The travel and tourism industry faces challenging as well as exciting opportunities for growth.
Mergers & Acquisitions and Strategic Alliances offer to play an essential role in tapping into new sources of revenues, market share, and innovation.
Acquisitions and Strategic Alliances can empower travel companies to transform because they can give access to technology, disruptive products, and services as well as new areas for expansion, (such as health and wellness, excursions/tours and retail) without the company losing focus on its core competencies.
The program has been designed for executives and business leaders of travel companies who are planning to engage in growth strategies through M&A and/or Strategic Alliances.
C-level executives: CEOs, Managing Directors, Corporate Directors, CFOs, Head of Corporate Finance.
Executives and managers directly or indirectly involved in acquisitions/alliance activities.
Managers with corporate development planning and finance responsibilities.
Senior Executives responsible for Growth, General Counsels, M&A and Capital Markets Directors.
JSF is an educational initiative for the travel industry.
Content: Adapted to the characteristics and challenges of the travel sector.
Expertise: professors are seasoned practitioners in the travel industry who have succesfully implemented M&A strategies and investment bankers and consultants who work closely with travel companies.
Methodology: lectures, case studies, class exercises, role plays and discussion panels.
The scale has become a priority for T&T companies and further consolidation can be expected both as offensive and defensive strategic movement to drive growth, reduce business costs, and keep abreast of technological innovation. Acquisitions and collaborations through strategic alliances, can offer travel companies considerable benefits without the risk of losing focus on their core competencies.
Although M&A has traditionally been the preferred inorganic growth option, the speed of disruption in technology and business models has made strategic alliances increasingly attractive. The session will enable you to look at both options to understand why each has its benefits, and more importantly which works better for your business.
This session offers an overview of a M&A operation and the different steps of the deal cycle.
Once a strategy has been defined, possible targets must be screened, ranked, and a selection made. This session will examine how to avoid costly mistakes, as well as to recognize deal breakers.
The program examines different valuation methods and how the use of technology is now enabling businesses to seek higher multiples.
This session will equip participants with the negotiation skills that will help them obtain the best deal.
This session will focus on how to structure a deal and choose a financing vehicle to maximize benefits. You will also look at how to set up Clean Team, Merger Control Filings, and the fact that Conduct of Business between signing and closing might be restricted per gun-jumping rules.
This session will offer the tools and best practices to integrate both organizations to ensure that growth and synergy objectives are met.
Participants will learn about the power of strategic alliances to generate new business opportunities, enter new markets, acquire new skills and keep abreast of disruptive innovations.
This session will help participants identify the ideal partner after analyzing their corporate culture, business model, risk and innovation appetites, skills, viability and readiness for an alliance.
Once the appropriate partner fit has been found and the structure is designed, the implementation of a strategic alliance is not an easy task. Good leadership and clear management processes are essential to promote collaboration and growth.
This session explores successful strategies to manage cultural differences, especially relevant in long-term alliances.
Participants will examine potential pitfalls that can jeopardize the alliance's success and how to readjust collaboration as circumstances change. The session will also cover renegotiation of terms and resolution of conflicts.
Alex Luzarraga is Vice President Corporate Strategy, Amadeus. Alex has the global responsibility of proposing, aligning and co-ordinating the global strategy of the company. This includes a number of activities from carrying out analysis and studies on specific sectors and companies to execute the right partnerships, ventures and M&A activity. Alex also has the direct responsibility over the company's long term product strategy.
Alfredo Riera is Managing Director, Rothschild. Alfredo has 14 years of corporate finance experience advising on mergers and acquisitions, capital markets transactions (both equity and debt), across a number of sectors and with special focus on energy. leisure, travel and hospitality. Alfredo joined Rothschild & Co in 2005. He previously worked from ABN AMRO and Uría y Menéndez.
Avi Goldberg is Managing Director & Hospitality Lead, Rothschild Avi is global head of the bank's hotels and leisure franchise, covering hotels, tour operators, eating and drinking, gaming and entertaining and has 29 years Investment Banking experience. He has advised on numerous transactions across most sectors including consumer goods, leisure, retail, industrials, financial services, technology and automotive ranging from large complex multi-billion dollar transactions to smaller $100m transactions. Avi began his career as a chartered accountant at Coopers & Lybrand.
Andreas Scriven is Partner and Head of Hospitality & Leisure for Deloitte. He has extensive consultancy and M&A experience across the UK, Europe, the Middle East and Africa. He also sits on the board of directors of STR, the leading benchmark data provider in the hotel industry. He is graduate of Cornell's School of Hotel Administration.
Toni Raurich started his working career in a venture capital firm, he then moved to a product role at Grupo Intercom for 5 years. His most recent role was Head of Ventures at Booking.com. Toni is pursuing a post graduate degree in Statics.
Paul Herrick was appointed Managing Director, Human Resources for EMEA in April 2007, with responsibility for the HR function across the European Markets. Prior to joining Burson Marsteller, Paul was Senior Manager of HR at Amadeus. Paul now runs his own consultancy focusing on cultural changes and transformation within organisations.
Raúl Portela is currently the Co-founder of Chicmobilia, a luxury development company for residential real estate in prime locations across Madrid. He was the Managing Director at Morga Stanley Investment Banking Division, leading the FIG teams in Iberia. Mr. Portela has over 19 years of experience in investment banking and has worked in more than fifty successfully completed M&A and capital markets transactions. Prior Morgan Stanley, Mr. Portela also worked at Deutsche Bank. He holds an MSC in economics at ICADE .
How to Apply: To Apply for the program please send us the complete application form or email us at admissions@jsftraveltourism.com . Upon admission, 20% of the fee must be paid. Full payment is due 30 days before the start of the program.
Guest Speakers: JSF Travel & Tourism School brings together some of the sharpest minds in the industry to discuss the trends, challenges , and future of the travel and tourism industry. Participants receive useful insights from wolrd-class leaders. It is a unique opportunity, to learn about innovative ideas that can be put into profitable action. Key speakers from industry for this program include Amadeus, Hotelbeds as well as Herbert Smith Freehills.


A versatile collection emphasizing the purity of line and its expressive potential as interpreted through glass as a medium. For interior and exterior application. Developed in collaboration with architecture firm Gensler, serving as product design consultant.


Human Resources leaders are a significant source of support and comfort to employees in both their personal and professional lives. HR is a service business, and that service includes helping employees advance their careers and resolving issues between employees and their supervisors.
HR also supports them through some of the most important and momentous events in their lives, including marriage, childbirth, and battling a serious illness.
But too often, routine administrative services, such as answering the same questions over and over again or completing simple transactions, consume the bulk of HR's time.
The key to reducing that administrative workload is training employees to become more self-sufficient and automating more mundane tasks. That's where applying a service management approach can help. Service management simplifies the delivery of routine administrative services, freeing time to focus on high-value activities.
The typical HR organization likely has systems for managing employee data and pay-related activities. However, it probably does not have an automated system for handling employee inquiries and fulfilling requests.
Consider what happens when an employee receives a summons to jury duty: chances are the company still relies on physical paperwork or a string of emails to deal with the employee's request for the time away from work.
Because employee interactions are commonly tracked using emails and spreadsheets, employee requests are often missed or overlooked. Mistakes then happen, creating further frustration and additional work for HR.
With email, there's no easy way to see if a request is stalled or to pinpoint and eliminate process bottlenecks. Similarly, it's hard to analyze and respond to employee needs—for instance, identifying frequently requested information and making sure this is available online.
Manual administrative processes frustrate employees and are a huge drain on HR teams. One recent survey finds that HR employees spend an average of 12 hours a week handling routine employee calls and emails.
The service management approach eliminates those tedious, time-consuming processes. It doesn't just replace email—it transforms how HR engages with employees.
Think of service management as the perfect combination of administrative assistant and project manager. It responds instantly to employee requests, progresses cases, automates repeatable manual processes, and even manages complex cross-departmental activities such as employee onboarding and off-boarding.
Service management never forgets or makes mistakes, always follows up with people so things get done, and lets you know if there's a problem it can't solve. It also shows you where your employees spend their time – so you can optimize resource deployment and maximize productivity.
Service management doesn't replace your current Human Capital Management system—it integrates with it and complements it, giving you visibility and control of the work you probably do mostly via email today.
It also provides that same level of visibility to employees. They can see the status of their inquiries, rather than feeling that their requests disappeared into a black hole soon after they submitted them.
Providing employees with the ability to supervise the progress of their requests significantly reduces the number of frustrated follow-up emails, phone calls and in-person visits to HR, further cutting HR's administrative workload.
Service management starts with the roll-out of a web-based HR portal where employees can find HR information and request HR services. Ideally, employees can access this portal on their work PCs, home computers, laptops, and their smartphones and tablets.
This lets them take control of their basic HR needs—such as benefits enrollment or status change updates. Employees simply choose the actual services they need from a service catalog or search for information in the portal's knowledge base.
When an employee submits a request through the portal, the service management system automatically creates a case and shepherds it through the complete fulfillment process. This includes assigning the case to the right HR expert, automatically routing the case from person to person as each fulfillment step is completed, and maintaining a full case history.
You can also extend this service to other departments. For example, service management systems can automatically set up IT accounts or request office space for new hires as part of the onboarding process.
The service management system drives the end-to-end HR service delivery processes and knows how these processes are performing. For instance, it can automatically tell you when a case is stalled so you can take action.
It also generates a wide range of KPIs and other process metrics—such as how well your team responds to employee inquiries. It can even analyze the types of knowledge-base queries making it easy to identify and fill in any content gaps.
HR professionals choose to pursue a career in HR because they want to help people, not spend their days filing papers, updating spreadsheets and responding to emails. Too often, mundane requests and piles of paperwork interrupt that work, which frustrates them and the employees they're trying to help.
HR is a service provider and can look to the example of its fellow service provider, the IT department. IT has taken the lead in many enterprise efforts to apply a service management discipline to automating the submission and fulfillment of IT help desk requests.
Automating these tasks enables IT to focus on more strategic work that can help the company meet its broader business goals, and better demonstrate IT's value.
A service management approach is the key to HR raising its profile to business leaders by delivering higher-quality services and increased employee satisfaction while simultaneously reducing its own workload. HR can devote its time and expertise to more strategic activities that move its business forward.


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Category Archives: IU Kpop Music News
IU And Her Bodyguard Relationship
December 23, 2017 De De Tillman Blogs, IU aka Lee Ji-eun, IU Kpop Music News, IU's Kpop NewsIU, Singer IUDe De Tillman
Posted:Saturday December 23, 2017 @ 9:03 am PST
IU's Relationship With Her Giant Bodyguard. IU and her bodyguard, Mr. Park, have had an amazing Uncle-Niece style relationship for nearly 6 years now.. and it's impossible not to find them adorable!
Fans started loving IU's bodyguard so much, they became his fans too!
Mr. Park has been her bodyguard since 2011, but started to become famous after fans started noticing him in 2012.
IU and Mr. Park in 2012.
The two are super comfortable with each other and Mr. Park has no problem.
IU Breaks Down During Performance {Watch}
December 22, 2017 De De Tillman Blogs, IU Kpop Music News, IU's Kpop NewsIU andJonghyun, IU Break Down, Kakao's Show Me The KakaoGame, Singer IUDe De Tillman
Posted: Friday December 22, 2017 @ 6:25 p.m PST
CLICK HERE TO WATCH VIDEO AND LISTEN TO IU SING. LEAVE A RELPY
Just a few days after the tragic passing of her close friend Kim Jonghyun, IU couldn't hold back her emotions and started crying while performing on stage.
IU Breaks Down Crying During Performance Because Of Jonghyun
Kakao's Show Me The KakaoGame party, a private event held for their company only. Despite the party being so close to Jonghyun's death, IU tried her best to keep a cheerful smile on the entire time. IU also wore entirely black for her stage, as she was still in the midst of grieving.
IU {Kpop} Hit In The Face
November 28, 2015 De De Tillman Blogs, IU Kpop Music News, IU's Kpop NewsIU Attacked, IU Hit In The Face, IU Kpop HitDe De Tillman
Reblogged By: De De Tillman; Asian Celebrity Re-Blogger
Source:Koreaboo – Pann
Media:Koreaboo – Pann
Posted: Saturday November 28, 2015 @ 5:45 p.m PST
A clip of IU from her recent Shanghai concert has gone viral online after the artist was hit in the face by a water bottle thrown by a fan.
The incident occurred on November 8th while in Shanghai where IU was performing a concert.
During one of the breaks, IU began speaking to her audience and asked her fans if they could hand her a water bottle. In one video, one fan from her right attempted to throw IU a water bottle but came up short on the throw which prompted the singer to ask a fan near the front if they could reach it and hand it to her. But just seconds after, another water bottle is seen hitting IU in the face, thrown from her left.
CLICK HERE TO READ FULL STORY
IU (Kpop) Big September Comeback
August 16, 2013 IU Kpop Music News, K-pop Celebrity News, K-Pop Entertainment NewsIU Kpop, Kpop IUDe De Tillman
Posted: Friday August 16, 2013 @ 1:45 p.m PST
IU will finally be returning to the K-Pop scene this September!
Initially having planned for a July comeback, IU decided to delay her comeback because of her busy filming schedule for the drama "You're the Best, Lee Sooshin." Since the drama will be concluding on August 25, IU will soon have more time to focus on preparing for her new album, which is scheduled to be released sometime mid-September.
Although an exact comeback date and concept have not yet been released, IU recently revealed through her guest appearance on the TV show "Yoo Heeyeol's Sketchbook" that her new album is already nearing the end of the production process and that some of the album's tracks were composed by her.
IU's September comeback will mark the end of a sixteen month hiatus from her musical career; as a result, many fans are excited to know that the singer will soon be releasing some new music. IU's last musical activity was the release of her single "Spring of a Twenty Year Old," which was a special gift for the fans who have supported IU since her debut.
Are you excited for IU's comeback?
Source: Korea Star Daily

redpajama_set_name: RedPajamaCommonCrawl


Excalibur Queen, MihajloJedi, Leeon and 4 others like this.
Discussion in 'Pokécharms News' started by Demelza, Jan 21, 2019.
MihajloJedi, Leeon, Jodie.xox and 1 other person like this.
MihajloJedi, Starry Phantump, Leeon and 1 other person like this.
I like the idea, but pikachu freaks me out. He looks demented. He will haunt my nightmares.


Look at this beautiful, carefully woven, cotton. You'd think this is the product of a master artisan weaving the pattern painstakingly into each square of fabric, and you'd be wrong. Slub cotton is a happy mistake that happens when regular cotton threads are knotted and twisted, forming slubs. The little imperfections make slub cotton lightweight, and give it a texture that's soft but durable.


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Reviews: Mercenary For Justice
Thread starter KROM
I'm Adrian from Romania, president of European Schwarzenegger Fan Club (http://www.globalarnold.com)
Last time when i made a post here was the first review for Submerged last year when it was in tvprimiere on the romanian tv station - PROTV.
Now, they did it again:
http://www.protv.ro/filme/dreptate-si-razbunare
Well we all were dissapointed about his movie career since 99's Exit Wounds.
First i've seen the trailer and it looks like his best movie in years, THE TRAILER WAS ON TV like a promo, now i've seen the movie and i have the same feeling.
I'm happy to say that we're talking about his best made dtv. Why? Because the movie isn't looking low budget, the cinemtography, sound and editing is well well done.
It's something that Submerged failed to deliver.
The locations are great, far better than Asian and Bulgarian ones.
- Unfortunately i was bored because of the action, plot and about Steven's shape (man, looks fat in the suit) but it's still a good movie.
- I want to add that is the first movie with Seagal playing less minutes than usual, he is the main character but with a lot of characters around him.
- Another thing is that the movie feels the R rated, with some violence, and NO stunt man playing for Seagal, but less than 5 minutes fight scenes - aikido by hands.
- The genre of this movie it'snt clear to me..it's a mix between commando/action-thriller.
- Less entertaining than Into the sun and Belly of the beast, but better done than them.
The conclusions: A step forward, a sign that he should make movies with at least $20 Mil budget and he can make far better than this one if he'll stop making 5 movies per year...
That's all folks!
super merci krom pour l'information je pense que ca va etre un magnifique film steven seagal et genial
peace love respect
SimonLustenberger
You are a lucky guy man. Could you put the trailer on the web? It would be pretty cool. Pleeeeeeeeeeeeeeeeeeeease
suziwong
Thank you sooooooooooo much please put Adrian !!!
Read the edited post
Thanks Krom.
jhogan
That's interesting because this was one of two movies he was sued over for failing to show up, wasn't it ? Leaving early with filming incomplete, leaving the script in shambles & the producers drastically reducing the budget.
Maybe they were able to splice together lots of other good movies to make this one look good, like they attempted with the other one.
Or maybe it is better BECAUSE Seagal was no longer involved in it because of the suit, etc....
SweetChinMusic
big gulps huh
doubt it, KROM is crazy
No, i think it was a problem with my english:
1. He's playing from the begining to the end, but the action is not focused on him exclusively.
2. About the suit, i wanted to say the he's dressed in costume, with tie and he still looks pretty fat!
KROM said:
what's the story of the movie? and could you name the 2 biggest action scenes?
Thank you for the review! But I have a important question: were there any voice-dubs?
The begining of the movie, i mean the beatle, it looks like black hawk down style with real (no cgi) tanks and strong machine guns and the end of the movie wish is kinda schwarzenegger style.
Another great thing is there's no stupid and cheap visual effects.
SweetChinMusic said:
And no voice dubbing from Mr. Seagal?
hofmae
That sounds absolutely brillant
Schwarzenegger Style
hofmae said:
Indeed Hofmae...
I hope it's like the ending of the Schwarzenegger-movie "Commando"! Just awesome! Ha ha.....I'm so excited for this movie now! I want to see the trailer!
The end it's like Schwarzenegger's Eraser style And there's no voice dubs or any other mistakes from the past movies.
That's also very cool! Do you guys remember that rail gun in that movie....
I'm sorry KROM, but I have to ask you again. I really would like to know if there's any voicedubbing in "Mercenary For Justice". Do you hear Seagal's own voice the entire movie?
By the way, thank you for all your answers this far!!
The end it's like Schwarzenegger's Eraser style
Oh my god... Thats ****ing awesome!
seagalfan128
If KROM is telling the truth, I'm lookin' foward to this bad boy.
Man, I hope this is for real. It got my hopes up, hopefully it'll deliver...


Hey guys I use to be rooted and I used towel root. Well in order to get lolipop I have to accept this fix from Verizon that is a OTA. Everytime I try to update it goes half way and then the android guy pop ups and says error. My phone boots back up and says unsuccessful.
How would I get past the stupid OTA from Verizon that is holding me back or should I wait Lolipop its more stable?
UPDATE! 2/3/2015 3:02 AM I did the Verizon upgrade software assist and it forced my phone to upgrade from 4.4.2 to 4.4.4! It feels great to fix things on my own. Started at 1:55 am and ended at 3:01 am. Longest wait of my life.
Lollipop works great on my phone. Glad I did the upgrade. Phone is faster and smoother than KitKat. And I love the Smart Lock feature. I set up my Martian watch as a trusted device and it works great. Definitely glad that I wasn't afraid, like some, to take the plunge.
Cannot select SD root due to documents app crash after the lollipop update.


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International Day Of Dance free film screening
See info here
To celebrate International Day Of Dance on April 29th the award winning short documentary Dancing Around The World will be available for anyone to view it for free starting on April 29th at 12 am CDT for three days until May 1st on Youtube here https://youtu.be/pt5AFemaBVE
Dancing Around The World (DAW) is a 20 min short style documentary about why and how people from around the world move and dance. From April 2015 through April 2016, videographer Enki Andrews and choreographer Nejla Yatkin collaborated with local community leaders to bring dance to the people. Throughout the journey, choreographer Nejla Yatkin taught local dancers a movement process to create site-specific performances within a public space of a city.
"DAW" documents the journey through Colombia, Peru, Chile, El Salvador, Honduras, Finland, Germany, Turkey, Italy, France, Tunis, Kenya, Madagascar, India, Japan, Philippines, Taiwan, and Australia.
The film includes poetically interwoven interviews with studio practices, responses of participants, dance rehearsals, public performances, and other footage capturing the unique environments and cityscapes of 20 countries.
Nejla Yatkin (Director/Choreographer)
Enki Andrews (Director/Editor)
Robert Novak: Sound composer
Nejla Yatkin:
Award-winning and critically acclaimed choreographer and dancer, Nejla Yatkin, is a recent Drama Desk Award Nominee and 2019 Chicago Dancemakers Lab Award. Nejla hails from Germany, bringing a luminous, transcultural perspective to her creations. Her focus is regularly drawn to the role that memory and history serve in constructing identity, causing and resolving conflict, and transforming cultural tensions into deep, authentic revelations of human connection. A recipient of the 2008 Princess Grace Choreography Fellowship Award, Nejla was subsequently awarded a 2009 Special Project grant as well a 2015 Princess Grace Works in Process Award as Artist-in-Residence at the Baryshnikov Art Center. For more info visit www.ny2dance.com
Enki Andrews:
Enki is a Chicago-based multimedia, interactive artist experimenting with physical phenomena to discover how humanity views itself in light of our finite human perceptions and how expanding those reflections enhances our self-awareness. Initially inspired by "technology" artists such as Eadweard Muybridge, Alfred Stieglitz, Chuck Close, and United Visual Artists, Enki began working as a photographer in 2000. His arts pieces have been exhibited at New York Figment, Nuit Blanche New York and at Monitor Digital Festival. His photography has appeared in the Huffington Post and the Washington City Paper. The film, Dancing Around the World, created with collaborator Nejla Yatkin, was awarded the 2018 Silver Palm Award for Documentary Short Film by the Mexico International Film Festival. For more info visit syncord.com
"Ms. Yatkin is a magician, telling tales and creating worlds
with understated images. She is behind more
than choreography." - New York Times
© 2021 Nejla Yatkin Dance


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Neil Armstrong's Family, NASA Remember First Moonwalker
Apollo 11 Astronauts Michael Collins, left, and Buzz Aldrin talk at a private memorial service celebrating the life of Neil Armstrong, Aug. 31, 2012, at the Camargo Club in Cincinnati. Armstrong, the first man to walk on the moon during the 196 (NASA/Bill Ingalls)
Members of the U.S. Navy Ceremonial Guard from Washington, D.C., present the Colors during a memorial service celebrating the life of Neil Armstrong, Friday, Aug. 31, 2012, in Cincinnati. Armstrong, the first man to walk on the moon during the (NASA/Bill Ingalls)
The late astronaut Neil Armstrong, first man on the moon, was memorialized in ceremonies around the country on Friday (Aug. 31).
Armstrong, 82, passed away Aug. 25 due to complications resulting from cardiovascular surgery, which he underwent earlier this month.
In July 1969, Armstrong commanded Apollo 11, the first manned lunar landing mission. His first words upon setting foot on the moon were, "That's one small step for (a) man, one giant leap for mankind."
Armstrong's family, together with invited guests including the first moonwalker's fellow astronauts and the leadership of NASA, gathered at the Camargo Club in Cincinnati for a private memorial service on Friday morning.
The family's service was strictly invitation-only and closed to the press. The guest list was not released, but among those in attendance were Armstrong's two Apollo 11 crew mates Buzz Aldrin and Michael Collins, as well as Apollo astronauts Bill Anders, Dick Gordon, Jim Lovell and Gene Cernan. Mercury astronaut and former Ohio Senator John Glenn also attended with his wife Annie.
Senator Rob Portman (R-OH) eulogized Armstrong, as did the astronaut's two sons Eric ("Rick") and Mark, and Piper Van Wagenen, one of Armstrong's 10 grandchildren.
"Today, we pay tribute to a pioneering American; an explorer, a patriot and an individual who, with 'one small step,' achieved an impossible dream. Family, friends and colleagues of Neil's gathered to reflect on his extraordinary life and career, and offer thanks for the many blessings he shared with us along the way," said NASA Administrator Charles Bolden in a statement. "A grateful nation offers praise and salutes a humble servant who answered the call and dared to dream." [Neil Armstrong Memorial Service (Photos)]
U.S. Navy F/A-18 jets flew overhead in a "Missing Man" formation at the end of the service in honor of Armstrong's service as a naval aviator.
National remembrances
According to NASA, planning is underway for a national service to be held Sept. 12 in Washington, D.C., although no other details have been released.
In the meantime, two NASA centers held public tributes on Friday.
The U.S. Space & Rocket Center, the visitor center for NASA's Marshall Space Flight Center in Huntsville, Ala., hosted a ceremony around its 363-foot tall Saturn V rocket display, launching red, white and blue balloons in memory of Armstrong. Present were astronauts Owen Garriott, Jan Davis and Fred Leslie.
The Kennedy Space Center in Florida also met around its moon rocket exhibit at the Apollo/Saturn V Center, where center director Robert Cabana led the remembrance.
President Barack Obama ordered flags be flown at half mast on the day Armstrong is interred, although when that will occur and where the late moonwalker will be laid to rest is not yet public.
Wink at the (blue) moon
Earlier this week, the Armstrong Air and Space Museum in the astronaut's hometown of Wapakoneta, Ohio held a public tribute, where attendees gathered to "wink at the moon," a gesture first suggested by Armstrong's family.
"For those who may ask what they can do to honor Neil, we have a simple request. Honor his example of service, accomplishment and modesty, and the next time you walk outside on a clear night and see the moon smiling down at you, think of Neil Armstrong and give him a wink," the family said in a statement.
In a coincidental bit of cosmic alignment, Friday is a "blue moon," or the second full moon of the month.
More tangible tributes are underway on television and in print.
The Discovery Channel is set to air "One Giant Leap: A Neil Armstrong Tribute," a new one-hour documentary, on Saturday at 8 p.m. EDT. The program includes footage from Armstrong's final public appearance and interviews with Apollo 11 crewmates Aldrin and Collins.
And Easton Press, which specializes in limited edition, leather-bound books, has partnered with LIFE magazine to publish a special 96 page photo retrospective. The book, "Neil Armstrong, 1930-2012," is set for release in October.
Armstrong's family has established the "Neil Armstrong New Frontiers Initiative," a memorial fund benefiting the Cincinnati Children's Hospital Medical Center. They have asked that in lieu of flowers, memorials be made to the Initiative, or to two scholarship funds setup in Armstrong's name by the Telluride Foundation and by the American Institute of Aeronautics and Astronautics (AIAA).
For more information about the Neil Armstrong scholarship and memorial funds, see neilarmstronginfo.com.
This story was updated at 4:40 p.m. ET.
Follow collectSPACE on Facebookand Twitter @collectSPACEand editor Robert Pearlman @robertpearlman. Copyright 2012 collectSPACE.com. All rights reserved.


Get your spring sales season off to a start with the Rancho "Wheel 'n & Deal 'n" Offer, featuring so many choices, you won't be able to pass it up!
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The Rancho "Wheel 'n & Deal 'n" Offer is a mail-in offer. For each qualifying purchase referenced, you receive the specified Visa Prepaid Card Value. Offer is valid only for qualifying products. Upon fulfillment of offer requirements, Tenneco will forward consumer a Visa Prepaid Card in the amount for which consumer is eligible through qualifying product purchases.
1.Authentic dated sales receipt (copy or original) with business identification verifying the purchase of the qualifying products. The purchased product part numbers must be identified on the sales receipt. Qualifying purchase amount does not include installation, Labor costs, or taxes, and offer is good only on qualifying products. Offer does not apply to transactions when product is being placed under warranty.
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Offer valid only in the U.S.A. Offer open to individuals; requests from groups, clubs or organizations will not be honored. Void where prohibited, taxed or otherwise restricted. Consumer should allow 8-10 weeks for processing of paperwork and delivery of Visa Prepaid Card from receipt of offer form and required proof-of-purchase. Fraudulent submission could result in federal prosecution under mail fraud statutes. Purchase , sale or trade of any offer requirement is prohibited.
This is a mail-in offer. Restrictions apply. Offer may not be combined with any other discount, offer or rebate. Offer limited to one (1) household. Please contact your Automotive Customizers representative with additional offer questions.


From a strength of 3 persons onwards, members of the Council may form a party group within the Council As a rule, these are the members of a political party. Groups that do not reach party group strength may joint to form so-called Council groups.
The party group members support each other in their opinion-forming process and utilize the knowledge and experience of their colleagues within the group. To this extent, party groups play an important role in the will-and-decision finding process. Party group status also confers various rights.
For the organization of such work, party group offices have been set up to provide support to Council members in the execution of their mandate, organize exchanges of information and views, and prepare motions and submissions. In this way, they facilitate the work of the Council.
Party groups receive for their activities a financial budget from the city in accordance with the number of their members.


Why don't some home inspectors go on the roof? There are no requirements in the standards of practice of the national associations for home inspectors for climbing on the roof. Those inspectors who do are usually trying to get up close and personal with any issues they believe are affecting the roof. It's a personal decision, and it's rare to see any home inspector walk roofs that are steeper than a 6-in-12 slope.
Walking the roof can involve insurance and legal issues if the inspector has employees or permits the customer or realtor to climb onto the roof. Anyone could get hurt. OSHA (the federal job safety agency) rules clearly state that the home inspector is not to work at more than 6 feet off grade without a proper harness installed by a trained technician. Insurance companies support the criteria of OSHA, so in the event of an accident to a customer or realtor, it would be very unlikely that an insurer would pay a claim.
If They Don't Go Up, How Do They Inspect?
Inspection from the ground using binoculars is very effective. The type and condition of the roof surface can largely be seen from the ground. A good pair of binoculars helps inspectors get a close look at details, such as the flashing around chimneys and the use of chimney crickets.
Inspecting the roof from a ladder is another effective way to judge its condition. Gutters, the life expectancy of the roof, number of layers, and condition and location of fasteners can all be seen from a ladder. Number of layers can also be assessed by examining the shingles on the rake edge. One of the newest and increasingly popular methods for inspecting a roof is by drone.
Home inspectors simply need to make sure their report on the roof is accurate and clear, and they'll have no need to walk a roof—even if they think the homeowner is expecting it.
If you like the idea of searching out problems to make sure home buyers are aware of what they're purchasing, consider becoming a home inspector. Even if you have a fear of heights, you can do this. Check out our home inspection education offerings here.


Andrew McKenzie investigates how the innate and adaptive arms of the immune system protect the body from infection, but can also lead to inappropriate inflammation and pathology. He has defined and characterised how cytokine networks orchestrate the cellular response to pathogens and how dysregulation of these regulatory pathways can lead to diseases such as asthma and allergy.
His identification of the cytokine interleukin-13 and the subsequent unearthing of its central role in allergic asthma led to his discovery of type-2 innate lymphoid cells (ILC2). These cells secrete large quantities of cytokines and represent a new therapeutic target for intervention in inflammation and infection.
Andrew was elected as a Fellow of the Academy of Medical Sciences in 2011.


text:
Lifting operations and lifting equipment
From OSHWiki
▼ Construction
Introduction to "Migrant workers"
Risk factors for musculoskeletal disorders in manual handling of loads
Construction safety risks and prevention
Demolitions and dismantling
Health in the Construction Industry
Psychosocial issues in construction
Mozgásszervi betegségek kockázati tényezői kézi anyagmozgatásnál
Marjolein Douwes, TNO
2.1 Lifting operations
2.2 Lifting equipment in construction
2.3 Lifting accessories
2.4 The load
3 Risks associated with lifting operations
3.1 Risks of manual lifting
3.2 What makes manual lifting hazardous?
3.3 Hazards of using lifting equipment
4 Ensuring safe and healthy lifting operations
4.1 General requirements
4.2 Risk assessment of lifting operations
4.3 Preventing OSH hazards at the pre-build phase
4.4 Risk reduction of manual lifting
4.5 Requirements when using lifting equipment
4.6 Planning the lifting task
4.7 Requirements for lifting equipment
4.8 Requirements for lifting of personnel
4.9 Maintenance and inspection
4.10 Reports and defects
6 Links for further reading
Lifting operations are inherent to many occupations in the construction industry. They can be performed manually or using lifting equipment. Both manual lifting and mechanical lifting operations can put construction workers at great risk of injury or health symptoms causing sick leave or disability. The costs of accidents and ill health related to lifting operations, are immense. This article describes the risks associated with lifting operations in the construction industry and measures to reduce these risks.
Lifting operations
A lifting operation is an operation concerned with the lifting and lowering of a load. A load is the item or items being lifted which could include a person or people. A lifting operation may be performed manually or using lifting equipment. Manual lifting, holding, putting down, carrying or moving is often referred to as 'manual handling of loads' [1].
Lifting operations in construction occur during transportation of material from the storage place to the place where it is being processed, and during the processing of materials. A load includes any material or people that are lifted or lowered by lifting equipment.
Lifting equipment in construction
Lifting equipment includes any equipment or machinery used at work for lifting or lowering loads or people, including accessories and attachments used for anchoring, fixing or supporting the equipment [2]. There is a wide range of lifting equipment in the construction industry. Typical examples are:
A hoist: is a device used for lifting or lowering a load by means of a drum or lift-wheel around which rope or chain wraps. It may be manually operated, electrically or pneumatically driven and may use chain, fibre or wire rope as its lifting medium.
A crane: is a type of machine, generally equipped with a hoist, wire ropes or chains, and sheaves, that can be used to lift and lower heavy materials and to move them horizontally. Different types that can be found in construction are:
A tower crane: is a balance crane that consist of the same basic parts. Fixed to the ground on a concrete slab, tower cranes offer height and high lifting capacity. The base is then attached to the mast which gives the crane its height. The mast is attached to the slewing unit (gear and motor) that allows the crane to rotate.
Telescopic crane: has a boom that consists of a number of tubes fitted one inside the other. A powered mechanism extends or retracts the tubes to increase or decrease the total length of the boom. These types of booms are highly adaptable, are often truck mounted and used for short term construction projects.
A mobile crane: is a cable-controlled crane mounted on crawlers or rubber-tired carriers or a hydraulic-powered crane with a telescoping boom mounted on truck-type carriers or as self-propelled models. They are designed to easily transport to a site and use with different types of load and cargo with little or no setup or assembly.
All terrain crane: is a mobile, truck mounted crane with the necessary equipment to travel at speed on public roads, and on rough terrain at the job site using all-wheel and crab steering.
A crawler crane: is a crane mounted on an undercarriage with a set of tracks (also called crawlers) that provide stability and mobility. They need little set-up and can travel with a load but are very heavy and cannot easily be moved from one job site to another.
A power shovel (also stripping shovel or front shovel or electric mining shovel) is a bucket-equipped machine, usually electrically powered, used for digging and loading earth or fragmented rock and for mineral extraction conveyor systems.
A telescopic handler, or telehandler, is a type of crane, with the versatility of a single telescopic boom that can extend forwards and upwards from the vehicle. On the end of the boom several attachments can be fit, such as a bucket, pallet forks, muck grab, or winch.
A fork lift truck is a powered industrial truck with hydraulic lift system and forks to pick up and transport materials.
Lifting equipment for lifting people:
An aerial work platform, elevating work platform, or mobile elevating work platform (MEWP), is a mechanical device used to provide temporary access for people or equipment to inaccessible areas, usually at height. There are distinct types of mechanized access platforms and the individual types may also be known as a "cherry picker" or a "scissor lift". They can be vehicle-mounted, self-propelled or trailer-mounted.
A passenger lift or passenger hoist or construction elevator is commonly used on large scale construction projects, such as high-rise buildings to transport persons.
Lifting accessories means a component or equipment not attached to the lifting machinery, allowing the load to be held, which is placed between the machinery and the load or on the load itself, or which is intended to constitute an integral part of the load and which is independently placed on the market; slings and their components are also regarded as lifting accessories [3]. These accessories include amongst others chains, ropes, slings, shackles, eyebolts, lifting/runway beams, lifting frames and vacuum lifting devices.
The load
The load includes any material and people (or any combination of these) that is lifted by the lifting equipment. Loads are often provided with permanent or semi-permanent fixed or attached points for lifting. In most cases, these are considered to be part of the load. Examples of loads include:
loose bulk materials
sacks, bags, pallets and stillage's
discrete items (such as a large concrete block)
machinery and any permanently attached lifting eyes
a skip and the lugs fixed to its side.
Risks associated with lifting operations
Risks of manual lifting
Though decreasing lately, the rate of workers in the EU-27 that report carrying or moving heavy loads, is still high, i.e. approximately 35 % [4]. The physical load from manual lifting in the construction industry has been reported extensively [5][6]. Examples of jobs in the construction industry with manual lifting tasks are: scaffolding, bricklaying and processing plasterboard. Manual lifting tasks with high loads or frequencies may induce musculoskeletal disorders (MSD), e.g. low back pain. According to the European Working Conditions Survey 36.5% of the construction workers reported work related back aches [4]. In addition, acute trauma such as cuts or fractures due to accidents may occur from manual lifting task.
What makes manual lifting hazardous?
There are several risk factors that may increase the occurrence of injury from manual lifting [Ergonomics | musculoskeletal disorders | Risk factors for musculoskeletal disorders in manual handling of loads]. These factors are related to the different characteristics of the load, the task and organization of the work, the work environment and the worker [7]:
The load, which may be:
too heavy - There is no exact weight limit that is safe. A weight of 25 kg is heavy to lift for most people, especially if the load is handled several times in an hour
too large - if the load is large, it is not possible to follow the basic rules for lifting and carrying — to keep the load as close to the body as possible; thus, the muscles will get tired more rapidly; moreover, the shape or size may obscures the worker's view, thus increasing the risk of slipping, tripping or falling
unbalanced or unstable objects or if the contents can move make it difficult to hold the center of gravity of the load close to the middle of body; this leads to uneven loading of muscles and fatigue; moreover, liquid causes uneven loading of the muscles and sudden movements of the load can make the worker lose their balance and fall
difficult to grasp: this can result in the object slipping and causing an accident; loads with sharp edges or with dangerous materials can injure workers. Gloves usually make the grasping more difficult than with bare hands. Providing the objects with handles or using aids for gripping (e.g. when carrying plate material) reduces the load on the worker.
The task and organization of the work, if it requires:
awkward postures or movements, e.g. a bent and/or twisted trunk, raised arms, bent wrists, over-reaching
a high frequency or repetition with insufficient recovery periods;
a high rate of work, which cannot be influenced by the worker
unstable loads or loads handled with the body in an unstable posture.
The work environment, if it has:
insufficient room, in particular vertically, to carry out the activity; this may lead to awkward postures
uneven floors, thus presenting tripping hazards, is unstable or is slippery in relation to the worker's footwear
bad position of the load or work place design, causing reaching with the arms, bending or twisting the trunk and elevated arms yield high muscular force
variations floor levels or in working surface, requiring the load to be manipulated on different levels
unsuitable temperature, humidity or ventilation, making workers feel tired; sweat makes it hard to hold tools, meaning that more force must be used; cold can make hands numb, making it hard to grip
insufficient lighting, increasing the risk of accidents, or force workers into awkward positions to see clearly what they are doing.
Individual characteristics, such as:
lack of experience, training and familiarity with the job
age: the risk of low back disorders increases with age and with the number of years at work
physical dimensions and capacity such as height, weight and strength
prior history of musculoskeletal disorders, in particular back disorders.
Moreover, manual handling of heavy loads can cause injuries if the load suddenly hits the worker or causes slipping or falling. Handling of smaller loads for a long time without rest can result in fatigue. For a tired person loads can become too heavy after hours of handling, resulting in faulty movements, and the risk of injuries and disorders will increase.
Hazards of using lifting equipment
The hazards: associated with the use of lifting equipment in construction are:
Hazards related to the loads, e.g. crushing due to impact of moving objects or loads falling from vehicles because they are not slinged properly or the wrong type of slings were used
Hazards from moving vehicles or collapsing structures [Safety | Workplace transport | In house transport and handling], i.e. cranes falling over because of improper fixation or strong wind, unsafe loads, loads exceeding the safe weight limits, trapping/crushing risk in the use of MEWPs while working at height, falling from height , limbs or bodies caught in machinery
falling from lifting platforms or being crushed when the platform moves
musculoskeletal hazards related to force exertions, poor working postures and/or repetitive work
hazards related to poor environment that may interfere with communication between workers or concentration needed for the task (noise) or cause sweaty, slippery objects (heat, poor ventilation)
Contact with overhead electrical cables.
Possible causes of these hazards may be: poor mechanical design (breaks in use, not powerful enough, components fracture or malfunction), poor workplace design, malfunction of the (manual, mechanical, electronic) signaling system, not using the proper equipment for the purpose or misuse (not using as designed, e.g. the load was too heavy), loads insecurely attached, poor maintenance (breaks or emits noxious gases) or untidy workplace, human error when operating machines or erecting scaffolding.
Ensuring safe and healthy lifting operations
All employers have legal duties to fulfil in their Member State, based on European Directives, to prevent harm to workers. The most important directives regarding lifting operations and lifting equipment in construction are:
89/391/EEC - the "framework" directive, that sets out the basic requirements for workplaces [8].
2006/42/EC – the machinery directive, including: interchangeable equipment, safety components, lifting accessories, chains, ropes and webbing, removable mechanical transmission devices and partly completed machinery [9].
90/269/EEC – the manual handling directive, on the minimum health and safety requirements for the manual handling of loads [10].
95/63/EEC - on the use of work equipment [11].
92/57/EEC - on the minimum health and safety requirements for temporary and mobile construction sites [12].
Preventive measures follow the general principles of prevention in the Council Directive 89/391/EEC concerning health and safety at work. Employers, with project supervisors, must cooperate and protect workers' health and safety. At temporary and mobile construction sites the project supervisor nominates a site coordinator who is responsible for (the coordination of) health and safety.
Risk assessment of lifting operations
Employers are required to assess the health and safety risks that their employees face and to reduce these risks to an acceptable level. In short, an effective risk assessment should comprise the following steps:
Identify hazards and those at risk Think about the work that is done and identify what may cause or increase the risk of work related musculoskeletal disorders. Involve the employees in this process. With respect to lifting operations and lifting equipment the risk assessment should focus on the risk factors that have been described before. Think about everyone who may be hurt by each hazard. This means not just employees, but also contractors, self-employed persons, and members of the public. Specific attention should be paid to young and older workers. Consider the causes of the identified hazards.
Evaluate and prioritize the risks Evaluate the risk for each hazard, which means calculating the probability of harm to occur and how severe the health effect may be. Prioritize the risks based on the exposure, the probability and the severity of the effect.
Decide on preventive action If health risks do exist develop a plan of action for risk reduction. Check whether the hazard can be removed completely, whether the risk can be controlled, if protective measures can be taken to protect the whole workforce or if personal protective equipment is needed to protect workers if a risk that cannot be adequately controlled by collective preventive measures.
Take action Prioritize preventive and protective measures and specify short and long term actions. Specifying who does what and when, when a task is to be completed and the means allocated to implement the measures.
Monitor the risks, and review preventive measures. Evaluate, on a regular basis, to see if the risk has been reduced to an acceptable level and if new risks have emerged. Decide if further action should be taken.
Specific tools are available for risk assessment at constructions sites, of manual handling [13][14].
Preventing OSH hazards at the pre-build phase
Health and safety should be designed into constructions, before, during and after the building phase [15][16]. Architects should be made aware of the potential hazards of their design and improvements that can be made by avoiding the need for manual handling. Contractors, clients, and suppliers can encourage good practice standards to be fully implemented. The risks to construction workers can be avoided before work starts on site by:
putting in place a purchasing policy for machinery and work equipment, for example, buying equipment that meets the health and safety requirements
setting health and safety requirements in tender specifications (meeting national legislation as a minimum)
planning the work process to minimize the number of workers who could be harmed
starting control activities before getting to site, e.g. by planning, training, site induction and maintenance activities
ensuring all persons, including managers, are trained and able to carry out their work without risk to the safety or health of themselves or other workers. The drivers and operators of vehicles and earth-moving or materials-handling equipment should be trained and physically fit.
Risk reduction of manual lifting
The minimum health and safety requirements for the manual handling of loads are given by the European Union Directive 90/269/EEC [17], which is transposed into law in all EU Member States. The directive requires employers to use the appropriate means to:
Avoid the need for manual handling of loads by workers;
Take the appropriate organizational measures to reduce the risk if manual handling cannot be avoided;
Ensure that workers receive adequate information on the weight of a load, the center of gravity or the heaviest side when a package is unevenly loaded; and
Ensure proper training and precise information on how to handle loads correctly.
In practice, the following prevention measures can be taken [7] hierarchy of prevention and control measures, strategies to tackle musculoskeletal disorders at work:
Risk elimination — consider whether manual lifting operations can be avoided, for example by using powered or mechanical handling equipment. The use of a crane on site enables it to be always available for use, such as taking delivery of materials.
Risk reduction by technical measures: if manual lifting cannot be avoided, consider if lifting loads can be reduced, e.g. by using light materials or supplying materials in smaller bags? If that is not the case consider if lifting equipment can be used and which device would be preferable with respect to safety and health aspects and costs. Ensure that the lifting equipment is ergonomically well designed and well maintained.
Risk reduction by workplace measures: improve workplace conditions to reduce the risk, e.g. by planning the storage of building material close to the place where it is being processed and by keeping the work site clean and without obstacles to reduce the risk of slip injuries during manual handling. Ensure that materials that need to be lifted manually are positioned in a way that limited bending or reaching is needed.
Risk reduction by organisational measures such as reducing the physical task demands such as frequency and duration of manual lifting operations, e.g. by introducing job rotation and the introduction of breaks.
Inform the workers to increase their awareness of risk factors present, how to recognize and avoid unsafe working conditions and the consequences of not avoiding them. Furthermore, workers have to be trained in using the safe and healthy working methods.
Requirements when using lifting equipment
The Employer is responsible for ensuring that lifting operations within his scope of work are carried out safely safely and must identify one person to be in control of the lifting operation. The employer shall ensure that every lifting operation involving lifting equipment/accessories is properly planned by a competent person, appropriately supervised and carried out in a safe manner. To ensure this, he should:
nominate a competent person who is suitably trained and experienced to ensure safe lifting operations
provide adequate resources to enable lifting operations to be carried out safely
ensure that all appointees i.e. supervisors, crane operators and operatives with duties under this procedure are properly trained, licensed, competent and aware of those duties
confirm by regular monitoring that lifting procedures are being properly implemented.
At the corporate level, a safety culture should be promoted which involves a high stakeholder commitment to identify and control occupational risk factors and improve safety and surveillance measures. Hours of work must be controlled. Using lifting equipment safely requires concentration and long hours make this difficult.
Planning the lifting task
Before performing a lifting operation, the workers should plan and prepare for the task. They should make sure that they know where they are going, that the area is clear of obstacles and they have a good grip on the load. This includes training of the workers on how to handle loads correctly: their hands, the load and any handles should not be not slippery. If they are lifting with someone else, they should both know what they are doing before they start. For a safe performance of a manual handling task they should put their feet around the load, with the body over it, i.e. as close as possible to the load. The lift should be performed using the leg muscles and with straight back. The load should be as close as possible to your body. Lift and carry the load is done with straight downward turned arms.
Requirements for lifting equipment
The employer shall ensure that lifting equipment provided for use at work is safe, i.e. that it is:
sufficiently strong, stable and suitable for the proposed use. Similarly, the load and anything attached (e.g. timber pallets, lifting points) must be suitable
positioned or installed to prevent the risk of injury, e.g. from the equipment or the load falling or striking people
visibly marked with any appropriate information to be taken into account for its safe use, e.g. safe working loads. Accessories, e.g. slings, clamps etc., should be similarly marked
where equipment is used for lifting people it is marked accordingly, and it should be safe for such a purpose, e.g. all necessary precautions have been taken to eliminate or reduce any risk.
Before using mobile lifting equipment the following safety precautions should be taken:
The working environment: Routes should be leveled, marked and planned in such a way as to avoid potential hazards such as overhead power lines and steeply sloping ground. Where possible a one-way system should be used. Speed limits should be required and clearly displayed, they should be reduced for adverse site conditions and for areas near work in progress. The working environment should be kept clean and tidy, with floors and access routes clear of obstacles. Good lighting levels are needed to ensure that all potential hazards, e.g. obstructions and spills can be clearly seen. All stairs, ramps and other level changes should be clearly visible and slip resistant; safety signs should be used where appropriate.
Check machines on fuel, oil, and water levels, water, fuel, and hydraulic lines for leaks, the condition of the tracks or tires, the condition of attachment cutting edges and teeth, visibility from the cab, windows, mirrors and lights, worn or slippery surfaces, etc.
If vehicles drive backwards when the driver's rear view is obscured, the help of another worker is required. If no one is available, the driver must walk round to the rear of the vehicle themselves to see that all is clear and give a sound signal before starting to reverse. Additionally, these vehicles should use an audible warning device such as a horn when driving in reverse.
A crane operator should always move loads according to the established code of signals, and use a signaler. Hand signals are preferred and commonly used. A signaler may be required by law if the operator's view of the intended path of travel is obstructed. The assistance of a trained and authorized signaler should be available when the view of the driver or operator is restricted. The signaler must be in clear view of the operator, have a clear view of the load and equipment and keep other persons out of the machine's operating area.
An unattended vehicle should have the engine switched off, and unless the vehicle is on a marked incline the gear should be left in neutral and the handbrake on; on sloping ground the wheels should also be chocked. Tipping bodies should be lowered when the machine is unattended, but if it is occasionally necessary to leave them in the raised position they should be blocked to prevent their fall.
Drivers and their assistants should wear safety shoes during loading and unloading.
Requirements for lifting of personnel
Lifting of construction personnel shall be avoided unless it is the least risk option [18]. Personnel transfer by lifting is not permitted in hours of darkness unless specifically approved by the Site Manager and supported by thorough risk assessment and assessment of alternatives.
The equipment used for lifting personnel for work and for personnel transfer shall be specifically designed, certified and clearly marked as suitable for personnel lifting and should not be used for any other purposes. Using lifting equipment which has not been specifically designed for lifting people should only occur in exceptional circumstances, e.g. for rescue purposes.
All personnel lifts shall be classed as non-routine lifts and be subject to stringent planning and controls, risk assessment and written authorization by the Site Manager. Before the lift, the PIC shall sign to confirm all involved personnel have been trained and understand the lift plan and the risks involved. Pick up/set down areas shall be of an adequate size and free from hazards affecting access and egress from the carrier. Environmental and other limits for personnel lifts shall be set out in the lift plan with clarity on where they differ from limits for other lifting. In case of any changes in job scope or conditions, the job shall be made safe and stopped, risks re-assessed and a pre-job meeting executed before the job is restarted. Examples of such changes include operat¬ing/weather conditions, day or night operations or changes in personnel or equipment involved.
Equipment for lifting people shall be fitted with two distinct mechanisms for preventing the load from falling, one of which shall be self-acting/fail safe. Any free-fall possibility should be locked out.
Personnel lifts shall only be conducted where there is line of sight (full visibility) between the equipment operator and signaler, and between the signaler and the person being lifted.
A rescue plan shall be prepared for all personnel lifts as part of the lift plan. All equipment required to implement the rescue plan shall be readily available prior to and during the lift. Rescue plans shall be practiced at regular intervals. Note that rescue operations can introduce their own hazards; therefore the planning and execution of rescue exercises requires particular care and attention including additional risk assessments. A test lift without personnel shall be carried out where there is confined access, potential for snagging or other hazard.
Accidents may happen because lifting equipment is not inspected and maintained regularly. All equipment should be thoroughly examined prior to it being put into service and after there has been any major alteration that could affect its operation. Lifting equipment may need to be thoroughly examined at intervals laid down in an examination scheme drawn up by a competent person, taking into account the manufacturer's recommendations. If equipment is intended to carry people, a thorough examination must be undertaken every six months. Lifting equipment for all other purposes should be tested at least every twelve months unless a specific inspection regime is implemented by the examining engineer. Lifting accessories do not normally need formal inspection, provided that proper pre-use checks are made and they undergo their standard thorough examination. All examinations must be undertaken by a competent person who is sufficiently independent and impartial in order that an objective decision can be made.
What needs to be examined depends on the professional judgment of the competent person undertaking the examination. For most common lifting equipment and accessories, there are standard procedures and criteria. Methods include a visual examination and functional checks, measurements of wear, traditional non-destructive testing and load testing.
Where an examination scheme has been drawn up, this should identify and specify the parts to be thoroughly examined, the methods of examination and testing and the intervals for examination (and testing of the different parts, where appropriate).
Reports and defects
Records should be kept of all thorough examinations and inspections, and of the EC Declarations of Conformity for all lifting equipment and lifting accessories. Any defects noticed should be immediately reported to the supervisor for correction. If any defect affects the safe operation of the machine, it should be rectified before the machine is used.
Effective action should be taken to manage risks by ensuring the lifting equipment is not used until the defect is remedied. Such defects must be confirmed in writing in the report, even if it is remedied immediately (e.g. by destruction of a sling). The person making the report must also notify the relevant enforcing authority with a copy of the report. Enforcing authorities may follow up such reports to check that risks are being adequately managed.
↑ Council Directive 90/269/EEC, Minimum health and safety requirements for the manual handling of loads where there is a risk particularly of back injury to workers, Office for Official Publications of the European Communities, 1990.
↑ The Lifting Operations and Lifting Equipment Regulations (LOLER), HSE, UK, 1998. Available at: [1]
↑ Machinery Directive 2006/42/EC, The machinery directive, including: interchangeable equipment, safety components, 2006. Available at: [2]
↑ 4.0 4.1 EU-OSHA - European Agency for Safety and Health at Work, OSH in figures, work relatedmusculoskeletal disorders in the EU, Facts and figures, 2010.
↑ Griffith, L.E., Shanon H.S., Wells, R.P., Walter S.D., Cole, D.C., Cote, P., Frank, J., Hogg-Johnson, S., Langlois, L. 'Individual participant data meta-analysis of mechanical workplace risk factors and low back pain', American Journal of Public Health, Vol 102, No 2, 2012, pp. 309-318.
↑ Lötters, F., Burdorf, A., Kuiper, J., Miedema, H. 'Model for the work-relatedness of low-back pain', Scandinavian Journal of Work Environment & Health, Vol 29, No 6, 2003, pp. 431-440.
↑ 7.0 7.1 EU-OSHA – European Agency for Safety and Health at Work, Hazards and risks associated with manual handling of loads in the workplace, E-fact 73, July 3, 2007. Available at: [3]
↑ Council Directive 89/391/EEC, On the introduction of measures to encourage improvements in the safety and health of workers at work, 12 June, 1989 . Available at: [4]
↑ Council Directive 90/269/EEC, Minimum health and safety requirements for the manual handling of loads where there is a risk particularly of back injury to workers, Office for Official Publications of the European Communities, May 1990.
↑ Council Directive 95/63/EC of 5 December 1995 amending Directive 89/655/EEC Concerning the minimum safety and health requirements for the use of work equipment by workers at work (second individual Directive within the meaning of Article 16 (1) of Directive 89/391/EEC). Available at:[6]
↑ Council directive 92/57/EEC, Temporary or mobile construction sites of 24 June 1992 on the implementation of minimum safety and health requirements at temporary or mobile construction sites. Available at: [7]
↑ EU-OSHA - European Agency for Safety and Health at Work, Checklist for the prevention of manual handling risks, Nov 04, 2008, E-fact-44. Available at: [8]
↑ EU-OSHA - European Agency for Safety and Health at Work, Safety and health at work is everyone's concern; It's good for you, It's good for business, Risk assessment tool, Nurnberg, Germany, 2007.
↑ EU-OSHA - European Agency for Safety and Health at Work, Musculoskeletal disorders in construction, 2004, E-fact 1. Available at: [9].
↑ EU-OSHA - European Agency for Safety and Health at Work, Health and safety on small construction sites, E-fact 48, Feb 2004. Available at: [10]
↑ Strategic Forum for Construction Plant Safety Group. Best Practice Guidance for MEWPs – Avoiding Trapping/Crushing Injuries to People in the Platform. Construction Plant Hire Association, July 2010. Available at: [11]
Links for further reading
EU-OSHA - European Agency for Safety and Health at Work, Innovative solutions to safety and health risks in the construction, healthcare and HORECA sectors, 21 December, 2011. Available at: [12]
HSE – Health and Safety Executive, Handling kerbs; reducing the risk of musculoskeletal disorders (MSDs), HSE information sheet No 57, 2/05. Available at:[13]
HSE – Health and Safety Executive,Manual handling – what you need to know as a busy builder, 01, 2010. Available at: [14]
HSE – Health and Safety Executive, Safe use of lifting equipment. Lifting Operations and Lifting Equipment Regulations 1998. Approved Code of Practice and guidance L113 HSE Books 1998 ISBN 0 7176 1628 2. Available at:[15]
De Roiste, Marjolein Douwes
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NACE: CONSTRUCTION
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I'm lucky that my boss and the head honchos at Aspire don't need 'reverse-mentoring', but for a lot of businesses this initiative is a great idea. The young and diverse workforce has so much to offer, and with this changing generation it can be difficult for the more...'traditional'...managers to adapt.
Now, I don't just mean linguistically - although I'd like to give a shout-out to my fresh-faced colleagues for teaching me how to correctly use the word 'peak' outside of the mountain context. I mean that senior members of staff who might be stuck in their ways can gain a lot from understanding the majority of their workforce, not only learning new ways to work and to combat unconscious bias, but also getting to the bottom of how the new generation of employees works best and what they excel at. Where can they add value to your business that you would otherwise be struggling with? And this value is significantly more than just answering "Can you show me how to change the font in Word?" and "What's Pinstagramchat?".
A successful business relies on everyone working to their strengths, meaning appreciating and comprehending every level of those working for you is imperative. So, is your boss in need of reverse-mentoring? Mate, that's peak.
...a new programme at Birmingham University will see white men in senior academic posts assigned a junior female colleague from an ethnic minority as a mentor. This "reverse mentor" scheme hopes to help teach pale, male and stale professors to confront and correct their unconscious bias in the workplace.