Partnership Relations Between Ukraine And Eu Politics Essay

Partnership Relations Between Ukraine And Eu Politics Essay Year of 1993 can be considered as the beginning of the partnership relations between Ukraine and the EU, when Ukrainian parliament Verchovna Rada in its resolution On (over) main directions of Ukraines foreign policy stated that longer-term view of foreign policy of Ukraine is accession to the EU. Nevertheless, this goal stood out as one of several quite contradictory decisions on the list at the time, when Verchovna Rada conducted a multidirectional international foreign policy. Over the following years came into effect several agreements between Ukraine and the EU, in particular on (over) the sale of various kinds of goods (metal products, textiles) and on (over) the cooperation in the nuclear industry. Of particular significance is the Agreement on Partnership and Cooperation, which Ukraine has signed (was signed by) with the EU as one of the first of the CIS (The Commonwealth of Independent States) countries on 14 June 1994. Though there were a number of inconsistencies in fulfil lment its obligations from the Ukrainian side, which greatly complicated the negotiatation process for further economic integration between the two sides, it is also clear that the agreement has fulfilled its role to start building constructive relations between EU and Ukraine, creating a fundamentally new type of cooperation. Nine years later, in May 2002, President L.Kuschma, during his annual address to Parliament stated objectives, aimed to bring Ukraine closer to European community. Ambitions looked as follows(ing): In 2003-2004, to sign an agreement with the EU associate membership and negotiate a free trade zone; In 2004-2007, Ukraine has to implement all the necessary procedures for the entry into force of the agreement on associate membership; In 2005-2007, Ukraine needs to create a Customs Union with the EU; In 2007-2011 Ukraine is to fulfill the conditions required for EU accession. At the same time Ukraine has appealed to the European Union to grant it the status of associate member. Instead Ukraine has been offered the status of neighbor EU, a more detailed explanation of which appeared almost a year later. Basic principles of the new neighborhood policy were set out in the directive of the Commission and Council of the European Union to the European Parliament Wider Europe Neighbourhood: A new dimension to our relations with eastern and southern neighbors. The aim of the new European Neighborhood Policy was to provide a framework for the development of new relations with the countries bordering the EU, which would in the immediate perspectives of which do not include (à Ã‚ ²Ãƒ Ã‚ ¾Ãƒâ€˜Ã¢â‚¬Å¡ тут ц¡Ãƒâ€˜Ã¢â‚¬Å¡Ãƒ Ã‚ ¾ Ñ‚Ã Ã‚ ¾ à Ã‚ ½Ãƒ Ã‚ µ à Ã‚ ¿Ãƒ Ã‚ ¾Ãƒ Ã‚ ½Ãƒâ€˜Ã‚ Ãƒâ€˜Ã¢â‚¬Å¡Ãƒ Ã‚ ½Ãƒ Ã‚ ¾Ãƒ Ã‚ µ) prospects of membership or participation in the institutions of the Union. Policy Action Plan Neighborhood was implemented based on an analysis of achievements and failures in the relationship between the two parties. It could be described in another way as an integration without Europeanization. However incomplete, this was a diplomatic foundation upon which the fostering of the constructive relationship gave a start to more constructive relationship. Ukraine, together with other countries, such as Georgia, Armenia, Azerbajian, Moldova, belong to the East Subgroup, with EU aspiration (à Ã‚ ³Ãƒ Ã‚ ´Ãƒ Ã‚ µ à Ã‚ ³Ãƒ Ã‚ »Ãƒ Ã‚ °Ãƒ Ã‚ ³Ãƒ Ã‚ ¾Ãƒ Ã‚ »?). Aspirations, however, cannot outbalance notable disparity in rates of development in a number of branches. Thus, the level and characteristics of economic development of Ukraine imposed (and still do) significant restrictions on the integration capabilities of Ukraine. Economic perspective Unconditional obstacle to Ukraines EU membership remains a huge gap in economic development of Ukraine and European countries. Indicator of living standards in Ukraine (officially, the indicator of standard of living, composed from data on life expectancy, education and per-capita GNI), even taking into account purchasing power parity (PPP, which is an expression of the idea that if ignoring transaction costs, identical good will have the same prices on various markets), is approximately 15% of the EU average. The share of Ukraines foreign trade EU is very small, and justified by the small size of the Ukrainian economy. In 2001, Ukraines share in EU imports amounted to 0,4% and 0,5% in its exports and that is given that the export accounted for 70% of Ukrainian GDP and the rate of exports per capita is about 5% of the EU average. Political situation Viktor Yanukovych became the 4th President of Independent Ukraine in February 2010. On February 7 2010 Janukowitsh defeated his main rival and fierce political opponent of many years Julia Timoshenko. Juschenko was defeated in the first round of election in January, when won less than total of 6 per cent of votes. Janukowitsch is an openly pro-russian president, comes from the Russian- speaking part of Ukraine and is well-known to be strongly supported by a number of pro-russian businessmen and Russian clans in this presidential campaign.The lost of trust of Ukrainian people in Viktor Juschenko was evident. Viktor Juschenko, the former Head of National Bank, in December 2004, during Orange Revolution has become the 3rd President of independent Ukraine with 51.9 per cent of votes ( debates are still ongoing, whether in his presidential campaign he was financially heavily supported by the US government, which is, as speculated, amounted to millions of US dollars). His attemps to bring Ukraine into NATO brought opposition from the majority of Ukrainians. The other crude misdirection was to make Russia, in the media, at least, a fierce enemy, which was and is a crude (Ñ‚Ã Ã‚ °Ãƒ Ã‚ ²Ãƒâ€˜Ã¢â‚¬Å¡Ãƒ Ã‚ ¾Ãƒ Ã‚ »Ãƒ Ã‚ ¾Ãƒ Ã‚ ³Ãƒ Ã‚ ¸Ãƒâ€˜Ã‚ ) strategical mistake, not only economically but also socially, if taken into account that the biggest minority in Ukraine are Russians. His attempt to alienate Ukraine from its neighbor was unthinkable in the country where roughly 50 per cent of indigenous population consider Russian as their mother tongue and enthusiastically consume made-in-Russia media products. It should not be denied that to a certain extent this brotherhood is purposely played up by the media, but the influence of Russian culture on Ukrainian mentality simply should not be dismissed. Eventually he was a president of a handful of pro-western group of intelligentsia, which is a minority in a predominantly rural Ukraine. In addition, political ly ugly split between Juschenko and Timoshenko, when the Head of BYT refused to play a second violin, sped up the downfall of his influence on the hearts and minds of Ukrainian folk. The tensions in his camp were continuous, public and eventually destructive for his political career. The weakness in his position was already obvious when during the Parlamental elections Jutshenko Party won less that 14 per cent of votes. Dissapointment in Orange Revolution fostered a collapse of the Orange coalition in July 2006, resulting in the appearance of a new AntiCrisis Coalition, composed of the Party of Regions, led by V.Janukovych, the Socialist Party of Ukraine and the Communist Party of Ukraine. Their agenda offered significant changes to the presidential one, as in domestic projects as well as in the foreign affairs policy, though eventually the signing of a Manifesto of National Unity still took place between the opposing parties. This document ratified the Ukraine intention to continue integration talks with the EU and to co-operate with NATO. At the same time, its implementation remained problematic as the anti-crises coalition was making attempts to evade the implementation of certain points of the Manifesto (e.g. co-operation with NATO). Questions arose and during interpretation of certain statements of Manifesto by different parties. Agreements between Ukraine and the EU. Ukraine is currently considered as a key partner with the European Neighbourhood policy (ENP) and the Eastern Partnership, which are there to ensure that the whole of the EU is committed to deeper relations with all our neighbours and at the same time to develop tailor-made relations with each country. In March 2007 EU-Ukraine Association Agreement was launched to replace the previous Partnershp and Cooperation Agreement, the aim of which is to establish deep and comprehensive Free Trade Area with the EU, following Ukraines accession to the World Trade Organisation (WTO, an organization that intent/ds to supervise and liberalize international trade) in May 2008). The question remains how long Kiew will need to wait for a full Agreement, which in its turn depends how swiftly Kiew will accept and fulfill its obligations set in the ENP Action Plans, which as stated by the ENP can happen only from the involvement of both the government and the civil society organisations. The role of civ il society organizations, in their part, consists of identifying priorities for action and in promoting and monitoring the implementation of ENP Action Plans. Though EU considers civil society organizations as important players in establishment transparency and systematization, the question remains whether Ukrainian legislature can ensure independent functioning of these non-government organizations and protection from manipulative pressure by Government or other interested players. Partnership and Co-operation Agreement (PCA) is currently the legal framework of EU-Ukraine relations, which provides a framework for political dialogue, sets the principal common objectives in terms of promotion of trade and investment, sustainable development, economic, social, financial, civil, scientific, technological and cultural cooperation, legal approximation and support to Ukraines efforts to consolidate its democracy and to develop its economy. PCA, on its part, set up a framework, which consists of Co-operation Council, consisting of the members of the Government of Ukraine on the one hand and of the members of the EU Council and of the European Commission on the other, as well as co-operation Committee, which are to meet regularly to monitor the progress in implementing economic/trade chapters of the EU-Ukraine Action Plan. The head Committee consists of a number of sub-committees. Another significant committee to mention is the Parliamentary Co-operation Committee (PCC), consisting of the members of the Ukrainian Parliament and the European Parliament and meets twice a year. Among other agreements on cooperation are Agreement between the European Union and Ukraine establishing a framework for the participation of Ukraine in the European Union crisis management operations, as well as the Agreement on cooperation in science and technology between the European Community and Ukraine , Agreements between the European Community and Ukraine on certain aspects of air services, agreement for Cooperation in the Field of Civil Satellite Navigation, Visa Facilitation and Readmission agreements. Another field of cooperation worth mentioning is Black Sea Synergy Joint Statement, signed in Kiev in 2008 between EU and the Black Sea Foreign Affairs Ministers in order to stimulate democratic and economic reforms, support stability and promote development, facilitate projects in areas of common concern, open up opportunities and challenges through coordinated action in a regional framework, and encourage the peaceful resolution of conflicts in the region. Another important field of cooperation is in the sphere of natural gas and oil. Ukrainian Naftogaz is already a member of several international organizations such Gas Centre of the United Nations Economic Commission for Europe, the European Energy Forum, and the International Gas Union. In May 2010 Naftogaz began the procedure of accession to Eurogas, the European Union of the Natural Gas Industry as an associated member. On 21 May at the meeting in Berlin, Germany Chairman of the Naftogaz of Ukraine Board of Directors Yevhen Bak ulin and Eurogas President Domenico Dispenza signed the Memorandum of Understanding, concerning cooperation in energy sphere. Based on this Memorandum a Joint Declaration was signed on 23 March 2009 during joint EU-Ukraine International Conference for Modernization of Gas Transportation System of Ukraine. A technical coordination group was created to realize provisions of the Joint Declaration. This group is comprised of experts from Naftogaz of Ukraine, SE Ukrtransgaz, and experts from the European Commission and international financial organizations (EIB, EBRD, and WB). Naftogaz of Ukraine received technical assistance within the framework of the à Ã‚ ¢Ãƒ Ã‚ Ãƒ Ã‚ ¡Ãƒ Ã¢â‚¬  S/INOGATE program financed by the European Union. The main goal of this program is to increase security of transit and supply of energy resources to European consumers by fostering regional integration of oil and gas pipeline systems. On 24 September 2010 Ukraine joined the European Energy Community, the significance of which was underlined by the European Commissioner for Energy Gunther Oettinger as to help Ukraine to have access to a pan-European energy market, based on the principles of solidarity and transparency, since for the Community, Ukraine is an important new member and security of supply further improved.The energy Community entered into force on 1 July 2006. The goal of the European Energy Community is to liberalize their energy markets and implement key EU legal acts in the area of electricity, gas, environment and renewable energy. Another point of cooperation is the European Parliament Resolution of 25 Novermber 2010 on Ukraine. Overall, the resolution can be said to have taken a soft stand recent violation of local elections and characterized them as largely quiet, though not setting new democratic standards, even though certain partied of the EP, such as European Peoples Party (EPP) proposed originally to regognize the elections in Ukraine as unfree, unfair and undemocratic. The resolution was also lenient on describing problems associated with the implementation of democratic freedoms, especially the freedom of speech, even though called to investigate the role of the SBU in connection with the interference in the democratic process. Other comments and suggestions, proposed by the EP, concerned mainly the continuation of the reforms. The EP insisted on a comprehensive amendment to the Constitution, the Election Code and the Public Information Act. Significantly, in the resolution it was firstly stated that in accordance with Article 49 of the Agreement on the European Union, Ukraine can apply for membership in the EU, which is in itself is a progress in the relationship. The EP also announced its support of the annulment of the visa regime between Ukraine and the EU in the future. Ukraine urged the EP in its part to cancel Schengen visa fees for Ukrainian citizens in the nearest future and institute visa-free travel during Euro 2012. Some Ukrainian officials blatantly cheered the document, not only because the Ukrainian Governent received from the EP a recognition of the prospects of the EU membership, but also the right to file an application to the EU. But not all. Former Vice Premier H,Nemyria described the resolution and the uttered support by the EP of Ukraine as a slap in the face, which alienated the country even further from the EU. Not everbody agrees on the interpretation of the resolution, but nevertheless its significance is undisputable, even though the split in the EP between its parties as to what position the EP should take in regard to Ukraine remain. Among the spheres of cooperation is Education, which stresses the importance of increasing cooperation on youth and student exchanges and the development of scholarship programmes which will enable Ukrainians to become acquainted with the European Union and its Member States. As well as calls on the Ukrainian authorities to step up efforts to fight corruption; expects, in this regard, that positive political statements will be matched by decisive action in combating corruption at all levels, on the basis of political impartiality; calls for the establishment of a level playing field for business and for application of the same rules to domestic and foreign investors; in that connection, deplores the over-involvement of big business in political life , Highlights Ukraines pivotal role in the European Unions energy security; emphasises the importance of stepping up cooperation between Ukraine and the EU in the field of energy; calls on Ukraine to implement its commitments arising out o f the Joint Declaration of the EU-Ukraine International Investment Conference on the Modernisation of Ukraines Gas Transit System; calls for further agreements to be concluded between the EU and Ukraine aimed at securing energy supplies for both sides, including a reliable and diversified transit system for oil and gas; emphasises that if Ukraine is to have a modern gas transit system, it requires transparent, efficient and high-quality transit services through a modernised gas transportation network, and also, among others Calls on the Ukrainian Government to bring the legislation on media freedom into line with OSCE standards; decisive action in this regard would strengthen Ukraines credibility as OSCE Chairmanship-in-Office for 2013. On the whole the resolution outlines some common points of cooperation and offers nothings specific. The more significant are practical steps and concrete agreements, for example, in the area of Free Trade. Minister of Economy V. Piatnitski, after a recent round of negotionations between the economic delegations of Ukraine and the EU, is moderately pessimistic about the prospects for approval of the agreement on free trade area (FTA) any time soon, as European Commision has basically blocked for now Ukrainian access to European market in energy and transport (Mirror of week, 16.10). Ukrainian side has characterized the conditions as not very favourable for Ukraine, except in the area of internation marine traffic, but where Ukraine has really no substantial resources. From the Piatniskis words Ukraine has a great potential in the areas of power transmission, ground transportation, which is making it increasingly competitive. The fact that these markets are closed to Ukraine for now is a serious question. The EU wants to oblige Ukraine to accept and subsidize the mechanism of compensation for unforeseen situations in the field of energy, such as disruptions in gas supplies. They are very concerned about the security of energy transit through Ukraine, the occurrence of situations of force majeure, the fault of one party (in this case meaning(s) the Ukraine), and therefore offer the expedited dispute settlement mechanism, a compensation mechanism, built on the fact that any amount corresponding to the equivalent of potential losses is deposited outside of Ukraine. That is, we are depositing some money, and if something suddenly happens to our fault, it is written off unconditionally. It turns out that the state must assume full responsibility for them. Accession of Ukraine to the Customs Union of Russia, Belarus and Kazakhstan would have led to an immediate cessation of talks on free trade zone between Ukraine and the EU, because as a member of the Customs Union, Ukraine would be able to sign any agreements on free trade with the EU. And however there are no ongoing negations at present between Ukraine and the Customs Unions, it still remains potentially a point of tensions in negotiation between Ukraine and the EU. Some important conclusions to be made from this recent round of negations can be stated as following: 1. The European Commission continues to consider Ukraine as mere objects of trade and economic expansion and little concerned about the consequences of those decisions imposed on Ukraine. In this case, European experts are strictly concerned with getting benefits for domestic producers of goods and services and does not take into account the perspectives of development of Ukrainian economy, which in principle is quite natural for economic talks. 2. The EU merely sees Ukraine as a component in the politics of the Eastern Partnership. At present there are no targeted specific programs to adapt Ukrainian economy to the EU standards, except for some minor technical assistance in some economical areas. The priority of the EU is for Ukraine to completely adapt its economic legislation to the EU standards in sectors of transportation, energy and services, which Ukraine cannot do, if merely for technical reasons. 3. the FTA with the EU imposes all kinds of quotas, limiting the volume of Ukrainian exports. The size of tariff has been already agreed upon on nearly 95 per cent of the goods. European Commission calls on complete abolition of all export duties. It need to be pointed out, that 70% of the total EU trade occurs among the countries of its community, and among them there are about 100 preferential agreements, which account for 29,5% of trade and to which Ukraine will have no relationship. At the same time, the Ukrainian share of trade is bordering on 1%, while trade with the EU accounts for 30% of Ukraines foreign trade. 4. Entry into force of the FTA between the EU and Ukraine will inevitably be accompanied by an ultimatum, demanding the termination of all other free trade agreements with Russia and other CIS countries. This withdrawal is a doubtlessly a precondition for ratification of the Association Agreement with the EU. The notable example is Latvia, Lithuania and Estonia, which in their time, at the request of the European Commission denounced the free trade agreement with Ukraine on the eve of their accession to the EU. The biggest difference, however, is that Ukraine is certainly not entering the European Union in the foreseeable future. Therefore, its can be predicted based on these negotiations that Ukraine would not rush into any premature agreements, for the sake of some illusory closeness with the EU. Ukrainian-Russian relations There are|is a number of other problems which need to be balanced out before talks of|over the EU integration can continue. Importantly, it is the Ukraine-Russia relationship, resolutions of geographical differences and gas/oil transition. Firstly, the dispute on the Kerch Strait (connects the Black Sea and the Sea of Azov, separating the Kerch Peninsual in the west from the Taman Peninsula in the East) must be resolved. Secondly, there are tensions regarding the Russian South Stream gas transition and how this pipeline is being constructed to bypass the territory of Ukraine, and how, possibly, it is used in order to put a pressure on the Ukrainian Government. President Janukovych spoke of a way of blackmail from Russian government and though it has begun before we came to power, it is a challenge which needs to be met and dealt with.The priority of Ukraine now is to prove that Ukraine is, notwithstanding, a reliable transit country, which means modernization of the pipelines, among others, with the financial help of the EU. According to V.Janukovych both Russia and Europe have an access to the management of Ukrainian gas transportation system. Modernization will allow them to become shareholders. Thirdly, is the prospect of joining the Customs Union with Russia, Belarus and Khazakhstan. Official position of present Ukrainian government does not give a straightforward answer, stressing that Ukraine might consider joining the Customs Union, if he|it sees for himself the obvious benefits and if it is clearly in the nations interests. Furthermore, to joint the Union, certain ammendmends to the Constitution must be made, which are possible only if the idea will find support of 300 deputies in the Parliament. Overall, the chance of gathering 300 votes is not convincing, to seriously speculate the adherence to the Union at present. In the recently signed decree by the President V. Janukovych (The Decree à ¢Ã¢â‚¬Å¾- 1119/2010 of 10.12.2010), among other instructions to enhance the level of defense and the financial stability of the country, are also a number of statements, urging to facilitate an Association Agreement between the EU and Ukraiine, including the creation of deep and comprehensive free trade area agreements with the CIS, Canada and other prospective trading partners and identifying priority area of cooperation between Ukraine and NATO. Another major event is the recent 14th Summit EU-Ukraine which has taken place recently on the 22.11.2010. The main points of discussing were the adoption of the Action Plan for launching of a smooth transition to a visa-free regime. Action Plan, adopted specifically for Ukraine, define the criteria to be fulfilled by Ukraine and specifies measures that can be taken by the EU to liberalize visa regime for Ukrainian citizens, traveling into the EU countries. The most realistic part of this plan concerns the abolition of visas , which will allow Ukrainian citizens to travel to the EU for up to three months without a visa and pay visa fees. European Commission President (à Ã‚ ¸Ãƒ Ã‚ ¼Ãƒâ€˜Ã‚ ?) Barroso on the possible timing of the abolition of visas à Ã‚ ³Ãƒ Ã‚ »Ãƒ Ã‚ °Ãƒ Ã‚ ³Ãƒ Ã‚ ¾Ãƒ Ã‚ » no specific answer. Estimated EU representatives, in the case of Ukraines implementation of all requirements, theoretically it can be expected in 2012 President V. Janukovych reiterated that the EU membership remains a strategic goal and that Ukraine has taken a firm course towards European integration, especially, since through the efforts of its government, Ukraine has resumed economic growth. GDP growth was over 5%, industrial production over 11%. While the EU president G.van Rompuy noted the high intensity of dialogue between Ukraine and the EU in 2010, emphasizing the Ukraine is a strategically important partner for the EU and that the parties are waiting for an early conclusion of negotiations on the conclusion of viable and working Association Agreement. In his turn, the European commission Pressident Jose Manuel Barroso expressed his expectation that the Association Agreement between EU and Ukraine will be completed by mid-2011. We would like to see progress on the agenda of democratic reform in Ukraine it is important for open and democratic society. Briefly, Ukraines implementation of the Action Plan involves the following steps: 1. The introduction of biometric passports, which contain a special chip containing information about its owner (photo, fingerprints, voice sample, a snapshot of the iris) ц¡Ãƒâ€˜Ã¢â‚¬Å¡Ãƒ Ã‚ ¾ à Ã‚ ·Ãƒ Ã‚ ° ц¦Ãƒ Ã‚ µÃƒâ€˜Ã¢â€š ¬Ãƒ Ã‚ ½Ãƒâ€˜Ã‚ , à Ã‚ ·Ãƒ Ã‚ °Ãƒâ€˜Ã¢â‚¬ ¡Ãƒ Ã‚ µÃƒ Ã‚ ¼ Ñ Ãƒâ€˜Ã¢â‚¬Å¡Ãƒ Ã‚ ¾ à Ã‚ ½Ãƒ Ã‚ °Ãƒ Ã‚ ´Ãƒ Ã‚ ¾?. On the 17 Novermber 2010 The Cabinet of Ukraine adopted the Resolution on the introduction of biometric passports. 2. Creation of a single Institution to control migration. Until now, migration issues were in the competence of the border guards and Ministry of Internal Affairs. 3. Transfering the existing database on population registry into electronic form, which will contain data about every citizen in a comprehensive electronic format. 4. Settlement of external borders disputes, including the demarcation of land borders with Russia, Belarus and Moldova. 5. Solving the problems relating to illegal immigration (in the framework of the agreement with the EU on readmission, which obliges Ukraine to ensure the repatriation of illegal migrants from third countries who have got into the EU via Ukraine). 8. A new agreement between the Ministry of Internal Affairs of Ukraine and Europol. Ukrainian side should inform Europol of all criminal cases of interest to Europol. Among others important conditions are also a reform of the Judicial System to European standards and reducing corruption. As a conclusion to his recent round of negations can be said that overall it was constructive, though without big promises. Perhaps, most importantly that the EU does not consider Janukovychs regime dictatorial or overtly antidemocratic, like in Belarus, for example, and is ready, at its own rate, to cooperate, without putting too much pressure on Ukraine or taking drastic measure to advance its course, like using force or bluntly blocking certain procedures. In any case, the EU would be wise not to exert pressure on Ukraine, if only not to force Ukraine to turn to its neighbor Russia for increased assistance and cooperation, which the EU tries to avoid by all costs. Conclusion I (à Ã‚ ²Ãƒ Ã‚ ¾Ãƒâ€˜Ã¢â‚¬Å¡ à Ã‚ ·Ãƒ Ã‚ ´Ãƒ Ã‚ µÃƒâ€˜Ã‚ Ãƒâ€˜Ã…’ Ñâ‚ ¬Ãƒ Ã‚ °Ãƒ Ã‚ ·Ãƒ Ã‚ ²Ãƒ Ã‚ µ à Ã‚ ½Ãƒ Ã‚ µ we à Ã‚ ´Ãƒ Ã‚ ¾Ãƒ Ã‚ »Ãƒ Ã‚ ¶Ãƒ Ã‚ ½Ãƒ Ã‚ ¾ à Ã‚ ±Ãƒâ€˜Ã¢â‚¬ ¹Ãƒâ€˜Ã¢â‚¬Å¡Ãƒâ€˜Ã…’, à Ã‚ ºÃƒ Ã‚ °Ãƒ Ã‚ º à Ã‚ ² à Ã‚ ½Ãƒ Ã‚ °Ãƒâ€˜Ã†â€™Ãƒâ€˜Ã¢â‚¬ ¡Ãƒ Ã‚ ½Ãƒ Ã‚ ¾Ãƒ Ã‚ ¹ Ñâ‚ ¬Ãƒ Ã‚ °Ãƒ Ã‚ ±Ãƒ Ã‚ ¾Ãƒâ€˜Ã¢â‚¬Å¡Ãƒ Ã‚ µ?) would like to abstain from any overhasty conclusions regarding EU-Ukraine relationship. Firstly, it is the overexpansion of the EU and its seeming incapability to sustain and support all its members. Some believe that Europeans have lost their keenness, became impassive as to further expansion. There are tensions within the EU in many spheres, the most prominent recently is the giving a huge financial aid to proclaimed financially insolvent Greece. Many experts predict that Portugal will be the next to follow. Official stance on expansion was expressed by German Chancellor Angela Merkel as following: The enlargement of the EU from 15 to 27 members within a few yearsà ¢Ã¢â€š ¬Ã‚ ¦has required great efforts. As a result the CDU prefers a phase of consolidation, during which a consolidation of the European Unions values and institutions should take priority over further EU enlargement. Roughly 50 per cent of Germans oppose Ukrainian membership into the EU, for example. Besides, there are a number of countries that are ahead of the Ukraine. Croatia, Macedonia, Montenegro and Turkey are officially filed for the candidacy and the negotiations talks on there entrance are already being discussed for some time. Among other countries with the EU aspirations are Albania, Serbia, Bosnia and Herzegovina. Economical crises made Iceland to apply for membership, following devastating collapse of its economy and banking system. Whether Ukraine in this situation has a valid chance and can compete in urgency with other states-candidates is questionable. Also, to reiterate, the EU would not rush with promises unless Ukraine start fulfulling its promises to undertake democratic reforms in accordance with the EU rules, put together legislature, banking system, boost the economy, adopt anti-corruption measures and put them successfully into practice and many more. It seems Ukraine has years of tough work ahead to adapt to the EU standards. The last but not the least is normalization of relationship with Russian within the framework of the EU. As it is known, for historical, economical, political reasons, Russia is not welcoming tight relations between Ukraine and the EU, seeing, firstly, the threat to its integrity. More painful for Russia is the possible entering of Ukraine into NATO. Become Ukraine a part of the EU, it would most certainly distance Ukraine from its north-eastern partner with dire consequences in economical/political agreements and Russia tries to avoid it by all costs or at least slow down the process, since Ukraine i s, among others, is situated at an important strategic part of Eastern Europe. And that is not to mention Chernomorsky Fleet of the Russian Federation stationed in the Crimea Peninsula and Russian gas/oil, aimed for the EU, 80 per cent of those export travel through the pipeless across Ukrainian territory. If Ukraine enters the EU, it would not be so simple for Russia to exert its pressure on Ukraine and dictate its terms. These are issues that cannot be easily resolved. But perhaps even more vital question is wether Ukrainian people welcome this expansion, if we consider that political desisions are made for the benefit of its people and not merely to satisfy the interests of a handful of politians and businessmen with aspirations? Certainly, there is not enough information in Ukrainian mass media about the EU. It can also be explained that ukrainian journalists simply are not adequately educated about the EU, which by large create this information gap in the country. On the news domestic affa

Battlefield of the Mind

â€Å"Battlefield of the Mind: Winning the Battle in Your Mind† Author: Joyce Meyer Reviewer: Lisa Hutson I believe many times in the Christian and especially in the Pentecostal realm, we tend to do things in the name of Christ because we â€Å"felt† like it was from the Holy Spirit and instead of determining that by lining it up with the Bible, the living word of God, we tend to trust that our â€Å"feelings† are correct. But what happens when those feelings steam from negative, confused, judgemental or passive thinking?I never realized until I read this book that the majority of the bad decisions I have made in my life were decisions I made based on present feelings and that those feelings came from faulty or negative thinking. After I read this book, I understood that it is the things that I think about constantly that are the things that soak up my life. If those thoughts are positive, I will reap positive benefits. If those thoughts are negative, I will reap negativity but it is all in how I think. There are three life lessons that I have learned to incorporate into my daily life in order to live a Christ filled life.When I tend to go through those â€Å"wilderness mentalities†, I have learned to always do my best to be positive, to regularly meditate on the Word of God, and to be thankful at all times. Explaining the importance of being positive, Meyer tells us the mind is a battlefield. After reading 2 Corinthians 10;4,5, Meyer says that we are engaged in a war, our enemy is Satan and that our minds are the battlefield. The devil works diligently to set up strongholds in our mind and he does it through strategy and deceit and that he takes his time to work out his plan (16-17).In order to prevent the devil’s lies from penetrating our minds, we must defend them. You cannot have a positive life and a negative mind. Your life will not get straightened out until your mind does (27-28). Positive minds produce positive lives. Negative minds produce negative lives. Positive thoughts are always full of faith and hope. Negative thoughts are always full of fear and doubt (41). What really struck me about this concept is how Meyer tells us that thinking positive isn’t ignoring the negative, but it is believing that God is bigger than you and your situation and that all things will work together for good as His word promises.I am generally a happy person. I laugh at everything, I like making other people laugh and having good conversations. However, when negative things do arise, I tend to get angry or seclude myself. If I am having a disagreement with a co-worker or an argument with my parents, I will just refuse to talk to them. When the Holy Spirit brings them to my memory, I let negative thoughts produce even more feelings of strife and it takes a long time to get over it. I remember one time last semester when I was so upset with my mother that I refused to talk to her for almost four months!Learn ing to be positive does not mean that the negative situation did not happen but it simply means that we believe that God will heal it or bring good from it. It means forgiving even if we don’t forget but allowing the Holy Spirit to work in our attitudes so that we do not become weighed down by our situations. Meditating on God’s word is another huge lesson I have learned from this book. I believe that my biggest mistake early on in my walk with the Lord was not reading His word for myself. I became a christian at the age of fourteen and filled with the Holy Spirit by the age of sixteen.However, I would rather go on Wednesday nights and hear my youth pastor tell me what the Bible said instead of reading it myself. When I tried to read on my own, I often became very confused and frustrated and gave up. I let other people tell me how to live instead of searching it out myself. I continued this all through high school and finally during my senior year I had a very hurtful situation occur between myself and another family in the church. Since I wasn’t solid in my faith and relationship with the Lord, I let it tear me down significantly and I stayed out the church for about a year and a half.I let another’s faith become my own and when they failed me, I equated that with God failing me. â€Å"This book of the law shall not depart out of your mouth, but you shall meditate on it day and night, that you may observe and do according to all that is written in it. For then you shall make your way prosperous, and then you shall deal wisely and have good success. † Joshua 1:8 The Bible tells us that if we want to be a success and prosper in all of our dealings, we must meditate on the Word of God day and night.The Word of God teaches us what we should spend our time thinking about (57). Meditation in this context means to spend a lot of time pondering and thinking on the ways of God, His instructions and His teachings (57). In my situation , I had let sermons, Sunday school, and people in the church mold my faith and thought process instead of spending time myself thinking about the Word. I thought about the Word while I was sitting in church but outside of that, I had not really let it sink in. Now, I am making a significant effort to seek the scriptures myself.Of course, I am involved in church again but I am also making an effort during my own time to spend quality time with the Lord, in prayer and in His word, allowing Him to mold me into what He has created me to be. The last thing that â€Å"The Battlefield of the Mind† has taught me is to be thankful at all times. How can the devil control us if we are going to be joyful and thankful no matter what our circumstances are? â€Å"I will bless the Lord at all times; His praise shall continually be in my mouth. † Psalm 34:1We can be a blessing to the Lord by letting His praise continually be in our thoughts and mouths (162). Be a grateful person, one f illed with gratitude not only toward God, but also toward people (163). Expressing appreciation is not only good for the other person but it is good for us, because it releases joy in us. Meditate daily on all the things you have to be thankful for. Rehearse them to the Lord in prayer, and as you do you will find your heart filling up with life and light (163). During my teenage years, my family went through a financial crisis. We lost our home and our vehicles.I spent my junior year of high school with my parents living out of a garage that we made into a make-shift home. I remembered crying myself to sleep many nights in that garage. I was embarrassed about our situation, angry at my parents for getting us in this mess, and confused that the Lord could let this happen to us. After about fifteen months in that garage, things finally began to turn around. We were able to sell our property and the garage, move into a rental property and get decent vehicles to drive instead of the old sixties model truck my dad had bought for three hundred dollars during the crisis.I remember being so grateful for that new rental property. It was an old yellow brick home, but it was wonderful to me. I had a room with real walls! I spent all of my savings on making my own bedroom beautiful with new paint, picture frames and curtains. It was through that situation that I truly learned how to be grateful. My parents and I have come a long way from that old garage but I still have a picture of that old garage in a frame in my room at home. Sometimes even now, I find myself being selfish and ungrateful for my many blessings.I think everyone does. However, that memory always shows me how far the Lord has brought me and how much farther He can take me as long as I stay faithful. â€Å"Battlefield of the Mind† by Joyce Meyer has many solid lessons that have taught me a lot about how to live victorious in Christ. As a young Pentecostal believer, I always thought everything was spi ritually supernatural. If God wanted me to think a certain way, He would just zap it into my head. However, as I grow in my relationship with Him, I realize He is not going to spoon feed me forever.He wants me to seek Him. If I put His lessons and teachings into practice, I will live victoriously. Being positive, meditating on His word and always being thankful to Him and to the people around me are just a few ways I can make my life a living sacrifice to Him. However, its really not even a sacrifice, for the blessings and benefits I receive from these practices far out weight the negatives. I learn more and more about myself and about my Heavenly father as I delve deeper into His word.His word is what empowers my positive attitude and reminds me to be grateful not only for His sacrifice but also for the many blessings He bestows on my life daily. I loved this book. I’m sure I will keep it around to read occasionally and remind myself to get my mind in order! Thinking produce s feelings and feelings behaviors and if I’m not happy with any certain behaviors, I must stem it back to what I spend my time thinking about. My mind is the battlefield and when it is renewed in Christ, I will be able to battle the enemy with confidence, perseverance, and power.

Safety Health and Environmental Report

INDUSTRIAL ATTACHMENT REPORT By MAXWELL MASUNDA MIDLANDS STATE UNIVERSITY BSC HONOURS GEOGRAPHY AND ENVIRONMENTAL STUDIES Registration Number R102163M Period Jan-Dec 2012 Department Health Safety and Environment Endorsed By Work Related Learning Supervisor __________________________ Signature Student’s Name Masunda Maxwell Registration Number R102163mStudent’s Signature ___________________________ Signature Company Stamp Period Jan – Dec 2012 Academic Supervisor Mr Mutekwa Table of contents Page Abstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Acknowledgements†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 Abbreviations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 CHAPTER 1—INTRODUCTION 1. 1Information about the organisation. Vision, Mission statement, Values and objectives of the organisation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1. 2Company’s organisational structure and the place of the particular department in which the student’s work was undertaken†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1. Communication and information systems†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1. 4Principal Services and their characteristics†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1. 5Main markets served and their characteristics†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1. 6Sources of competition†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1. 7Types of technology involved and their characteristics†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1. 8Impact of Government measures and policies, the Economy and changing environment and social attitude†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ CHAPTER 2—MANAGEMENT ISSUES 2. 1 Management style, values, priorities, responsiveness to external change and management success†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. . 2 Logistics, Production, Marketing and Managem ent approaches to technological development†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ CHAPTER3 3. 1 Roles and responsibilities of the student during the work related learning period†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3. 2 Performance criteria and targets†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3. 3 Opportunities and problems encountered†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3. 4 Theory studied and operational practises†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3. 5 Means of monitoring performance during work placement period†¦Ã¢â‚¬ ¦.. CHAPTER 4—EVALUATION 4. 1 Overall evaluation of the WRL period CHAPTER 5—RECOMMENDATIONS 5. Recommendations to Midlands State University; Department of Geography and Environmental Studies and The Wattle Company 5. 2 Other issues learned CONLUSION REFERENCES ABSTRACT The author commenced Work Related Learning on the 23rd of January 2012 at The Wattle Company (Nyanga Pine Division) in Manicaland Province and is expected to complete in December 2012. This report saves to give an outline of the tasks and activities carried out by the student during the above mentioned period of WRL programme in pursuit of achieving the requirements of the Bachelor of Science Degree in Geography and Environmental Studies at Midlands State University.DEDICATION I give special dedication to my mother and brothers who made my education a success. Your stewardship and heroism are sufficient to me. ACKNOWLEDGEMENT My gratitude goes to the Midlands State University academic staff that has imparted their vast knowledge and has so much assisted me with words of wisdom, hope and courage during my industrial attachment. My appreciation goes to the management and the rest of staff at The Wattle Company for accepting me to be part of the Wattle family (Nyanga Pine Division).I also give gratitude to the unwavering support and guidance that l constantly got from my supervisor Mr. S Ziyambe (S. H. E Officer Nyanga Pine Division), throughout my industrial attachment period. My thanks also goes to the Human Resources Department specifically, Mrs S. Nyangairi(human resources administrator) and Miss Tsitsi ( H. R Departmental secretary) . Great thanks to Mr Mazungunye (Forest Resources manager-Nyanga Pine Division), Mr Kwenda (Plant Engineer) Mr Velani (forester Nyanga North), Mr Sigauke (Forester –Nyanga Pine Nursery), Mr.P. Chipango (Forestry Department Clerk), and all SHE Reps in all departments not forgetting all other employees and the external society for their professional guidance and supervision w ithin their areas of specialisation together with all the support and ideas that were shared to me during the course of my industrial attachment. I give credit to the compilation of this report to all the above mentioned professionals for believing in me and their constant support during difficult times and period of my industrial attachment.I extend my gratitude to the department of Geography and environmental studies Mr Jerie and his colleagues for the knowledge acquired which made practical learning easier not forgetting my supervisor Mr Mutekwa who visited us during the course of the industrial attachment and boosted moral. My heartfelt appreciation to my family especially my mother Mrs B. Paradzai, my brothers ; Noah, Michael and Macdonald and my friend, Tinashe Munodawafa for their unmerited support (Economic, social, moral and otherwise) throughout my Industrial attachment.I give all the glory to the Lord Almighty for a year full of life and fun not forgetting how educating i t was in every dimension. May the Lord God edify and bring continual success to you all. Abbreviations/Acronyms BBSBehaviour Based Safety BLRABaseline Risk Assessment EDEnvironmental Database EIAEnvironmental Impact Assessment ESREstate Stores Requisition HIRAHazard Identification Risk Assessment OHSOccupational Health Safety SHESafety Health Environment SHPSafety Health Procedure WRL Work Related LearningFRM Forest Resources Manager OHSE Occupational Health, Safety and Environment IBRA Issue Based Risk Assessment SWP Safe Work Procedure MP Management Procedure CAR Corrective Action Request LTI Lost Time Injury WMP Waste Management Plan EMP Environmental/Emergency Management Plan HOSHead of Section HOD Head of department CHAPTER ONE(1) 1. 0 Background of the Organisation The Wattle Company Limited was founded in 1945 in a bid to develop a wattle extract Industry in Zimbabwe. Land was purchased in the eastern districts of the Country and a central office was established in Mutare.The rationale for the development of wattle extract in Zimbabwe was twofold: †¢There was a general prediction of growth in demand for leather products hence, by implication of growth in demand for tanning extract. †¢There existed the perception of a permanent decline in supply of Quebracho extracts which, at the time, was the principal vegetable tanning extract in the world leather business. Wattle extract offered a profitable Substitute with a shorter-term investment horizon.These predictions were not fulfilled for the following reasons which also motivated the subsequent diversification into pine and eucalyptus; †¢The rate of leather consumption was negatively affected by the subsequent development of synthetic non-leather shoe materials; †¢The development of synthetic tanning materials (such as chrome salts) further reduced the demand for vegetable extracts; and †¢Quebracho remained a strong competitor to wattle extract. At the peak of wattle development in approximately 1959, The Wattle Company Limited had a capacity from its plantations of approximately double its sales demand.Consequently, The Wattle Company Limited commenced a Programme of diversification into other plantation crops accompanied by a parallel disposal of surplus land holdings. The Memorandum and Articles of Association of The Wattle Company Limited permits it, generally, to own and operate forestry and agricultural estates, to produce, process and deal in forest and agricultural products. The Company now specifically manufactures wattle extract, pine sawn timber, treated gum poles, eucalyptus sawn board and a residual product, charcoal. The Registered office of The Wattle Company Limited is situated at No. Durban Road, Mutare. 1. 1 Vision Achieve World class excellence in forestry resources management. 1. 2 Mission We will sustainably manage forest plantations, manufacture and be the supplier of choice quality sawn timber, wattle extract, charcoal, poles and service s to our customers in all our markets. We will build long term mutually beneficial relationships with all our customers, suppliers, employees, communities and shareholders. 1. 3 Values ?Integrity ?Quality ?Innovation ?Professionalism ?Transparency ?Teamwork ?Respect ?Empathy ?Passion 1. Company’s Organisation and the place of the particular department/ section in which the student’s work programme was undertaken The Wattle Company Limited is the main company the student was attached as a Senior Trainee SHE Officer. He was also attached in the SHEQ department at The Wattle Company, Nyanga Pine Division which is located 60 km out of Mutare. The department services(In SHEQ issues) other sister Estates such as Dunsinane Estate in Penhalonga, Nyakupinga, Mtarazi and Reneen Estates together with a Bush milling plant called Pine Products (Located in Mtarazi Estates) for Pine sawn timber production. 1. Communication and Information Systems The company uses a top to bottom appr oach. Group managers are responsible for the overall performance of the company as a whole, hence they oversee issues within all the three divisions of wattle but there are location managers and officers who are involved in the day to day running of the activities within their areas of jurisdiction. The company uses memorandums and Internet services which facilitates Emailing system as a means of information relay not forgetting to mention direct or peer to peer communication. The IT (Information Technology) at the head office is responsible for all machine ault repairs and controls the emailing system together with denying access/sharing of controlled documents with external sources. There is also a LAN (local area network) From Netone, Company Contract lines from Econet together with provision of monthly airtime for communication purposes to management reps . More so there is the use of GPS receivers, that is, Radios for all Foresters’ communication in the estates. All loca tion managers and Officers report to a location/divisional General Manager which is the highest office at divisional level as illustarated in the organogram below.ORGANOGRAM Fig. 2. 1 1. 6 Principal Products / Services and characteristics Wattle Company’s business success is centres on sustainable management of its forestry resources and is dedicated towards sustainable environmental management. The Wattle Company has received a number of accolades for its outstanding performance in environmental and forestry management. The Company operates under three strategic Business Units, Namely, †¢Nyanga Pine Division †¢Wattle Mimosa Division †¢Vumba Timbers Division It has four core businesses for production and marketing of †¢Pine Sawn Timber and manure Wattle Extract †¢Eucalyptus Poles †¢Charcoal Fig 3. Wattle Company Divisions Fig. 4. Wattle Company Hectare all divisions inclusive. The student was based at the Nyanga Pine division. NYANGA PINE DIVISIO N Nyanga Pine Plantations are located at Nyanga and Dunsinane Estates, approximately 65 kilometers and 35 kilometers north of Mutare, respectively. Available Resource Nyanga has a sustainable resource of 150,000m3 saw logs per annum for the pine plantations. An additional resource base from Art Corporation plantation which has been secured by the company is 76,000m3.Acquisition of the rest of the Art Corporation plantations is also expected to yield an additional 31,600m3 per annum. Figure. 3. Part of the resources available in the Nyanga Pine Division. Land holding in this Division is 18 973 hectares. Logs from these plantations are managed on a 20 to 25 year rotation and 450 hectares are harvested annually producing 150 000m? of saw slogs. The timber is harvested and transported to the sawmill using specialized equipment. As illustrated in fig 4 below. Fig. 5. A forwarder transporting logs PINE SAWN TIMBERThe Sawmill has a capacity of producing 72000cm3 of sawn timber per year and has 2 production lines. The frame saw line for big diameter logs and the multi-saw line which replaced the chipper canter line for small diameter and larger diameter logs. Fig 6 illustrates the frame saw line. Fig 6. 1 A log entering the frame saw line Fig 6. 2 A log out of the frame saw line The Wattle Company produces high quality sawn timber that has high demand both locally and internationally . Pine sawn timber is a soft wood. The pine sawn timber is kiln dried to standard moisture content of between 12 – 15%.This is achieved by adhering to stringent quality control measures starting from the source of our timber and in addition, our processes conform to the local Standards Association of Zimbabwe Board (SAZ) and South Africa Bureau of Standards ( SABS) yet also currently seeking ISO 9001 certification. The structural timber comes in solid form, finger jointed, planed all round and kiln dried. The lengths range from 0. 9 m to 6. 6 m. Fig. 7. Pine sawn timber stacked in the warehouse Structural timber is mainly used for construction, whilst Industrial grade timber is used for furniture and industrial purposes.These products are marketed and sold throughout the SADC region to different customers in their specific requirements. Bi- products – Crating, Pulpwood, and Pillar logs, Pine bark, Wood shavings and Saw dust are produced. The company also produces the industrial grade timber for the furniture manufacturers. Moreover the company also produces Manure from decomposing mixtures of sawdust and bark which is demanded locally, mainly by maize and cotton producers. Also the company offers other used products such as used tyres, used oil, scrap metal and old vehicles.Wood is another product produced for sale to outsiders with some provided to the general workers and the local communities who stay in electricity free houses. Principal services Wattle Company provides expertise to other fellow timber producing organisations, students in local high schools through conducting fire and tree planting campaigns together with students on industrial attachment in various departments found in the organisation. More so it offers health services such medical health care, HIV and AIDS counselling and testing and maternal care to employed/ non employees yet local people.It also offers employment to the local community and the country at large. The company is involved in the preservation of Natural resources such Fauna and flora, Historical cultural sites, such as Nyangani terraces and recreational areas such as Mtarazi Falls with help from its security. The Wattle Company, through its Nyanga Pine Division is certified by the Forest Stewardship Council (FSC), which is an international organization that provides accreditation of forest management practices. FSC establishes standards as well as monitor the chain of custody and labelling of wood products. . 7 Main markets served and their environmental characteristics The Wattle Company is currently supplying the following markets, ? Botswana 33%, ?South Africa 35% ?Zimbabwe 20% ?Namibia 6% ?Zambia 3% ?Mozambique 3% Fig. 8. Timber market sizes in % Timber products produced at Wattle Company have created demand through spiral, repeat and referral marketing. The Product is produced from a well managed resource that adheres to specifications of international standards. The timber is mature and is suitable for major construction jobs which most construction companies prefer.The Wattle Company has created a competitive edge against its industry peers by upgrading its product through mouldering, as a differentiation strategy to its competitors who prefer to sell their timber as general grade. Wattle Company uses benchmarking as an analytical process through which the organization’s performance in the market is compared to the best in the country and the region. Positioned in a niche market it supplies 80% of its timber as structural which automatically means only tho se that are in the construction industry prefer the product. The company’s minimum order quantity is 48 cubes.The prices are factory that is they exclude freight cost since customer own transport is used. The Company’s Pine Sawn Timber is grouped and sold in two broad categories – Structural sawn timber for builders’ merchants and roof truss manufacturers. There is also the Industrial sawn timber for furniture and door manufacturers and pallet makers. Approximately 70% of the Pine Sawn Timber is exported while 30% is sold locally. All dispatches are made directly from Nyanga Pine Sawmill spearheaded by Wattle Company headquarters in Mutare where all payments are made.The Company is the third largest producer of Pine Sawn Timber in Zimbabwe and sells its product under the brand â€Å"NYANGA PINE†. Zimbabwean timber is proven by international test standard to be competitive in strength, workability and appearance with South African and European pine. 1. 8 Sources of Competition Competition in the region is not just coming from regional suppliers but also timber coming from as far as Chile, Brazil and Australia amidst softening demand in the market backyards.A case in point is the Namibian customer called the Mega build who is importing timber from as far as Australia; as a result, it creates pressure and price distortions and reduces the regional suppliers’ market share. The Zimbabwean primary wood processing industry is an oligopoly dominated by five players namely: Wattle Company, Border Timbers International, Allied Timbers, Mutare Board and Paper Mills, and Hunyani. Each of these companies has its own timber processing facilities and grows timber for own use.Three are major timber suppliers namely, The Wattle Company, Boarder Timbers and Allied Timbers, with the other two suppliers operating more than two sawmills each. The difference between The Wattle Company and its competitors has been the ability to stick to wor ld class standards and pro efficiency. Border Timbers is now the second biggest player in the industry but of late experiencing problems of diminishing resources. Wattle Company, Forest Company of Zimbabwe, and Border Timbers produce about 89% of timber in Zimbabwe and 1% is from Bush Millers. Threat posed by forest fires locally affects output in terms of quality.Recent fires in South Africa had weakened output prices. Only Wattle Company and Boarder Timbers are Forest Standard Commission (FCZ) certified giving Forest Company of Zimbabwe a disadvantage on the international market. Wattle Company is currently the smallest player in the industry but the most efficient. The competition in Zimbabwe Timber Industry hinges more on volume capacity than other factors such as quality, lead time and turn around. The wattle Company has edged its competitors by sticking to high quality structural timber creating a name in the regional construction industry.Environmental Management The Wattle C ompany Limited is a recipient of Timber Producers Federation of Zimbabwe’s Environmental Awards and has a documented Environmental Management System in place. Special Management is applied to the conservation of water catchment areas, high altitude grasslands, main forest communities and archaeological heritage such as the remains of Nyanga Terrace Culture, pollution prevention of estate soils by machinery oils and proper disposal of waste (paper, wood, glue, metal and clinic wastes). 1. 9 Types of technology involved and their characteristicsThere is a lot of modern machinery used for Pine sawn timber production from planting to marketing of the finished product. The information above is the general information of the whole Wattle Co divisions. However the growing of pine trees at Nyanga Pine division is for sawn timber. Nyanga Pine plantings are largely restricted to Pinus patula, but include P. taeda; P. elliottii, P. kesiya; P. tecunumannii and P. maximinoii and some of t hese species are being carefully considered now (Wattle Co Management Plan of the Pine Estates 2012).There is the use of Diesel powered chain saws an earth moving machinery for cutting or bringing down the trees respectively, followed by choking –which involves bringing the logs close to the road (for sorting according to diameters and loading using the telelogger) using tractors; cattle; the skidder and cable yarders (from inaccessible areas like in valley bottoms). More so haulage trucks are then used to transport logs from the harvesting sites to the Sawmill for processing. At the Sawmill, teleloggers are used to offload trucks and sorting is done as well.Cane hooks are then used to roll logs onto electric powered hauling chains (the process is highly mechanised)which feed the de-barker—for bark removal before proceeding to the frame Saw and Multi-saw lines for cutting to size. Conveyer belts carry the timber to the green chain section where manual loading of the Bo ogies is done followed by Kiln drying using The Ballman and Tekma Kilns which are Electric and Fire powered respectively. Traverses then carry the dried timber to the Dry mill section for cutting to size and packaging.Side loaders then load the timber as per orders before loading to trucks for departure to their respective destinations. Fig. 9. Process flow diagram of timber from harvesting to warehouse 1. 10 Impact of government Measures and policies, the economy and changing environment and social attitudes Government legislative bodies such as NSSA, EMA and SAZ have positively impacted on the organisation to be a workable environment through its NSSA compensation scheme in case of injuries. Subscribing to EMA and SAZ has coerced the organisation to improve its environmental management climate, market improvement and improved OHSE standards respectively.On the other hand through the Recruitment and Selection Policy, which requires locals to be considered first when employing peopl e, inexperienced people have been assimilated which greatly affect the quality of workforce available. The economic climate currently has improved performance of the organisation where a monthly profit of US$23000—US$30000 is obtained hence it has resulted in improvement in the salary scales. The favourable climate has also increased the market size by attracting more foreign customers aided by SAZ certification.Cash flow problems/Global liquidity shortages have negatively impacted the organisation forcing it to sell on credit thereby resulting in late payments of salaries and wages. Increasing mechanisation levels have also resulted in high job losses Changing educational environment has resulted in most locals shunning the lowly paid jobs in the forestry industry. More so qualified personnel is also leaving the organisation for greener pastures with even students are now shunning being attached there because of absence of any allowance.CHAPTER TWO(2) 2. 1. 0 Management styl e –Values and priorities, responsiveness to external change and management 2. 1. 1 Management style It is a top to bottom approach. The divisional activities are run from the headquarters by group managers. On site there is the GM, FRM, TLM, Accountant, HR assistant and SHE Officer. These HODs are the policy makers assisted by HOS who do the day to day running of the various departments reporting to the GM. The organisation has 6 departments namely: Clinic, HR, Forestry, Harvesting, Administration and SHE.HODs report also to group managers who directly report to the COO, who is the overall head of the company who delegates tasks to top management. A weekly progress meeting is conducted by top management and chaired by the COO. 2. 1. 2 Values and priorities Values and priorities of the organisation are set by the management team since there is a top to bottom approach to management of issues at the organisation. The organisational Policy is followed but it is mainly if not onl y effective upon the general hand wage earner and few lower grade staff workers. 2. 1. 3Management successionWorkers rotate departments depending on performance and not specialisation, for instance from HR to Production. Succession is handled by HR but that of management is handled at group level by group managers. There is also rotation of employees around the three divisions especially management/staff workers. 2. 1. 4 Responsiveness to external change Marketing surveys are done every month to determine market prices. Prices are then either lowered or increased depending on periodic reviews. Weekly performance meetings are conducted on site chaired by the COO, where supplies are usually stopped wherever late payments are observed.Also the increased competition on the market has forced the organisation to seek ISO9001 certification and implementation of BBS in a bid to lure the market by showing their concern to Quality and OHS issues respectively. Production of products as per cus tomer requirements and specifications in terms of width and thickness has also come as a response to external market changes in the timber industry. Also selling more and preferably to cash buyers has been effected to reduce the impact of cash flow shortages in the economy.The organisation also subscribes to the government gazette for updates on any changes in terms of legislations and other legal requirements. 2. 2. 0Logistics, production, marketing and management approaches to staffing and technological development. There is a silviculture department and a Forestry Resources Manager who is in charge of all the estates/ in charge of all the forest resources. This is the department which ensures sustainability and to ensure sustainability this department is responsible for all the plantings which include the harvested land or compartments as well as the burnt land.For example last year during the fire season about 900 ha were lost to forest fires but there is reestablishment of thes e compartments as well as the harvested compartments. Since the rainy season began about 800 ha were planted so far and if rain falls the company intends to finish planting all the palatable land. Planting back is a serious issue which is monitored at top management level as well as the Timber Producers Federation (TPF) which the company is part of. So the issue of sustainability is unquestionable at Nyanga pine division as illustrated above.As for harvesting there is a harvesting department headed by the Harvesting and Transport logistics Manager. When the compartment is ready for harvesting which is usually after 25 years the silviculture department hands over the compartment to the harvesting department with the forest planning department being involved as well. Usually every year the silviculture department hands over all compartments ready for harvesting then the harvesting department do APOs (Annual Plan of Operations) using the information provided. This is the first step don e by the harvesting forester and authorised by the Harvesting and Planning managers.Harvesting then commences following a harvesting procedure. When the compartment is finished it is handed over to planning for fibre waste assessment then back to silviculture for plantings. This is the cycle in short. The planning cycle is there for the sustainable management of the forest resources. Management is striving to cut costs through the acquisition of highly mechanised equipment like the Multi saw line which only requires 12 workers along the whole line as opposed to more than 30 workers on previous lines (chipper canter line).More so some departments are operating with one person with the aid of students on industrial attachment whom are not a cost since they are not paid, for instance, one SHE officer for Reneen, Nyakupinga, Nyanga Pine, Mtarazi and Dunsinane Estates and the Sawmill. Seasonal employees are temporarily employed especially during the planting and fire seasons for preparat ion of fireguards and ring weeding respectively. Marketing is done throughout the marketing manager who is based at the head office in Mutare. Sales are also facilitated through that same location.No marketing rep on site since it is only a production site since collections are done using receipts and with the aid of phone calls. A larger percentage of the product is sold internationally. 2. 1. 3 Management Issues and their relationship to environmental issues and performance of the organisation. Management is more concerned with production hence environmental issues are not of much concern or they are not given much attention since they are not funded for instance all industrial hygiene surveys were last done in 2009 and 2010 respectively.More over foresters also claim to be masters in SHE issues hence it brings friction between the different departments. The SHE department is only involved in voluntary compliance to standards such as ISO14001and ISO9001 among others since it is on ly SAZ certified. There is generally lack of management commitment to SHE issues hence little is being done in terms of environmental management though there is vast knowledge inhibited within the site SHE Officer which remains an untapped resource though beneficial to tudents on work related learning to whom it is relayed. CHAPTER THREE(3) 3. 0 Activities carried out and Initiatives made by the student After a month in the industry the most tasks were delegated to the student for learning process, development of a world class/competent SHE practitioner and for monitoring progress during the course of the industrial attachment period. Only decision making opportunities in sensitive issues were not tasked to the student. 3. 1. Safety health and environment (S. H.E) induction of newly recruited employees This process involves safety induction of new employees and visitors so that they practise safety every time and everywhere. It also shows the level of commitment of the organisation to SHE issues. After a month the student was given the role of conducting all inductions in the absence/presence of the supervisor. This further boosted confidence to speak amongst a group of people since it was going to be a routine task to train groups of workers. 3. 2. Land farming projectThis is a project for treatment of oil contaminated soils to normal or near normal state which emanates from unsurfaced parking bays like the telelogger bay in the Sawmill, garage and management parking bays. The project was to remain an ever running project since soil is continuously being polluted. The student developed the land farming project together with preparing the project budget, documentation and description, assigning responsibilities, training of the people involved, monitoring, and preparation of continuous improvement documents together with monitoring of progress. 3. 3.Environmental Inspections, audits and on job observations This facilitated compliance to SHE standards, complian ce levels to management procedures and task procedures, noting of at risk behaviour and conditions, Fire extinguishers, first Aid boxes and areas in dire need for improvement or meriting immediate attention. These aspects allowed us to police compliance to SHE standards and punishing of those who breach the laws using the code of conduct. The student was also part of the panel conducting all internal audits in other divisions of Wattle Company like the second quarter audit at Silver Streams in Chimanimani.More so the student conducted routine morning on job observations and inspections in the Sawmill and conducted monthly inspections by way of a checklist before surrendering the audit results to the supervisor for analysis and drawing of CARs. 3. 4. Conducting safety health and environment educational and legislative training programmes for 1200 employees (high and middle level management and shop floor workers) The student with the help from fellow student developed and prepared th e inspections and audit checklists for use internally and for use by all Wattle divisions.Since most trainings at the organisation are handled by the SHE department hence the student through the knowledge disseminated to him by the work supervisor, spearheaded trainings on BBS, MPs, chemical handling and other safety environmental and health related issues brought to his attention by external professionals, for instance, trainings on circumcision, diseases control, general hygiene and Training SHE Reps on how they were to conduct Observations. More so the student conducted Fire and environmental awareness to students in local schools.Also the student trained management and the shop floor workers on how to conduct safety talks together with highlighting their relevance. The student also had passion to disseminate knowledge acquired at college through training the fellow workmates on Safety, Health and Environmental Legislative requirements the organisation had to subscribe to. In add ition the student conducted refresher trainings on the SHE Policy, harvesting procedures and accident reporting. These were assisted by mock drills to monitor for instance mock drills.The student was part of the panel which spearheaded these together with assessing the level of preparedness the Company assumed in case an emergency occurred. The student also assisted in developing innovative procedures in the improvement of available sanitation practices to meet targets set by the SHE department in its SHE manual. 3. 5. Compile monthly SHE reports and Weekly progress reports These reports showed progress and company performance on SHE issues together with activities and challenges being faced in handling SHE issues.It was the duty of the student to prepare monthly reports using available statistics and information gathered. This is also a way of communication with top management on Departmental performance. More so weekly and monthly reports were prepared by the student to show the l evel of progress and material covered during the course of the work related learning process. 3. 6. Compliance promotion and enforcement of occupational health and safety (OHS) and environmental laws.Besides conducting trainings on legislations, the student also made follow ups on progress in issues discussed or trained on as part of policing compliance to CARs, set targets and expectations. Those found not complying with these were warned and the CARs were not closed until progress was noticed, with others being warned or called for hearings since at Wattle Company, it is a dismissible offence to disobey any safety regulation or set standard. 3. 7. Accident/Incident investigations, identifying route causes and providing recommendations to prevent recurrence of incidents.Accident investigations are a requirement by law and are also of importance so as to know the causes of accidents together with identification of problem areas. The student conducted incident investigations so as to determine the latent failures and conditions contributing to the occurrence of the accident so as to learn and avoid the occurrence of the same kind of incident through the provision of suitable recommendations and action plans. This further enhanced the level of scrutiny by the student in any issue. . 8 Preparation of the BLR Assessment Database/Register and the Environmental Database The student together with another fellow student prepared the BLRA for evaluating risks and exposure of workers to these risks per department. These were to be used as a basis for training during trainings on accident prevention, refresher training courses, and drawing of action plans together with noting down any new types of incidents developing together with taking note of their inherent causes or accelerators.The student also was part of the team that prepared the environmental database which was to be useful in Natural Resources management since it allowed the student to quantify the amount of w ater, fuel, electricity and Wood fuel consumed per month together with calculating the amount atmospheric pollutants the company was contributing through its use of oils, burning of waste in the incinerators and the use of diesel fuelled vehicles and machines. More so knowledge about the amount of water, electricity and wood allowed future planning for sustainable resource use to be done. 3. Training of SHE Representatives SHE Reps are the eye of any SHE department hence much of the trainings done were to equip them with the necessary skills to foster safe working in their fellow workmates. The student hence trained SHE reps on accident reporting procedure, conducting and completion of BBS observation checklists, conducting of safety talks just to mention a few. This was done since they were the ones constantly on the ground and also it was discovered to be easier to spread knowledge on SHE using people at the same level since they understand each other better. 3. 0 Conducting the H IRA process and taking down all potential hazardous tasks and related risks The student also conducted the HIRAs for all departments which was also useful in the preparation of the BLRA database. HIRA involves identification of hazards and estimating the risks thereby allowing the development of action plans to manage those risks before they occur 3. 11 Conducting of internal EIAs for small internal projects. The student conducted an internal EIA for Pine Products which is a sister company of Wattle (Nyanga Pine Division) specialising in the production of pine sawn timber as well.Here the student used acquired knowledge at college together with additional guidelines from an internal EIA checklist to assess the environmental, social, health and pollution (from waste generation and disposal) related impacts of the already running bush mill/Plant. This was also a form of compliance to national legislative requirements from EMA Act chapter 20:27. 3. 12 Conduct occupational and health ca mpaigns The student conducted campaigns on male circumcision together with liaising with the clinic on the behalf of PSI so as to provide a venue and set actual dates for the surgeries.More so the student conducted further training on Cancer, HIV and AIDS respectively since they were also part of the reasons why circumcision was being promoted to be done. 3. 13 Accident Register Updating The student also prepared the Accident Register for the years 2011 and 2012. Also weekly updating of the register was done by the student together with Trend analysis of accidents between current and previous years. This register assisted in noting any major changes in accident rates together with the reasons why that was happening.It allowed review of Policies and performance wherever there was need. 3. 14 Taking tours with new employees during inductions and or visitors around the plant or estates to view operations. The student also after inducting new employees took them for a tour around the pl ant and estates to familiarise them with SHE issues involved within those areas. Besides SHE issues the student was also knowledgeable about the product process flow since it was part of the reasons for the tour hence he had to share it with the visitor or new employee. 3. 5 Reviewing EMPs, WMPs, EMPs etc Besides preparing new documents the student was also involved in reviewing and updating of all obsolete documents. This was done according to the set review periods and was also auditable both externally and internally. 3. 16 Conducting Pre-shift talks. Also the student conducted Pre-shift talks to management and the shop floor workers as a way of enhancing safe working together with notifying on previous week’s incidents to all workers and training workers on prevention of the same incidents from repeating themselves.The student therefore developed and prepared the SHE Talk Calendar for the year 2012 as a guideline on weekly discussions in every department and section. More so the student policed whether these pre-shift talks were being conducted since some people had a tendency of ignoring or not attending hence the provision of Pre-shift talk registers. 3. 17 Completion and submission of NSSA WCIF 14 forms The student also completed the above mentioned forms for any LTI or accidents meriting a claim from NSSA, since every worker was insured to NSSA in case an accident would occur.The student and travelled weekly to Mutare for submission and collection of claims cards for use in treatment or receiving a claim from the bank. 3. 18 Development and Implementation of BBS Social Soccer League The student developed the BBS League as part of entertainment to the workers. In addition the student went to purchase the balls and acted as management team’s coach cum player in preparation of the league games. The student also included safety statistics as part of points awarding system together with updating of the log standings every week. . 19 Filing of SHE documents After preparation of any document the student had a filing day every week for filing of each internally or externally prepared that was useful in future. The student prepared a SHE filing system in soft copy and saved the documents on the machine. Further still the student prepared hard copies of the same documents and filed them separately using a filing index and number. These documents were useful during Audits since they were a requirement especially during external audits by NSSA, EMA and SAZ.Filing thus made it easier for document access whenever requested for. 3. 20 Acting as Secretary during SHE meetings The student also acted as a departmental secretary during SHE Monthly meetings and during management BBS training meetings. More so the student recorded the minutes and typed them together with circulating them back to all departmental HODs. PERFOMANCE CRITERIA AND TARGETS SET FOR WORK PLACEMENT PROGRAMME Performance Criteria There are basically two types of ap proaches being used by Wattle namely; a. Logical framework approachUnder this framework objectives are set on different programmes and strategies for implementation plans in place where objectives stated, compilation of data, SHE Policy commitment is key and is stated as well. The framework is implied in all significant issues, for instance, significant Safety or Health hazards and impacts are given set objectives and targets in a bid to reduce or eliminate their impact. The specialists in the field done the ground work and the affected groups only adopt prescribed approaches either pertaining to their safety or health. . Participatory approach This is used in managing key Environmental issues and System implementation and is mainly executed through a suggestion scheme, for instance, Zvandaona Nhasi Scheme in BBS implementation. It is open to everyone, that is, local heads and the community at large and is not selective in terms of gender of social class. The method involves listing down all suggestions of all participants. Management Objectively verifiable Suggestion indicators are enlisted using this approach.Community appreciation of projects like tree planting and wetlands management are used as a performance criteria tool. Usually the community or affected group are allowed to develop practical home grown solutions for verification and adoption by the organisation in spearheading issues to do with environmental pollution and its related impacts to their livelihood, animals and health. Targets Departmental SHE targets and management programmes are derived from significant hazards in that department. All significant hazards are then given key SHE commitment areas.Each department has its own hazard register rated differently as per frequency and exposure rates. Significant hazards are given objectives and targets, management programmes together with target completion dates. These hazards registers are reviewed every year. The SHE department inspects each dep artment to verify the effectiveness and coverage these departmental hazards registers. EXPERIETIAL LEARNING GAINED FROM WRL PLACEMENT-OPPORTUNITIES AND PROBLEMS FACED AND MEANS ADOPTED TO EXPLORE AND OVERCOME THEM Experiential Leaning gainsExposure to real work environment and assuming the role of a full time employee allowed the student to swallow pride from the respect he got from fellow workers some of whom were elderly people, at the same time allowing him to know about work ethics and expected workplace manners. An Assessment of the working environment was done at arrival at Wattle to see how people conducted each other. Adopting to the way of life at the same place came second since it was a rural setup in which the student was not acquainted to.Adaptation to the internal environment followed where the environment in which the student was working proved so complex and ever dynamic such that being flexible was one quality that had to be borrowed so as to be able to adapt to occ upational dynamics. Familiarising with the system allowed full and competent performance to be achieved. Required Adjustments to personal character were made to suit the colleagues around and the working environments together with challenges faced from time to time. Setting of chievable and realistic goals and the development of action plans in managing of problems and non conformities was a priority. Extreme pressure was experienced whenever there were recurrent incidents and during month ends when monthly reports had to be prepared. During such a period the student had to stay at work till late or attend a double shift of day and night. Collectively, experiential learning Boosted confidence of execution of duty as a competent SHE practitioner, a good communicator, a good listener and fast writer as required in capturing minutes in management meetings.Good communication skills were highlighted through the ability to handle conflicts among and between fellow workers and friends. The student also learned to be Punctual where there was an anomaly in which work started at 6:30 yet the student had to walk on foot for about 7km to work. The student never disappointed though at times he had to attend double shifts and leave work as late as 20:00 hrs in the evening. The student improved his personal skill and also acquired management skills especially in handling different tasks and attended to hearing panels.It also allowed the student to exercise power, delegated authority and to employ knowledge and skills gained at college. To this end, practical learning allowed the student to have practical exploration of work experience. It was also learnt that to succeed in any field, not only personal motivation but also the zeal to learn keeps you moving towards your aims and goals in life. Opportunities ?Prospects of employment since most of the SHE managers are nearing retiring ages, hence having been there gives me a comparative advantage. Business opportunities since th ere is vast arable land lying idle and the shops lack variety in terms of goods provided together with waste timber which can fetch a good market in the nearby town of Mutare. ?Linkages to various external stakeholders like EMA, NSSA and SAZ on a more personal note ? Freedom to pursue educational opportunities since the job of being a SHE officer gives you ample time to do other things since your duty is only to train and enforce. Problems faced and how the student adapted ?Work organisational politics was one major challenge which made other epartments hate SHE not knowing that there was no budget for the department and all its financial issues were handled by HR. The student never became part of the Trade unions in order to avoid being a victim. ?Other departments were unwilling to share information; hence the student went through his superiors in order to achieve his targets for the week. ?Working for nothing or without any motivation was also a challenge in which the student res ponded by developing the BBS Social Soccer League to forget about it.More so the student supplied some fruits from Honde and Mutare in order to make ends meet. ?There was no departmental transport for going on SHE inspections and trainings especially in far areas like the estates. Borrowing vehicles from other departments came as a solution. ?Fuel shortages for ambulance with reserves for production hence emergencies were attended to late. As the HODs of the clinic the students made a plan of keeping the tank full to its brim whenever the fuel was available. ?No SHE budget was available; hence the department was forced to rely on decisions by HR.The department relied on non cash strategies so as to perform his duties effectively. ?Distance from home to work was too long, that is about 7 km. The student resorted to walking as early as was possible to be at work in time since he was required to be there at 06:30hrs. ?Departmental integrity was also a challenge in cases where the fores ters claimed to be masters in SHE issues but denying responsibility whenever an incident occurred. They also lacked knowledge as what a SHE department was for including their roles and responsibility.The student resorted to being calm and forced them to make arrangements so that SHE trainings and inspections were done even when they did not value them. IDENTIFICATION AND ANALYSIS OF THE DIFFERENCE BETWEEN THEORY STUDIED AND OPERATIONAL PRACTISES Theory learned at college tends to follow clearly outlined syllabuses, procedures and steps and are simple to understand whereas operational practises bridge the gap between theory and reality being complex and achievable after continual repetition together with having no defined steps followed except in task procedures only.Shortcuts are very common in the operational practise where sometimes they are observed to be safer than the prescribed steps. Theory only gives a theoretical description of tasks with operational practises giving the ex act execution of the task. Too shallow information is disseminated in specific areas/ there tends to be more generalisations in theories studied whereas operational practises bring about so much specific information and documentation. Theory deals with prediction of cases whilst in operational practises results are condition oriented though they differ with organisations.Not much or all of the material learned was usable during WRL since there is some specialisation in operational practises where one only works in one department doing the same specific tasks repeatedly. The operational practises proved to be more complex hence require rapid dynamism so as to adapt to the working environment which is politically, economically and socially demanding in nature. There were some slight similarities where issues learned like computing techniques in GES were usable in documents preparation, such as, Databases and PPE Matrices and trainings using Microsoft word, excel and slide show present ations.Communication skills (CS101) at college made proper communication affordable in the practical environment where training and interaction of diverse social groups was done from management to the shop floor worker. Basic theory however was vital since it made understanding and practical execution easier and faster. PERFORMAN MONITORING CRITERIA AND ASSSESSMENT OF DIRECTION AND SUPERVISION PROVIDED PLACE SUPERVISOR/MANAGEMENT TOGETHER WITH THE VISITING LECTURER’S ASSISSTANCE.The student was viewed as a full time employee by the WRL Organisation and was governed by the code of conduct which therefore forced him to perform to the required standards and expectations. Weekly and Monthly progress reports on issues covered were a mandatory from the student since they, together with tasks delegated were used to monitor progress of the student during attachment period. Weekly targets were also used which was based on a weekly plan. The student was also tasked to provide a persona l file for assessment by Group HSE manger every month.The student was expected to complete all tasks planned for during that week with those unmet tasks forwarded to the following week. The supervisor’s mentorship approach was to make the student to accomplish certain tasks without his assistance and this was used as a means to monitor progress of the student in terms of speed of grasping and understanding of concepts together with skills development. More so the student also prepared a Log book as part of the progress monitoring aid. This was assessed and signed by the workplace supervisor assisted by the visiting lecturer who assessed the book during the period of visit .The visiting lecturer assisted in explaining what exactly the student was to learn about during the WRL period together with assessing the relevance of what had been covered. He also gave light on the position of the college in other related issues such as accommodation and salary issues . Also an assessmen t of issues learnt and their relationship to the modules covered was done. Also the student was expected to produce a WRL Report at the end of the WRL period as part of progress monitoring as well. CHAPTER FOUR (4) 4. 1 Evaluation of the Work Related LearningThe full year of industrial attachment was a highly productive learning process that exposed the student to the real working environment where real safety, health and environmental situations that are often presented as theory at college were made real through this process. The working environment is never a student oriented environment so as to provide a growing environment for young, new and inexperienced personnel but it remains real with clear operational procedures and structures which gave the student the necessary practical experience required in developing future managers since the student was viewed as a full time employee.This was more than a just an academic fulfilment as the student was natured in his moral, social, observation and analytical skill together with improving his interpersonal communication skills. A greater percentage of the aims of the WRL were achieved as the student mastered most of the duties and roles to operate as a full time SHE Practitioner, though the student never had a chance to do some of the roles/activities due to cash flow problems which hindered activities such as industrial hygiene surveys (for air quality testing, Noise and Lung functioning tests) to be conducted in his presence.Some tasks took longer to be fully understood and readily practised than others. This was a result of other tasks being daily routines/generic issues for instance daily inspections and accident investigation with others being a once-off thing, for example, documents preparation like Databases preparation and preparation of other major documents like Waste Management Plan. Progress was mostly seen where the student initiated interest thus constantly researching and questioning the WRL ment or through his eagerness o learn, whereas in areas where the student showed little to interest no information was relayed since he always had work to do. The student’s expectations were to act as a student but realised that there are no students in the working environment where everyone is given equal opportunity and viewed at the same level, that is, all as adults and full time employees governed by a single company code of conduct. Most of the knowledge acquired at college was not usable in the working environment but rather new things which only took aboard a few of the theory learned at college were in operation.As a student I thought that my views were not considered in the decision making process but realised that some of my ideas and acquired knowledge saved a purpose especially where the student was consulted by top management on SHE issues in the absence of the supervisor. The Code of conduct makes the working environment Peaceful, workable and eliminates hostility a nd unsocial behaviour due to fear of dismissal. Colleagues in the SHE Department were so assisting and helpful in case of any problem be it social, economic or otherwise and made the student welcome by illustrating his importance to the organisation.On the other hand the student was not involved in decision making process of the whole organisation as some of the aspects remained a myth since the student was viewed partly as an outsider, hence confidential information remained inaccessible. 4. 2 Advantages and disadvantages to the Organisation brought by the student’s WRL experience Advantages ?The department could now function as a full department through increased manpower hence this made work easier through delegation of duties. ?Through the knowledge acquired and in the absence of the full time SHE Practitioner, the department could still run under the student’s influence.This also allowed the SHE Practitioner to go on leave since previously he could not be allowed for fear of lack of departmental functionality in his absence. ?It was also cost effective for the company to use the student since he was not paid anything though he was fully exploitable and competent. ?Also it was an advantage to the organisation having such a competent student on board since it would be easier to refer to/appoint him as SHE Practitioner in the near future since the field is a migratory field hence they faced a risk of losing current ones. ?The introduction of the BBS Social Soccer League by he student brought life and entertainment to the local community and workers at large. ?Most documents in us e were prepared by the student hence it was an advantage to the company. The student’s experience made enforcement of SHE standards and MPs easier hence assisting in lowering and elimination occupational injuries, diseases and negative environmental impacts. Disadvantages ?Though the student’s competency proved to be an advantage is also became a disadvan tage to the organisation since there was a reduction in manpower when the student was returning back to college.Most work that used to be handled smoothly was now loaded to one competent person. ?Development of Land farming and balls, kits and trophy for BBS Social Soccer League was an expense to the organisation since they were supposed to fund these for them to be a success. ?Nevertheless having experience is another thing but it remains the student’s choice to work for a company of his own choice hence the company can also be said to produce what does not benefit out of thereby making it a disadvantage as well. The time lost in training the student was a disadvantage to the organisation considering that they were not going to keep the student with them. Lunch out especially after management meetings was a cost to the organisation as well. CHAPTER FIVE (5) CONLUSIONS AND RECOMMENDATIONS 5. 1 Conclusions The student’s period of attachment at The Wattle Company Limited was a valuable experience which has natured him into gaining skills technically, professional and socially. The student has been exposed to different aspects of the SAFETY HEALTH AND ENVIRONMENT DEPARTMENT and has learnt a lot.The student’s Work Related Learning (WRL) period at The Wattle Company really transformed him into a responsible student who is capable of working competently in the industry. It really gave him hands on the real job experience and was able to familiarize himself with new ideas and aspects in the industry. He is now capable of carrying out his duties without constant supervision together with taking his responsibilities with caution and to his ability; hence has become self initiative in nature. 5. Recommendations to Midlands State University ?The university should develop cordial relations with companies so that there is general mutual understanding between the college and companies. This will assist both the students from the same institution having a comparative advantage on WRL Placement acquisition. ?The university must also reconsider on other external challenges away from work and increase the number of assessment visits to monitor conditions being lived under and challenges students are facing. The university must continue with the attachment program, as it is vital for skills development and gives advantage to the student when seeking full time employment as it acts as experience and leverage. 5. 3 Recommendations to GES Department ?It is very critical for the university to complement theory with more practice. It will be advantageous to the student if the university introduces courses, which are on demand in the industry for example BBS. Field visits to Organisations should be increased before going for work related learning so that students will get to know and prepare for what they are going to be facing when they are out there. ?The university should seek attachment places for students to make it easier because stude nts are ending up going for an attachment lat