Safety Assessment Series (OHSAS) 18001 provides the mechanism for occupational health and safety management, helps companies in the systematic inspection and measurement of the degree of their suitability, as well as trains employee to understand their role in the health safety system and its improvement. Companies hoping to implement an effective occupational health and safety management system should have a clear understanding of the changes in health and safety laws, as well as potential hazards existing inside the factory. A good understanding could reduce accidents, accident and calamity risks, as well as upgrade the general health and safety risk control efficiency of the company. The study explains the implementation performance and execution procedure of the occupational health safety management system based on actual implementation experience of the occupational health safety management system. Occupational health safety management system establis hment experiences showed that one undergoes eight stages when setting up an OHSAS 18001 compliant health and safety management system execution procedure; namely, preparation, initial review, planning, documentation, implementation operation, checking corrective action, management review, and continuous improvement. 1.0 Preparation Stage Preparatory work and psychological construction are fairly important in the establishment of the occupational health safety management system. Generally, during the initial period of introducing occupational health safety management system into a factory, factory workers already possessed a health and safety precognition, as well as understand that the establishment of the company occupational health safety management system would require their full coordination and support. The primary function of this stage is to foster top executive support and authorization, implementing body organization, and stimulation of personnel recognition. Top executive support and authorization Top executive is the highest authority of the occupational health safety management system, as well as the highest decision making manager of the factory However, prior to setting up system, a factory should obtain the approval and support of its top executive. The occupational health safety management system establishment responsibility and authority should be assigned to the appropriate personnel to integrate internal existing resources and dissolve possible resistance that may surface during the execution process. A specific measure would be to employ a paper or hierarchic order relay method starting from the top factory executive, e.g. chairman, CEO, president, or factory manager, openly making official explanation of the system to the management executives and operators. For instance, holding a Kick-off Meeting or employing other official announcement or publication to notify managers and staff about the establishment of the occupational health safety management system. It is imperative that each individual should understand the companys determination in promoting the occupational health safety management system. Organizing an implementing body Clear-cut scope of individual responsibilities is an imperative essential of a good management system. OHSAS 18001 requires the assignment of corresponding responsibilities to employees, clearing defining their responsibilities, authority, and mutual relationship. The management should provide the resources needed for execution, as well as appoint the suitable management representative. Hence, the organization should have a written document clearly defining the role of each individual in the system to allow each person to understand his/her importance, responsibilities, and authority in the scheme of operations, position in the organization, and the vertical relationship of the management level. The organization might explain to the persons in charge, positions and management level possessing the relevant management responsibilities in the handbook or procedure manual. The regular training and internal communication channels may be used to make each person understand the nature of hi s/her responsibility. As for management responsibilities, aside from total authority delegation, it is also necessary to provide the appropriate resources; e.g. money, manpower, materials, technology, information source. The management representative is the soul of the occupational health safety management system. Pursuant to higher management instructions, he/she is responsible for leading the system to the right path, as well as verifying the right operating responsibilities of the occupational health safety management system and report system execution performance to higher management. Stimulating health and safety recognition of employees Education and training are important tools organizations use to maintain the professional knowledge and skills of employees; especially during the early stage of occupational health safety management system establishment. Education and training are the best means for upgrading personnel skills, stimulating employee understanding of his/her work as well as health and safety effects. A training premise is that the organization should first identify the individuals expose to potential serious health and safety risks to provide a suitable training. Likewise, employees assigned to special jobs should possess adequate educational background, training and experience for the job. Generally, the business sector does not have a clear perception of health and safety, therefore under such deficient information supply, employees could hardly understand their role in the health and safety problems, needless to say take measures to further ensure his/her or another partys safety. The OHSAS 18001 training requirement goes beyond work technology, it also emphasizes recognition upgrade. Factories introducing the occupational health safety management system concept may use education and training as a foundation; when requiring employees to maintain or upgrade their skills, factories should first allow employees to understand correlation between and importance of their work and health safety. Organizations may relay health safety management system requirements to employees through means most suitable to the factory culture. If everyone understands ones role and responsibility in the system, then working under the health and safety effects, one would be able to upgrade ones health and safety performance, as well as gladly coordinate with the health safety management system of the company. 2 Initial review period During the establishment of the occupational health safety management system, initial review of the condition understanding and data compilation work provided the formulation of subsequent or amendment of occupational health safety policies; formulation of objectives and management programs; definition of references for standard procedure documents. Initial review is not part of the OHSAS 18001 certification requirement, however those who have not established their occupational health safety management system in the OHSAS 18002 may use this measure as foundation of subsequent operations. Initial review allowed factories to understand fully the relationship between their internal operations and the safety problems, as well as the safety problems and responsibilities of the factories. The purpose of initial review is to provide a thorough understanding of the health and safety advantages and disadvantages of the organization per se, well as provide a clear-cut direction for the futu re occupational health safety management system. The endeavor is like a medical examination; it is used to understand the health and safety weaknesses and probable improvements inside the factory. The matter of weakness improvement will form the future execution content of future occupational health safety management system execution. Initial review findings are finally compiled into the initial review report by the organization or an appointed person in charge. The report should be able to summarily explain matters under investigation, present a conclusion and suggestions for future to management review and future reference purposes. 3 Framework and planning period Following the completion of initial review and factories development of a general health and safety consensus comes future health and safety policymaking. Framework and planning execution covers the following: defining health and safety policies, setting objectives, organizing health and safety management programs, and formulation of document outline. Defining health and safety policies Health and safety policies manifest the commitment of the top executive, it is also the highest guiding principle of the health safety management system, the force behind the implementation and improvement of the health safety management system, as well as the manifestation of the organizations intentions in terms of health and safety responsibility and performance requirements. Likewise it serves as the standard for future occupational health safety management system establishment and improvement. Prior to the establishment of occupational health safety policies, the top executive should have a full understanding of organizational conditions as well as the hazards and health safety risks resulting from factory operations. The top executive should also have a thorough understanding to determine and manifest adequately intentions and direct future organization direction. Health and safety affairs often existed under a high subjective consciousness; hence the suitability of the he alth and safety policies could determine the success or failure of the occupational health safety management system. During the execution of the continuous improvement process, subjective and objective factors would change with progress; hence for the effective system operation, health and safety policies should be properly adjusted and amended in response to time and space changes. Defining health and safety objectives For effective risk control and reduction, as well as health and safety policy realization purposes, the organization should define health and safety objectives. The health and safety objectives should be able to manifest health and safety policies and be consistent with their objectives. Objectives should be expressed in writing and extend to every relevant management mechanism. Generally, health and safety objectives should be specific and as much as possible be measurable. Regardless which manner objectives are defined, they should focus on the significant hazards as well as health and safety risks of the factory. When formulating the health and safety objectives, in addition to the factory resource, skill and feasibility considerations, it is also imperative to consider the extent of the influence of the health and safety risks. The health and safety policy realization function of the health and safety objectives should also allow the upgrade of the general health and safety perfo rmance, moreover health and safety objectives should be quantifiable as much as possible. Defining the health and safety management program The health and safety management program is defined for the achievement of objectives; hence it should be able to layout the method, time, person(s) in charge, and goals of each department. Primary considerations include: derivation of specific action plans from objectives, clear-cut and flexible responsibility definition of management program executors, timely revisions. Generally, a program is often creates for a single objective and the achievement time of each objective may vary. A factory could consolidate the other programs or plans under implementation for the simultaneous achievement of multiple projected objectives. Since a management program is the bridge between planning and execution, the various execution requirements (e.g. framework and responsibility, operations and document control, communication, inspection, etc.) should be clearly defined to ensure smooth execution. Formulating document outline The primary objective of document outline formulation is to integrate the occupational health safety management system into the existing management system of the company for the realization of occupational health safety management operations. To ensure the proper execution of occupational health safety management system policies, objectives and management programs, integration with the existing system is imperative. Moreover, for the purpose of reducing excessive overlapping management documents, one should prepare the document outline beforehand. The more popular method is to prepare a checklist of existing management documents, may them be ISO 9000, ISO 14001, or other management system documents; then a comparative study with health and safety policies, objectives, and management programs should be conducted. Documents for addition or amendment should be identified then submitted to the departments concerned for preparatory work. The existing document management system of the c ompany may be used as the opener for the internal management system integration to facilitate quality, environment, occupational health safety management system integration. The endeavor would not only boost system operation efficiency, but also reduce the resistance due to the implementation of a new system. 4 Documentation stage What the OHSAS 18001 requires is a complete system managing health and safety affairs, not a bunch of scattered management techniques. Hence, every management method and document regulation of the system should be systematically and documentarily expressed for the creation of a future management system that is written into uniformity. Therefore, document amendment, utilization, maintenance, preservation, and control should be regulated through written rules for utilization and management convenience. Documents should be properly updated, valid, clearly identified, and easily traced for the effective management execution. Every document should be able to reflect work conditions, and duly evaluated by the approving authority. Document compilation, preservation, revision, and retraction should be suit time and place. Generally, one should still refer to the ISO 14001 document control and best options available during the implementation of OHSAS 18001; since the two came from the same or igin and are highly compatible. OHSAS 18001 does not have many documentation procedures; but whatever circumstances are, aside from the procedure, the factory should define the criteria for support based on its requirements. Let us take hazard detection for instance some companies would separately define procedures for the acquisition of relevant documents or methods that would ameliorate management information. In the case of objective definition, the provisions only required organizations to establish documentation objectives, but some companies separately formulated procedures for objective definition, or use a complete procedure to define the steps and precautions necessary for the planning portion. 5 Implementation and operation stage It does not matter what planning objectives were, how perfect planning was, or if planning was effective, what matters is the implementation execution. If policies, objectives, and programs are but matters of propaganda or are regarded as slogans, then their effects could not be optimized and the final planning objectives could never be achieved. In terms of the first health and safety management system established, since initial review was not included in the regular scope of execution of the system, one need not use a specific operating procedure to implement it. Once the health and safety policies have been set, proper utilization of initial review experience could simultaneously establish the document and execution plan procedures. Having completed planning operations, it is imperative to execute plan according to the management program. The relevant procedures, provisions, and operating standards should be established before program execution to avoid implementation difficulties . The more special requirements in the execution of the occupational health safety management system are communication and consultation. Since health and safety affairs are often interlinked and closely related to other parties, it is not just a matter of doing the job well, but one should also exchange opinions with the related groups or individuals whenever necessary. When dealing with internal operations, it is imperative to have two-way communication and consultation channels; when dealing with external matters, a good management is not dependent on ones singular determination. It should be recognized by the external community; moreover, while handling health and safety affairs, the organization should acquire the consensus of interested parties to reduce conflicts and doubts. The organization should be willing to coordinate related safety regulations and control. 6 Checking and corrective action stage It is imperative to continually check system execution trend to keep the health safety management system operating properly; the examination and corrective measures serve this function. The OHSAS 18001 requires system to have at least inspection and measurement procedure, corrective and preventive measures for inconsistent conditions, recording, health and safety management system audit. These features are correlated and could keep system operation within the prescribed parameters of the law and standards.à £Ã¢â€š ¬Ã¢â‚¬Å¡ Inspection and measurement should be realized in daily operations and conducted in line with record management procedures. Records allow the tracing of execution results, so at the event of inconsistent conditions (including false alarm incidents), the authorized personnel should investigate matters as per prescribed procedure to reduce health and safety risks and prevent the recurrence of the same problem. In terms of health safety management system audit, the organization should institute procedure and program control to ensure that system would not deviate from the plan and be efficiently maintained and executed. The audit also provides the management a basis for evaluation. The progress of a health safety management system is due to continuous follow-up and improvement. Techniques employed are health safety management system audit and top executive management review. The purpose of health safety management system audit is to make sure the organization accomplished the job. It is regular conducted by the internal auditor of the factory, who examines whether operations meet the prescribed procedure and standards; whether departments complied with health and safety policies and objectives. The management review aims to ensure that job is done properly and done by the authorized top executive. The audit reports, past records, and inspection results determine whether the next stage of the entire organization and management system will be in the right direction. 7 Management review The completion of the management review marks the end of a PDCA cycle; it means one could prepare official verification. Prior to the official evaluation of the verification personnel, the factory should verify the completion of the following important matters: at least one PDCA management cycle was completed; the appropriate records were retained; all required documents were executed; version has been updated; execution operation records were written and approved as regulated; related supporting documents are attached; related parties have a full understanding of the health safety policies, health safety risks, and objective execution conditions; subcontractors and vendors were included in the health safety management system management; health safety management system audit has been improved (including internal audit or external evaluation); resolution of the deficiencies found during the previous audit, conclusion of management review, or other matters under related procedure e xecution. 8 Continuous improvement stage Introducing a new management system would give rise to problems during implementation. As long as problems are not serious enough to cause system breakdown or failure, improvements could be instituted. Continuous improvement of the system could be effected through management system audit and management review; as such is a basic requirement of OHSAS 18001. Prior knowledge of factors that may lead to possible problems could save manpower and material costs, as well as post-mortem efforts. The factory should maintain such a healthy state of mind when executing the OHSAS 18001, instead of going on a blind pursuit of a piece of certificate, this way, the factory not only alleviates personnel injury and environmental damages, reduce risk, reduce cost, improve factory image, upgrade factory performance through the health safety management system. In the continuous improvement process, the two major mechanisms fostering continuous improvement are health safety management system audit and management review. A planned and full-scale health safety management system audit could locate the common factors and special factors causing the health and safety performance problems resulting from system deficiency. The top executive determines the right direction for the systematic consideration of health and safety problem solutions, as well as the continuous execution of the PDCA logic continuous improvement mechanisms.

The Nature of a Crazy Family in Faulkner’s As I Lay Dying :: Faulkner’s As I Lay Dying

The Nature of a Crazy Family in Faulkner’s As I Lay Dying "My mother is a fish." (p. 79) I think that this statement typifies the entire family. There is something not-quite-right about all of them. Vardeman, as Cora Tull says on page 70, is "outen his head with grief and worry" for his mother. He has confused her with the fish because they both died on the same day. In his child's mind he cannot differentiate between the two. Throughout the novel he refers to his mother as a fish, as on page 196. In this scene, he is looking at the vultures that have gathered over the wagon. Darl and Cash are trying to get Cash's broken leg situated better for the rest of the ride. Vardeman thinks that his "mother is not in the box. My mother does not smell like that. My mother is a fish." Darl is slowly going crazy. He is referred to as being "queer, lazy, pottering about the place no better than Anse" on page 24. However, his true madness is not shown until his monologue at the end of the novel after he has been arrested for burning the barn. Cash believes he did so to try to rid them of Addie's body, but Darl never reveals his motivations. In his final section he seems to be looking in on himself. He refers to his body as Darl, and he asks himself "'What are you laughing at?'" All the answer he gets is "'Yes yes yes yes yes'" (253). Dewey Dell is obsessed with sex and her unwanted pregnancy. Every man that looks at her she looks at with "her eyes kind of blaring up and going hard like [they] had made to touch her" as she does with Tull on page 124. Even in trying to get rid of the fetus, however, she is confronted with sex. She is none the wiser to the wiles of the ‘doctor’ until afterwards when she says, â€Å"’It won’t work [ . . . ] I just know it won’t’† (252). Jewel has some less-than-healthy fascination with his horse. While he frequently beats it about the head, he still refers to it as a â€Å"’sweet son of a bitch’† (13). He was willing to work all night every night for weeks in order to buy the horse, and he disappears for a while when Anse barters it for the new team.

Free Brave New World Essays: Huxley and Shakespeare -- Brave New World

Huxley and Shakespeare "Do they read Shakespeare?" asked the Savage as they walked, on their way to the Bio-chemical Laboratories, past the School Library. "Certainly not," said the Head Mistress, blushing. In Aldous Huxley's â€Å"Brave New World", allusions to William Shakespeare and his works emphasize the contrast between the ""Brave New World"" and the world in Shakespeare's time and even the current time period. Enhancing the work's meaning, the allusions and character's reactions to the allusions reveal the positive and negative aspects of our society today. The main characters in "Brave New World", Lenina Crowne, Henry Foster, and Bernard Marx, live in a futuristic world where babies are mass produced in laboratories and raised to perform various functions in society. In order to assure community, stability, and identity, the basis of their world, these functions must be met and solitary amusements are discouraged. Inferring that reading Shakespeare is entertaining, people in the ""Brave New World"" have "feelies" to amuse themselves instead. To demonstrate the differenc... Free Brave New World Essays: Huxley and Shakespeare -- Brave New World Huxley and Shakespeare "Do they read Shakespeare?" asked the Savage as they walked, on their way to the Bio-chemical Laboratories, past the School Library. "Certainly not," said the Head Mistress, blushing. In Aldous Huxley's â€Å"Brave New World", allusions to William Shakespeare and his works emphasize the contrast between the ""Brave New World"" and the world in Shakespeare's time and even the current time period. Enhancing the work's meaning, the allusions and character's reactions to the allusions reveal the positive and negative aspects of our society today. The main characters in "Brave New World", Lenina Crowne, Henry Foster, and Bernard Marx, live in a futuristic world where babies are mass produced in laboratories and raised to perform various functions in society. In order to assure community, stability, and identity, the basis of their world, these functions must be met and solitary amusements are discouraged. Inferring that reading Shakespeare is entertaining, people in the ""Brave New World"" have "feelies" to amuse themselves instead. To demonstrate the differenc...

Math150 College Algebra Ctu Phase 1 Db2

MATH150-1201A-01 Phase 1 DB2 Part 1 and Part 2-Primary Task Response January, 2012 Part 1 Confirmation of MyLabsPlus login I was able to login to MyLabsPlus with my username and password. Part 2 Primary Task Response 1. I went into the learning lab and in the mathematics section I chose the presentation titled â€Å"Basic Algebra Skills-Real numbers & Algebraic Equations, Exponents & Scientific Notation, Radicals & Radical Exponents, and Polynomials†. I chose this presentation because I felt I needed to remember algebraic equations, exponents and polynomials. I have not had algebra for many years so this presentation was a very good refresher. It reminded me about real numbers and algebraic expressions and square roots. It was good to be reminded about the steps you take in algebra to solve an equation such as: 1. Perform operations within the innermost parenthesis first and working outward. 2. Evaluate all exponential expressions. 3. Perform multiplications and divisions as they occur, working from left to right. 4. Perform additions and subtractions as they occur, working from left to right. Overall the presentation was a very good reminder. I am happy I watched this particular presentation. I definitely will benefit by visiting the learning lab math center because I have not had algebra in many years and I will need the extra help to learn. 2. I would explain to the programmers in my new job that a mathematical expression is a phrase or a sentence fragment with a variable that has to be simplified and has no relation symbol. And that a mathematical equation is a sentence that you solve and has a relation symbol and is a statement that two numbers or expressions are equal. A couple of mathematical examples of the difference between an expression and an equation is: 1. Mathematical expression – 1. z + 2 ? (7 – z) 2. A number is less than five. x < 10. 2. Mathematical equation – 1. 6 =6 2. 15 = 2 + 13 A real life example of when someone would use a mathematical expression is when a car is going a certain mph speed and the driver wants to know how many miles he has traveled after so many hours. A real life example of when someone would use a mathematical equation would be to figure their profit or loss during months of business. 3. I would explain to the programmer that the expression means five x five x five = 125 and not 5 x 3. I would explain that 5 is the â€Å"base† and 3 is the â€Å"exponent† or â€Å"power†. I would show him/her how to calculate it on paper. A real life example where one would use exponents is when one would need to measure square feet, square kilometers or square inches. You might also use it if you need extremely tiny or extremely big quantity results. References Math League Press, (copyright, 1997-2006). Introduction to algebra. Retrieved from http://www. mathleague. com Miller, M. (copyright, 2003 -2012). Where do you need or use exponents in everyday life?. Retrieved from http://www. homeschoolmath. net/teaching/where-need-exponents. php Editorial Board. College algebra. Chapters 1 and 2. Colorado Technical University: Words of Wisdom.

Chapter 1 Essay Apush

The Europeans faced much adversity throughout their long history. When there was a chance to explore the New World they jumped at the opportunity. During this particular time period, exploration opened many opportunities and one of those included power, which motivated the kings of major countries to explore. The Europeans explored the New World in search of gold, glory, and to do it for God; in some cases. Gold was a major factor in bringing the Europeans to the New World. Gold equals money and money equals power, this is the philosophy of most kings to explore the New World.They wanted power and it did not matter how they got that power as long as they got it. In the case of Hernan Cortes, he killed of the Aztec leader, Montezuma, to gain the Aztec’s gold. After the fall of the civilized empires in the New World, the Spanish set up civilized empires which prospered in gold. The Spanish received gold and in turn they also received power. Power motivated most of the countries; Spain, France, England, Portugal, and the Netherlands, to explore and gain the profits.Although gold was not the only reason they explored as much as it was trying to find a new route to India and the Orient. That was the original plan. Once they hit land and discovered it was not India and the Orient, they explored and came across gold and many other riches. Once they were brought back the kings would charter ships and try to gain as much gold, money/power, as they could. After the fall of the Catholic Church and the rise of the monarchies, all of the kings were searching for new ways to show they were more powerful, gold helped with that.Gold was not only a surprising find in the New World, but also a key into the search for power by the kings of the respective countries that explored. Glory was a major factor in bringing the Europeans to the New World. In European life, the oldest son got to inherit everything from the father, so that was the reason for the big craze of having a son. In most cases there was more than one boy and the younger son go nothing and had two major options in life: enter the military or become a member of the clergy. But now there was a third option, travel to the New World and claim land for your respective country.Many of the second sons left and did the third option because it offered them a chance to get something their older brothers would never have, glory. To this day, everyone still remembers that â€Å"Christopher Columbus sailed the ocean blue in 1492†. Even 600 years from then, we all remember his name and he is apart of the curriculum. Glory can be considered a very selfish reason to explore the New World, but it was the motivation behind a lot. To travel across the ocean in this time period was very dangerous and all of the young men were sacrificing their lives to make a name for themselves.Everyone wants to be famous. Glory inspired the young men to explore the New World because it was a fresh start and an opp ortunity to make a name for themselves. God was a major factor in bringing the Europeans to the New World. The Catholic Church collapsed due to the Reformation movement and they lost most of their power. Spain and Francis were still primarily Catholic, so they thought it would be a good idea to explore and set up Christian ministries in the New World in exchange for money and the backing of the Catholic Church.After finding the native people of the lands, they converted them to Catholics and had the Catholic ministries teach them the ways of the Catholic Church. The countries explored in the name of whatever religion they supported. Some of the explorers had no religious preference, they just came because it was an opportunity to get away from all of the fighting of the Reformation and all of the conflict surrounding it. God is a safe haven and if they came for other purposes, such as gold, they could find a safe haven and ask for forgiveness or protection.God offered many reasons a s to why the Europeans decided to explore, whether it be to support the church of their choice or to avoid the conflict altogether. Gold, Glory, and God were the major factors leading to European exploration of the New World in the 16th-17th centuries. Gold brought them power, glory brought them recognition, and God brought them the approval of the church of the country which backed their charter to come explore the New World. Although gold, glory, and God brought the Europeans to the Americas, land was the reason they stayed.