02.B Requirements of the personnel

合集下载

人员出入口 英语

人员出入口 英语

人员出入口英语The efficient management of personnel entrance and exit is a critical aspect of maintaining security and order in various organizations and facilities. Whether it's a corporate office, a healthcare institution, or a government building, the ability to effectively control and monitor the flow of people in and out of the premises plays a crucial role in ensuring the safety and well-being of the occupants. In this essay, we will explore the key considerations and best practices in designing and implementing an effective personnel entrance and exit system.One of the primary objectives of a well-designed personnel entrance and exit system is to enhance security. By having a controlled access point, organizations can better regulate who enters and exits the premises, reducing the risk of unauthorized access and potential threats. This can be achieved through the implementation of various security measures, such as security guards, biometric identification systems, or electronic access control mechanisms. These systems can help to verify the identity of individuals, track their movements, and deny entry to those who are not authorized to be on the premises.Another important aspect of personnel entrance and exit management is the efficient flow of traffic. In high-traffic environments, such as large office buildings or hospitals, it is crucial to ensure that the entrance and exit points are designed to accommodate the movement of people without causing congestion or delays. This can be achieved through the strategic placement of entry and exit points, the use of multiple access lanes, and the implementation of queue management systems. By optimizing the flow of people, organizations can minimize wait times, improve the overall user experience, and enhance the productivity of their workforce.Accessibility is another critical factor to consider in the design of personnel entrance and exit systems. It is important to ensure that the access points are easily accessible and user-friendly for all individuals, including those with physical disabilities or special needs. This may involve the installation of ramps, automatic doors, or dedicated access lanes for individuals with mobility challenges. By prioritizing accessibility, organizations can demonstrate their commitment to inclusivity and ensure that all employees, visitors, and customers can enter and exit the premises with ease.In addition to security, traffic flow, and accessibility, the personnel entrance and exit system should also consider the needs of different user groups. For example, in a healthcare facility, there may bespecific requirements for patients, visitors, and staff, each with their own access needs and protocols. Similarly, in a corporate office, there may be separate entrance and exit points for employees, clients, and vendors. By tailoring the system to the unique needs of each user group, organizations can enhance the overall user experience and improve the efficiency of their operations.Furthermore, the personnel entrance and exit system should be designed with flexibility and adaptability in mind. As organizations evolve and their operational requirements change, the access control system should be able to accommodate these changes seamlessly. This may involve the integration of new technologies, the modification of existing protocols, or the reconfiguration of the physical layout of the access points. By maintaining a flexible and adaptable system, organizations can ensure that their personnel entrance and exit management remains effective and aligned with their evolving needs.Another important consideration in the design of personnel entrance and exit systems is the integration of data management and reporting capabilities. By collecting and analyzing data on the movement of people in and out of the premises, organizations can gain valuable insights into usage patterns, traffic flow, and potential security risks. This information can then be used to optimize the system, identify areas for improvement, and make informeddecisions about resource allocation and security protocols.Finally, the implementation of a personnel entrance and exit system should be accompanied by comprehensive training and communication efforts. It is essential that all relevant stakeholders, including employees, security personnel, and visitors, are well-informed about the protocols and procedures governing the access control system. This can be achieved through the development of clear and concise policies, the provision of training programs, and the implementation of effective signage and wayfinding systems. By ensuring that everyone understands and follows the established protocols, organizations can enhance the overall effectiveness of their personnel entrance and exit management.In conclusion, the design and implementation of an effective personnel entrance and exit system is a complex and multifaceted endeavor. It requires a careful consideration of various factors, including security, traffic flow, accessibility, user needs, flexibility, data management, and communication. By addressing these key elements, organizations can create a personnel entrance and exit system that not only enhances the safety and security of their premises but also improves the overall user experience and the efficiency of their operations. As organizations continue to face evolving challenges and changing operational requirements, theability to effectively manage personnel entrance and exit will remain a critical component of their success.。

国网风控平台人员准入流程

国网风控平台人员准入流程

国网风控平台人员准入流程The personnel entry process for the State Grid Corporation of China’s risk control platform is an essential part of ensuring the security and reliability of the platform. 国家电网公司风险控制平台的人员准入流程是确保平台安全可靠性的重要部分。

This process involves a series of steps and checks to ensure that only qualified and trustworthy individuals have access to sensitive data and systems. 这个流程涉及一系列的步骤和检查,以确保只有合格和值得信赖的个人可以访问敏感数据和系统。

From background checks to training requirements, there are several aspects that make up the personnel entry process. 从背景调查到培训要求,人员准入流程包括几个方面。

First and foremost, the personnel entry process for the State Grid Corporation of China's risk control platform requires thorough background checks. 首先,国家电网公司风险控制平台的人员准入流程需要进行彻底的背景调查。

This is to ensure that individuals seeking access to the platform have a clean record and do not pose a security risk. 这是为了确保寻求访问平台的个人有良好的记录,不构成安全风险。

5-02人资常用英语

5-02人资常用英语

5-02人资常用英语部門職系人資縂処各部門:Corporate Human Resources Division黨委 Communist Party Committees of the HR Division多媒體 Multimedia Service Department of the HR Division文康部Sports & Entertainment Department of the HR Division招募部 Recruiting Department of the HR Division規劃部 Planning Department of the HR Division衛生部 Hygiene & Health Department of the HR Division人事部Personnel Department of the HR Division宿服部Dormitory Service Department of the HR Division人資技委會HR-TDC of Foxconn鴻橋編輯部 Bridgeworker Publishing Office of the HR Division 新幹班/員工關係New Graduate Service & Employee Relationship Department of the HR Division IE學院&教育訓練IE Academy & Education and Training Department of the HR Division出入境簽證服務部Exit and Entry Visa Service Department of the HR Division事業群:Business Group鴻超准事業群 Super Precision Mechanical BG SHZBG網絡連接產品事業群 Network Interconnetion BG NWInG模塊整合產品事業群Component Mudule Move and Service Group CMMSG消費電子產品事業群Consummer and Computer Product BG CCPBG網絡系統產品事業群Computer Network System BG CNSBG個人電腦外涉事業群 Personal Computer Enclosure BG PCEBG無綫通訊產品事業群Wireless Communication BG WLBG數位產品事業群 Integrated Digital Product BG i-DPBG群創光電 Innolux Display Group INNOLUX機光電事業群 Machine Optical and Electronic BG MOEBG集團主要職務類型:Main Categories of Group Positions總裁President特助Special Assistant縂經理General Manager副縂經理Deputy General Manager協理Assistant Vice Manager經理Manager副理Deputy/Vice Manager專理Project Manager廠長Factory Manager課長Section Manager綫長Line Leader組長Group Leader作業員Operator行政人員Administrative Staff行政助理Administrative Assistant報告中常用詞語漢英對照集團group訪談interview專案/工程/計劃project 園區site/plant諮詢inquiry項目/程序/計劃program 海外oversea/aboard爭議dispute建議/計劃propose 事業群business group投訴appeal進度/計劃schedule 事業處business division協調coordinate安排/計劃scheme 總部周邊central supporting units簽訂endorse規劃/計劃 plan 人資總處corporate HR division 確定confirm設計/計劃design 華南地區south-china region承辦undertake人資HR(Human resource)批准approve檢查/核對/審核 check資位rank推動drive/promote校對/檢討/審查review 職位position調整adjust檢查/審查censor 員工employee/Staff指導instruct檢驗/核實verify 主管supervisor運作operation檢查/視察inspect 師級幹部senior staff持續continuous稽核/查帳audit 銓敘員工systematic staff支援support/assist不銓敘員工non-systematic staff作業operation處理/加工process 會議紀要meeting summary活動activity處理/操作handle 研討會seminar組織organize處理/安排deal with 會議session系統system處理/應付tackle 月會 monthly meeting監控monitor處理/佈置dispose 周會weekly meeting更新update早會morning meeting維護maintain/ maintenance建立/設立establish 討論discussion服務service建立/設定set up 講座lecture調工employee transfer建立/發展develop 舉辦hold調幹cadre transfer建立/構造construct 因應to find countermeasure for申報declare/declaration建立/創造create 對策countermeasure提報submit內容content提供provide原則/原理principle 細則details辦理implement規則/法規 regulation 研擬study代表represent方針/指南 guideline 動向trend代理act as an agent教條/學説 doctrine 決議resolution統計statistics紀律/規律discipline 決定decision 分析analyse/analysis標準/規格standard 辦法measure安排arrangement標準/規範 criterion 辦法approach編排program政策/方針 policy優化optimize彙編compile規則/規定rules 細化detail攝製make a film操作operate/operation拍攝shoot開始/啓動commence/initiate 分工work distribution/allocation系列series 開辦/發起launch 協作cooperate派駐accredit開動/運行run 布達inform簽證Visa展開/堅持carry on 報告report配房house assignment實施/貫徹implement/carry out 公告bulletin反饋feedback實行/執行execute 通告announcement改善improve 通知notice效果performance/result完成/達到achieve 招募recruit/recruitment成本cost完成/完善complete/finish 查驗examine籌備arrange完成/實現accomplish 出勤presence/attendance準備prepare加班overtime前期準備previous preparation參加/出席attend 管制administrate後續作業follow-up operation參加/參與participate/take part in 獎金bonus跟進/跟催follow/follow and accelerate參加/加入join in 薪資salary修訂/編輯edit新進ingoing制訂/擬訂establish發文dispatch 晉升promotion製作合成produce and compose發佈issue 轉正officially work匯集/匯總gather/collect/assemble發送deliver 考試examination整理/修整trim發放release 評鑒assessment整理/解決settle分發distribute培訓/訓練training資料/數據data績效管理performance management資料/信息information績優員工excellent employees資料/材料material方案規劃project plan進行中,前進in progress政策規劃policy plan進行中,加工中in process活動規劃activity plan進行中的,起步的underway重點工作work emphases/highlight常用句子Steps in the HR Planning Process: P118人力資源規劃的步驟Determine the impact of organizational objectives on specific organizational units.確定組織目標對特定的組織單位的影響。

大学英语第一节课First-class

大学英语第一节课First-class
Tongue twisters
Can you can a can as a canner can can a can? I wish to wish the wish you wish to wish, but if you wish the wish the witch wishes, I won't wish the wish you wish to wish. I scream, you scream, we all scream for ice-cream! How many cookies could a good cook cook if a good cook could cook cookies? A good cook could cook as much cookies as a good cook who could cook cookies。 The driver was drunk and drove the doctor's car directly into the deep ditch. Whether the weather be fine or whether the weather be not, whether the weather be cold or whether the weather be hot, we'll weather the weather whether we like it or not.
I've been sitting there trying to come up with a story that would demonstrate qualities...
01
He must've had on some really nice pants.

ASME-BPE-中英对照

ASME-BPE-中英对照

AMSE BPE Bioprocessing Equipment生物加工设备生物加工设备GR部分一般要求GR-1简介INTRODUCTION此标准所规定的要求,在生物处理﹑制药和个人保健品行业设备的设计非常实用,所涉及方面包括灭菌﹑清洁﹑材质﹑尺寸﹑公差﹑表面抛光﹑材料接合和密封等。

主要应用于:This Standard provides the requirements applicable to the design of equipment used in the bioprocessing,pharmaceutical,and personal care product industries,including aspects related to sterility and cleanability,materials,dimensions and tolerances, surface finish,material joining,and seals.These apply to:(a)在制造﹑改进和提高过程中与产品﹑原料﹑产品介质直接接触的关键部件;(b)产品制造中主要部件系统(如WFI,清洁蒸汽,过滤和半成品贮存等)(a)components that are in contact with the product,raw materials,or productintermediates during manufacturing,development,or scale-up;(b)systems that are a critical part of product manufacture[e.g.,water-for-injection(WFI),clean steam,filtration,and intermediate product storage].此标准不能应用于以下部分:不与成品或制造阶段介质部分直接接触的系统(如计算机系统,电气导管以及外部系统支撑结构)。

人员计划英文

人员计划英文

人员计划英文IntroductionIn today’s dynamic and competitive business environment, having an effective personnel plan is crucial for the success of any organization.A well-designed personnel plan ensures that the right people are in the right positions, with the necessary skills and expertise to drive the company towards its goals. This article aims to explore the importance of a personnel plan and provide insights into its key components and implementation strategies.The Significance of a Personnel PlanA personnel plan plays a vital role in the overall success of an organization. It helps in:1.Identifying Workforce Needs: A personnel plan allows companies toassess their current and future workforce requirements. Byanalyzing the organization’s goals and objectives, it becomeseasier to determine the number and types of employees needed toachieve those goals.2.Attracting and Retaining Talent: A well-thought-out personnelplan helps attract and retain top talent. By offering competitive compensation packages, providing opportunities for growth anddevelopment, and fostering a positive work culture, organizations can create an environment that appeals to skilled professionals.3.Improving Employee Productivity: A personnel plan ensures thatemployees are assigned to roles that align with their skills andinterests. When employees are engaged in tasks that they excel at and enjoy, their productivity levels increase, leading to betteroverall performance.4.Succession Planning: A personnel plan includes successionplanning, which is crucial for the long-term sustainability of an organization. By identifying and developing potential leaderswithin the company, organizations can ensure a smooth transitionof key roles and responsibilities in the future.Key Components of a Personnel PlanA comprehensive personnel plan should include the following components:1. Workforce AnalysisConducting a thorough analysis of the current workforce is essential to determine any skill gaps or areas of improvement. This analysis involves assessing the skills, qualifications, and experience of each employee to ensure that their abilities align with the organization’s needs.2. Workforce ForecastingBased on the organization’s strategic goals and growth projections, workforce forecasting helps estimate the future staffing requirements.It involves analyzing factors such as employee turnover, expansion plans, and technological advancements to determine the number and type of employees needed.3. Recruitment and SelectionOnce the workforce requirements are identified, the next step is to attract and select the right candidates. This involves developing job descriptions, advertising positions, conducting interviews, and performing background checks. Effective recruitment and selection processes ensure that the organization hires individuals who possess the necessary skills and fit well with the company culture.4. Training and DevelopmentInvesting in employee training and development is crucial for enhancing skills and improving performance. A personnel plan should include strategies for identifying training needs, designing relevant programs, and providing ongoing learning opportunities. This helps employees stayupdated with industry trends and advancements, contributing to the organization’s overall growth.5. Performance ManagementImplementing a robust performance management system is essential for evaluating employee performance and providing feedback. This component of the personnel plan includes setting performance goals, conducting regular performance reviews, and recognizing and rewarding high achievers. Effective performance management fosters a culture of accountability and continuous improvement.6. Succession PlanningSuccession planning ensures that there is a pool of qualifiedindividuals ready to assume key roles within the organization. It involves identifying high-potential employees, providing them with appropriate development opportunities, and creating a plan for their smooth transition into leadership positions. Succession planning minimizes disruptions and ensures business continuity.Implementation StrategiesTo effectively implement a personnel plan, organizations can consider the following strategies:1.Collaboration: Involving key stakeholders, such as departmentheads and HR professionals, in the development and implementation of the personnel plan ensures buy-in and a comprehensiveunderstanding of organizational needs.2.Regular Review and Update: Workforce requirements and businessgoals change over time. It is essential to regularly review andupdate the personnel plan to align with evolving needs and market trends.3.Continuous Learning and Development: Encouraging a culture ofcontinuous learning and development helps employees stay motivated and engaged. Providing opportunities for training, mentoring, and career advancement contributes to their professional growth andretention.4.Data-Driven Decision Making: Utilizing data and analytics toinform workforce planning decisions enhances accuracy and reduces the risk of bias. Analyzing employee performance, turnover rates, and market trends provides valuable insights for effectivepersonnel planning.ConclusionA well-designed personnel plan is critical for the success of any organization. It helps identify workforce needs, attract and retain talent, improve productivity, and ensure smooth succession planning. By considering the key components and implementation strategies discussed in this article, organizations can develop and implement an effective personnel plan that aligns with their goals and drives sustainable growth.。

iata ahm(airport handling manual)922旅客登机桥与飞机对接基本要求

iata ahm(airport handling manual)922旅客登机桥与飞机对接基本要求

iata ahm(airport handling manual)922旅客登机桥与飞机对接基本要求IATA AHM (Airport Handling Manual) 922: Basic Requirements for Passenger Boarding Bridges and Aircraft DockingIntroduction:The IATA AHM (Airport Handling Manual) 922 provides essential guidelines and requirements for the proper use of passenger boarding bridges and the docking of aircraft. This article aims to outline the fundamental aspects of these requirements, ensuring seamless and safe operations within the aviation industry.1. Overview of Passenger Boarding Bridges:Passenger boarding bridges, also known as jet bridges or aerobridges, serve as vital linkways between the airport terminal and the aircraft. They enable passengers to board and deplane without exposing them to inclement weather conditions or requiring bus transportation. To ensure the effective operation of passenger boarding bridges, adherence to the following basic requirements is crucial:a) Maintenance and Inspections: Regular maintenance and inspections of passenger boarding bridges must be conducted to identify any structural or mechanical issues. This ensures the safety of passengers, crew, and ground handling personnel.b) Operations and Movement: The boarding and deplaning process should be smooth and efficient, considering factors such as passenger flow, accessibility, and the aircraft's positioning.c) Compliance with International Standards: Passenger boarding bridges must comply with international safety and accessibility standards, such as those outlined by the International Civil Aviation Organization (ICAO) and the Accessibility Advisory Council.2. Aircraft Docking Requirements:Aircraft docking refers to the process of aligning the aircraft with the passenger boarding bridge for safe embarkation and disembarkation. Proper aircraft docking ensures the protection of wingtips, engines, and other vulnerable aircraft components, as well as the safety of ground personnel. The basic requirements for aircraft docking are as follows:a) Precise Positioning: The aircraft must be accurately positioned to ensure a secure connection between the passenger boarding bridge and the aircraft door. This alignment minimizes the risk of accidents during boarding and deplaning.b) Communication and Collaboration: Effective communication between the ground crew, flight crew, and ground support personnel is essential to ensure coordinated movements during aircraft docking. Clear instructions and synchronized actions are crucial for safe and efficient operations.c) Safety Measures: While docking the aircraft, safety measures should be in place to prevent any damage or injury. This includes the deployment ofappropriate warning signs, chocks, and ensuring the stability of the passenger boarding bridge.3. Training and Competency:To meet the basic requirements for passenger boarding bridges and aircraft docking, a well-trained and competent workforce is essential. The following aspects should be considered:a) Training Programs: Airlines, ground handling companies, and airport authorities should provide comprehensive training programs for personnel involved in aircraft docking operations. These programs should cover subjects such as safety procedures, aircraft types, communication protocols, and emergency response.b) Competency Assessments: Regular assessments should be conducted to evaluate the competency of ground handling staff in performing aircraft docking operations. Adequate proficiency in the use of passenger boarding bridges and adherence to safety protocols are vital for minimizing incidents.c) Continuous Improvement: Continuous improvement initiatives, driven by feedback, operational data, and technological advancements, should be implemented to enhance the efficiency and safety of aircraft docking operations.Conclusion:The IATA AHM 922 provides essential guidelines for passenger boarding bridges and aircraft docking, ensuring safe and seamless operations at airports worldwide. By adhering to these basic requirements, stakeholders within the aviation industry can enhance passenger experience, improveefficiency, and minimize risks associated with boarding and deplaning processes. Continuous training, competency assessments, and adherence to international standards should be prioritized to ensure the highest level of safety and operational excellence.。

商务英语模拟题库卷2

商务英语模拟题库卷2

商务英语模拟题库卷2I Translation.30%1. Curriculum Vitae ----------------- 16 求职信--------------------2. traffic jam ------------------ 17 收据--------------------3. sales executive ------------------- 18 折扣--------------------4. be responsible for -------------------- 19商务中心--------------------5. product promotion -------------------- 20 加班--------------------6. to apply for a job ------------------ 21白领---------------------7. annual report -------------------- 22 业绩--------------------8. cancel a meeting -------------------- 23海报--------------------9. blue collar -------------------- 24 工厂价交货--------------------10.holding company -------------------- 25 职业中介--------------------11.clerical job -------------------- 26 海关--------------------12.spare parts -------------------- 27碎纸机--------------------13.subsidiary -------------------- 28收入--------------------14.PLC -------------------- 29品牌--------------------15.fax machine -------------------- 30约会-------------------- II. Reading (20%)Question 1-20Look at question 1-20. In each question, which sentence is correct?For each question, mark one letter( A, B or C) on your answer sheet.A.an overcoatB. a uniform.C. a suit.2.A.be late for the meeting tomorrow.B.Take part in the meetingtomorrow.C.Not be at the meeting tomorrow.3.A.7 JulyB.8 JulyC.9 July4.A.improved.B.Remained steady.C.Decreased.5.A.a delivery date.rmation.C.An order.6.B.The conference will not take place.C.The conference will take place at a later date.7.A.before half past ten.B.at ten thirtyC.earlier than half past eleven.8.A.full details of what is in their session.B. a brief report about their sessionC. a proposal for their session.9.A.Wagner suite.B.Schumann suite.C.Bach Suite.10.A.doesn’t give presentations to large groups any more.B.often gave presentations to large groups in the past.C.often gives presentations to large groups.11.A.The goods are delayedB.The goods are lost.C.The goods are damaged.12.A.B.They will move to a new factory on 3 November.C.They will open the factory again on 3 November.13.A.He used to work for Townley Vehicles.B.He is applying for a job as a sales manager.C.He was employed by Weston Motors in the past.14.C.Contact us with your requirements when you open a new office.15.A.lower than expected.B.The same as expected.C.Higher than expected.16.The supervisorA.needs to know if there is no ink the photocopier.B.Should repair the photocopier if it prints badly.C.will tell you how to load the photocopier with ink.17.A.speak to reception after delivering goods.B.Unload vehicles at Reception.C.Call in at Reception before unloading.18.B.John will be late for his meeting on Tuesday.C.John hopes to see Jane on Tuesday.19.A.B.Staff must keep Personnel informed if they move house.C.Staff must inform Personnel of any company which changes address.20.A.Please ring Insurance direct Direct Back about the form before 28 September.B.Send bank the insurance form that you phoned about before 28 September.C.Insurance Direct have acknowledged receipt of your form dated 28 September.IV. Questions 1-5(10%)Look at the list below. It shows the contents page from a directory of suppliers.For question 1-5, decide which section (A—H) of the directory each person on theopposite page should consult.For each question, mark the correct letter (A—H) on your Answer Sheet.2.The company specializes in video-conferencing facilities.A.it is better value than other management books.B.it does not need to be read right through.C.it is about well-known people.2.The reviewer cannot accept Stuart’s opinions because StuartA.makes unreasonable complaints about the interviewees.B.writes too positively about the interviewees.C.has different attitudes toward different interviews.3.Reading the book make the reviewer think thatA.there are certain qualities which all Chief Executives need.B.it is different to discover how people really run a company.C.running a company is earlier than many people think.4.Which parts of the book did the reviewer most enjoy reading?A.How the interviewees became Chief Executives.B.What sort of people the interviewees are.C.The advice given by the interviewees.5.The reviewer recommends the book for people whoA.intend to set up in business.B.want to become senior managers.C.are outside the field of business.VI Writing (25%)1. A new designer, Mary Watts, has just joined your company.Write a memo to all staff:Telling them who the new employee isSaying what her responsibilities will beExplaining where her office is located.Write 30-40 words. (10%)_____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ 2.Read this part of a letter your boss has received from Mrs. Astbury, a conferenceorganizer. Your boss has asked you to reply to the letter, accepting the invitation.Write your letter to Mrs. Astbury:Accepting the invitationSaying what the subject of your boss’s talk will beSaying why this subject is of interest to your boss at the momentRequesting a hotel room.Write 60-80 words.(15%)________________________________________________________________________________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________Answer SheetI.Translation (30%)1__________________________________16______________________________ 2__________________________________17______________________________ 3__________________________________18______________________________ 4__________________________________19______________________________ 5__________________________________20______________________________ 6__________________________________21______________________________ 7__________________________________22______________________________ 8__________________________________23______________________________ 9__________________________________24______________________________ 10_________________________________25______________________________ 11_________________________________26______________________________ 12_________________________________27______________________________ 13_________________________________28______________________________ 14_________________________________29______________________________ 15_________________________________30______________________________ II Multiple choice (20%)1__________2____________3____________4_____________5____________6__________7____________8____________9______________10__________11_________12___________13___________14_____________15__________16_________17___________18___________19_____________20__________ III. Questions 1-5(5%)1__________2____________3____________4_____________5____________IV Cloze (10%)1__________2____________3____________4_____________5____________ 6__________7____________8____________9______________10__________ V. Reading Comprehension.(10%)1__________2____________3____________4_____________5____________2。

  1. 1、下载文档前请自行甄别文档内容的完整性,平台不提供额外的编辑、内容补充、找答案等附加服务。
  2. 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
  3. 3、如文档侵犯您的权益,请联系客服反馈,我们会尽快为您处理(人工客服工作时间:9:00-18:30)。

2.B.1 Qualification requirementsPersonnel with sufficient technical qualification must be available. Qualification means the theoretical knowledge, practical skills and professional and business experience of the employee. The legislator has left the definition of "sufficient" to the entrepreneur, who makes specific requirements in individual cases. These result from the type and scope of the activities carried out in the plant.Qualification is not only expressed in the employee's technical knowledge. In addition to the requirements related to the place of work, management staff in particular are also expected to demonstrate social skills, as well as the ability to manage staff. Figure 2.B-1 gives an overview of the different qualification characteristics.Personnel must be employed only "on the basis of their education and knowledge". In addition, the personnel are to be regularly instructed "on how to handle drugs and starting materials with due care". This includes instruction in sanitation, for example.Chapter 2.1 of the EU GMP Guideline requires the manufacturer to have employees with the required qualification and practical experience. The training obligation, according to chapter 2.8, not only concerns the staff employed in manufacturing and quality control, but rather it concerns all employees whose activities could influence the product quality, such as maintenance and cleaning staff. Particular attention must be paid to the newly appointed staff (chapter 2.9), who are to be given theoretical and practical instruction in the principles of Good Manufacturing Practice (GMP) and trained according tothe tasks assigned to them. Staff who work in special areas or who handle highly active, toxic, infectious or sensitising materials, are to be given special training (chapter. 2.10). In addition, the concept of quality assurance and all measures that can improve its understanding and application, must be discussed in detail.§ 211.25 of the USA's Code of Federal Regulations (CFR) also requires the persons responsible for the training to have the required level of qualification, and § 211.34 requires the same of the consultants.2.B.2 Health requirementsIn order to preserve the staff's health status, superiors and the board of management must set up and monitor a health program throughout the plant. The procedure for medical monitoring of staff should be set out in writing in compliance with the criteria specified in figure 2.B-2.It must be ensured that all persons involved in the production of drugs are subject to a medical examination before first taking up their activity (cf. figure 2.B-3) and later, to a repeat examination, if required (cf. figure 2.B-4). The medical examination has two functions:It is intended to protect the staff from the effects of the product and thus represents an important measure in medical occupational health and safety. The respective employer's liability insurance association guidelines provide for special examinations in defined frequencies for certain substances (e.g. carcinogenic, radioactive or infectious).It is also intended to protect the product from the effects of the staff. This concerns, in particular, staff who come into contact with the open product or with product contact surfaces (facilities, equipment). The aim is to prevent microbiological contamination of the drug through infectious staff.The employer must provide the employees with adequate and appropriate instruction on occupational health and safety protection during their working hours. This instruction should include directions and explanations which are explicitly aimed at the place of work or task area of the employees. Instruction must take place before an employee begins his activity, upon starting the new job, if his task area changes, if new materials are introduced or if a new technology is introduced. It must be adapted to the development of risk and repeated regularly, if necessary (cf. § 12 Labour Protection Law).The employer must enable the employee, at his request, to have a regular medical examination at work depending on the risks for his occupational health and safety unless damage to health is not likely, based on the assessment of the work conditions and the protection measures taken (§ 11 Labour Protection Law).The examinations should be performed by an experienced occupational medic (company doctor or external contract doctor).In accordance with § 3 of the Labour Protection Law, the employer is obligated to meet the necessary occupational health and safety measures, taking into account the circumstances which influence the occupational health and safety of employees. The employer must check the effectiveness of the measures and, if necessary, adapt them to changing circumstances. The employer must aim to achieve an improvement in health and safety protection for employees.The employer must not transfer costs for measures in accordance with the Labour Protection Law to the employee.The employer must determine which occupational health and safety measures are necessary based on an assessment of the risk associated with the employee's work. The employer must perform the assessment according to the type of activity. In the case of similar working conditions, the assessment of one place of work or one activity is sufficient. In particular, a risk can occur through the design and set-up of the workstations and place of work, through physical, chemical and biological effects, through the design, selection and use of work tools, in particular of work substances, machines, equipment and facilities as well as handling them, through the design of work and production procedures, operational cycles and working time and their interaction as well as through insufficient qualification and instruction of the employees.When transferring tasks to employees, the employer must take into account, depending on the type of activity, if the employees are able to comply with the provisions and measures for occupational health and safety.Occupational medical check-ups are an important source of awareness of operational health protection, but must under no circumstances be judged as the only source of information. Findings from physical examinations might fail to attract attention in the event of numerous exposures/expositions. In addition, the amount of information obtained from the doctor/patient meeting can be low if the employee is defensive due to various feasible motives. Therefore, it cannot generally be assumed that the company doctor will recognise the current, individual stress situation based on findings and discussions from occupational medical check-ups. It can in no way be concluded from findings and discussions that are not particularly striking, that the employee is with certainty healthy from an occupational medicine perspective, or is not subject to any risk at the place of work.Guaranteeing effective health protection of the staff is beyond the scope of check-ups alone. It requires timely and comprehensive cooperation of the company doctor even in the planning and design phases of the plant. The importance of occupational medicine advice in advance of planning and investment processes is extraordinarily high and generally acknowledged. The company doctor can be involved in the determination and assessment of risks at the place of work. He can suggest protective and design measures. He can be involved in sanitation training courses and in the promotion of health within the plant. He can cooperate in the improvement of occupational health and safety within the operational organisation.。

相关文档
最新文档