UNIT 26: PLANNING AND MANAGING FOOD PRODUCTION AND BEVERAGE SERVICE
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LO1 Understand different systems and equipment used for the volume of food production and beverage delivery in different contexts Systems: manufacturing; traditional; sous-vide; cook-chill/freeze; cook-to-order; batch; centralised; pre-prepared; individual; multi-portion; communications; technology; applications; operational/management requirements; reporting procedures Equipment: specialist; volume; equipment specifications; economics; ergonomics; integration; maintenance and ‘down time’ Contexts: types eg contract catering, events catering, conference and banqueting
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This document contains draft requirements for the BRC Global Standard for Food Safety Issue 7. It outlines various requirements for senior management commitment and food safety plans. Some key requirements include having a food safety policy and objectives, conducting management reviews, verifying HACCP plans and flow diagrams, identifying hazards and critical control points, establishing monitoring and corrective action plans, and documenting and reviewing the food safety system. It emphasizes the importance of documentation, records, internal audits and continual improvement.
UNIT 12: HOSPITALITY OPERATIONS MANAGEMENT
LO1 Understand the operational and economic characteristics of hospitality operations Nature of hospitality
products and services: product and service areas eg food and beverages, rooms division, conference and banqueting; tangible and intangible elements; perishability; marketing and sales; plant; equipment; supplies and commodities Patterns of demand: patterns eg opening hours, seasonality, time of day/week, sociological influences, healthy eating and drinking patterns, food and fashion trends, accommodation trends, cultural, regional and ethnic influences, pricing and economic factors, elasticity of demand Customer profile: characteristics eg spending power, types of hospitality business, menu/accommodation range, pricing considerations, expectations and requirements, the meal experience Management issues: issues eg integrated planning and resourcing, business and operational plans, staffing, finance, decision-making (gathering information and data, analysing and evaluating data, reaching decisions, forecasting), operating procedures and systems, control systems, technical and procedural standards, service standards, quality systems, team working and team leading, scheduling, training
IFC+Guidelines+for+Coaching+on+Food+Safety_ENG.pdf
This document provides guidelines for food safety specialists and consultants on coaching client food safety teams. It outlines a three-phase approach for coaching teams: assessment of current conditions, implementation of improvements, and maintenance of the implemented system. The guidelines cover prerequisite programs and food safety management systems, with details on requirements and documentation. Specialists are to use the guidelines as a framework but tailor their approach to each client's needs and situation.
Food safety management system Fast food restaurent
The document provides details on planning, designing, and implementing a food safety management system for a concept fast food restaurant located in Lucerne, Switzerland. It outlines 7 key steps: 1) Establishing global food safety standards, 2) Assessing prerequisites, 3) Senior management implementation, 4) Implementing food safety and HACCP plans, 5) Establishing a food safety quality management system, 6) Providing training and implementation, and 7) Conducting internal auditing. The document also covers food handler training procedures, facility design including layouts for the restaurant and kitchen, guidelines for food flow, and checklists for risk factors, supplier selection, and pest control among other food safety topics.
Iso 22000 general awareness of dodla dairy
The document outlines the food safety policy of Dodla dairy. It states that the policy:
1. Is appropriate for Dodla's role in the food chain and complies with statutory and regulatory requirements as well as customer requirements.
2. Is communicated, implemented, and maintained at all levels of the organization.
3. Is reviewed regularly to ensure it remains suitable.
4. Adequately addresses issues and is supported by measurable objectives.
The policy aims to ensure pure and safe milk and milk products.
UNIT 29: CREATIVE PATISSERIE
This document outlines the learning outcomes and assessment criteria for Unit 29: Creative Patisserie. It discusses key equipment, preparation methods, food items including pastes, fermented goods, sponges and cakes, sugar work, chocolate work, and evaluation techniques used to prepare and evaluate patisserie items. Professional and hygienic kitchen practices are also covered, along with health and safety legislation. The unit aims to teach skills for preparing, processing, cooking and finishing a variety of patisserie items to a high standard.
Production-Operation-Management.pdf
This document provides an introduction to production management. It discusses key concepts such as the meaning of production and production management. Production management deals with coordinating factors of production like man, machine, material, money and management to transform inputs into outputs that satisfy consumer needs. The scope of production management includes production planning, administration, implementation functions, and allied activities. There are different types of production systems such as flow production, batch production, and unit production. Production management provides benefits to consumers, employees, investors, suppliers and society. The responsibilities of a production manager include overseeing the product, plant, production processes, production programs, and people involved in production.
UNIT 15: ON-LICENSED TRADE MANAGEMENT
LO1 Understand key issues that impact on the licensed trade industry Brewing and the licensed
trade: economic, social and legislative history Agreements: freehold; leasehold; tenancy Types of licensed premises: family; themed; community; country; town houses; branded pubs including franchises Future developments: national; EU influences Industry challenges/issues: the health agenda; responsible retailing; anti-alcohol lobby; smoking ban; violence; ethics; social responsibility; alcohol related disorder; gambling; pub closures; sustainability and the environment
BRC Global Standards Self-Assessment Tool for Food Safety Issue 6.
The document provides information about a self-assessment tool from BRC Global Standards to help companies assess their operations against the requirements of the BRC Global Standard for Food Safety. It includes sections on how to use the tool, training resources, and contact information. The tool covers each requirement of the Standard through checklists and allows companies to add comments or identify areas for improvement. While intended to help preparation for audits, the tool alone is not considered evidence of an internal audit.
SAI Global Webinar: Deep Dive - BRC Food Safety Issue 8
This document provides information about an upcoming webinar on the changes to the BRC Global Standard for Food Safety Issue 8. The webinar will cover the key changes to the requirements and audit protocol in Issue 8, including a focus on developing a product safety culture, expanding environmental monitoring requirements, and providing greater clarity for high risk production areas and pet food manufacturing. The webinar presenters will provide background on the changes, discuss their implications, and outline next steps.
Documentation in pharmaceutical industry
This document discusses various quality control and documentation procedures in the pharmaceutical industry. It includes 3 key points:
1. It discusses the importance of documentation in defining specifications, methods, providing an audit trail and ensuring authorized personnel have necessary information. This includes documents like specifications, batch production records, SOPs etc.
2. It describes procedures for developing key documents like master formulas, batch manufacturing records, audit plans and reports. This ensures uniform processes and allows tracing of batch history.
3. It discusses quality audits which systematically examine if quality activities comply with arrangements and objectives. This includes internal audits as well as those imposed by regulators or customers.
ISO 22000 & HACCP
This document discusses ISO 22000 and HACCP (Hazard Analysis Critical Control Point). It defines HACCP and lists its 7 principles for identifying food safety hazards and establishing control systems. It also provides an overview of ISO 22000, including its scope, terms and definitions, management system requirements, and key elements such as prerequisite programs and HACCP. The document summarizes the purpose and steps of conducting a HACCP analysis, including identifying hazards and critical control points, establishing critical limits, monitoring procedures, and corrective actions.
Agile Product Development_ Innovating with Iterative Methodology.pptx
Product Development methodology that highlights the pros and cons of lean product development. It includes key characteristics of lean product development and how it differs from traditional waterfall product development
QualityManagementSystemsISO90012015.pdf
This document summarizes key aspects of quality management and ISO 9001. It discusses the history and development of the ISO 9001 quality management standard. The current version is ISO 9001:2015, which provides requirements for a quality management system. It aims to help organizations effectively meet customer and regulatory requirements and improve overall performance. The standard has evolved over time based on lessons learned and a changing business environment.
Aquaculture 5 - Food Safety Management Systems 2013
This presentation is Part 5 of a training program on Food Safety Practices for the Aquaculture Industry by Michigan State University, on 22 April 2013.
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BRC Global Standards Self-Assessment Tool for Food Safety Issue 6.
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UNIT 40: TOUR OPERATIONS MANAGEMENT
LO1 Understand the tour operators industry within the travel and tourism sector
Tour operators: as defined by EU Package Travel Directive; different types of tour operators including outbound operators, domestic operators, incoming operators, specialist operators, direct sell operators Industry: identification of major tour operators including their origins, ownership, market segments, competition, identification of specific operators within each category; scale eg number of passengers carried, market share, turnover; products and services to meet different markets; vertical and horizontal integration in leading operators; impact of integration; European and global links; trends to include changing trends in holidays (eg mass market tourism to customisation, product range, all-inclusive holidays), expansion of the cruise market; environmental awareness of tour operators, responsible tourism; effect of economy and other external factors eg discounting, emergence of e-commerce, budget airlines; role of trade bodies including The Travel Association (ABTA), Association of Independent Tour Operators (AITO), Federation of Tour Operators (FTO), UKinbound, the UK Civil Aviation Authority (CAA)
UNIT 42: EMPLOYABILITY SKILLS
LO1 Be able to determine own responsibilities and performance
Own responsibilities: personal responsibility; direct and indirect relationships and adaptability, decision-making processes and skills; ability to learn and develop within the work role; employment legislation, ethics, employment rights and responsibilities Performance objectives: setting and monitoring performance objectives Individual appraisal systems: uses of performance appraisals eg salary levels and bonus payments, promotion strengths and weaknesses, training needs; communication; appraisal criteria eg production data, personnel data, judgemental data; rating methods eg ranking, paired comparison, checklist, management by objectives Motivation and performance: application and appraisal of motivational theories and techniques, rewards and incentives, manager’s role, self-motivational factors
UNIT 41: PERSONAL AND PROFESSIONAL DEVELOPMENT
LO1 Understand how self-managed learning can enhance lifelong development Self-managed
learning: self-initiation of learning processes; clear goal setting eg aims and requirements, personal orientation achievement goals, dates for achievement, self-reflection Learning styles: personal preferences; activist; pragmatist; theorist; reflector eg reflexive modernisation theory; Kolb’s learning cycle Approaches: learning through research; learning from others eg mentoring/coaching, seminars, conferences, secondments, interviews, use of the internet, social networks, use of bulletin boards, newsgroups Effective learning: skills of personal assessment; planning, organisation and evaluation Lifelong learning: self-directed learning; continuing professional development; linking higher education with industry, further education, recognition of prior learning, apprenticeships, credit accumulation and transfer schemes Assessment of learning: improved ability range with personal learning; evidence of improved levels of skill; feedback from others; learning achievements and disappointments
UNIT 39: TOURIST DESTINATIONS
LO1 Understand the scope of key UK and worldwide tourist destinations
Main destinations: by income generated, visitor numbers and tourism statistics Tourist destinations: major tourist destinations selected from UK, Europe and the rest of the world Generators: source of tourists
UNIT 38: SUSTAINABLE TOURISM DEVELOPMENT
LO1 Understand the rationale for planning in the travel and tourism industry
Rationale: to achieve the determined objectives eg improved employment opportunities, protection and conservation of wildlife, landscape, co-ordination between public/private partners, to maximise benefits, provide infrastructure, co-ordinate development, consumer protection; involvement of stakeholders eg developers, tourism industry, tourists and host community; public/private partnerships and advantages/disadvantages of; effective use of resources eg infrastructure; natural, cultural, heritage, human resources
Unit 35
The document discusses the entertainment industry and venue management. It covers four learning outcomes: understanding the industry's contribution to the economy and different activities offered; types of entertainment activities and venues; management and operation of venues; and trends in the industries. For each learning outcome, it lists topics to be analyzed, compared, classified, evaluated, and discussed to demonstrate understanding of the key concepts. These include data on the industry's economic impact, public and private funding sources, performer and audience types, major venue categories, income generation strategies, and influences on management approaches.
UNIT 24: BREWING SCIENCE
LO1 Understand fermentation systems Microbial groupings: microbial range and form Unicellular
fungi: importance to the fermentation process especially Saccharomyces species History of fermentation advances: metabolic pathways of respiration; dynamics of anaerobic respiration/fermentation; methods of controlling fermentation (top and bottom); principal steps in the brewing process
LO2 Understand the biochemistry of malting, mashing and conversions in the copper Barley
physiology: choice of cereal; biochemical changes affected by the malting process Wort composition: biochemical/biophysical conversions Malting process: the enhancement of diastatic power; control of N2-content; development of colour Mashing process: the ionic balance of the liquor (Burtonization); factors affecting extraction and enzymatic conversion in the grist; importance of temperature and time controls; monitoring ‘run-off’ from the mash tun for turbidity and specific gravity Hop variety: varieties of hops available (including brief histories and geographical location); characteristic properties of each variety; hop additions to brews (biochemistry of action); hop quality (appearance, feel and aroma) Hop biochemistry: the ratio of α and β-acids; oxidative conversions to humulones and hulupones; the effect of seed content on hop property and the principle contributors to aroma The copper: inactivation of enzymes; precipitation of proteins, polyphenols and some lipids; production of hop-derived flavours and aromas; sterilisation of the wort; further precipitation of calcium phosphate [Ca3(PO4)2] and its effect on pH; the distillation of volatile materials; water evaporation and subsequent wort concentration; enhancement of colour (caramelization, melanoidin formation, oxidation of tannins); reduction of surface tension Practical control: timescales involved in boiling and the stage points of hop introduction
UNIT 23: LAW FOR LICENSED PREMISES
LO1 Understand the effects of licensing legislation Types of licensed
premises: managed houses; tenancies; leasehold; freehold; public houses; restaurants; hotels; clubs (members, proprietary, night); outside catering; events Types of licence: personal licence; premises licence; gaming permit; music copyright Procedures: local authorities; application (new, renewal); fees Conduct of licensed premises: prevention of crime and disorder; prevention of public nuisance; public safety; protection of children from harm
LO2 Understand consumer protection Misleading
information: advertisements; prices; food labelling; alcoholic strengths; display of prices (food, drink, accommodation); trade descriptions Employer liability: sale of goods; supply of goods and services; consumer protection; product liability directive; negligence; effect of European Union directives Weights and measures: beer and cider; spirits; wines; HM Customs & Excise
UNIT 21: SMALL BUSINESS ENTERPRIS
This document provides information on a unit related to investigating and improving the performance of small business enterprises. It includes four learning outcomes:
1) Investigating a small business's performance through a profile, comparisons, and analysis.
2) Proposing changes to overcome weaknesses, maintain strengths, and identify new opportunities.
3) Revising business objectives and plans to incorporate proposed changes.
4) Examining the impact of changes on business operations, personnel, and performance over time.
The document provides guidance on assessment criteria, links to other units, essential requirements, and engaging employers to provide industry context.
UNIT 20: BUSINESS HEALTH CHECK
LO1 Understand the focuses of the business
Focuses: current positioning of business, priorities, successes, distracters, current/future aims (short-, medium- and long-term), strengths and weaknesses, stakeholders, sources of advice and guidance, potential for business improvement Factors impacting on the business: external, internal, resources, opportunities, threats
LO2 Be able to develop plans for businesses
Review: areas eg products/services, marketing, sales, finances, staffing; effectiveness, overall business performance, business image, record keeping Business planning: forecasting eg for marketing and sales, design, productivity, quality, service, financial management systems; roles and responsibilities of staff and management, performance monitoring, laws and regulations (including updating), action planning, timescales, risk assessment, appropriate sources of advice, relevant information, information handling and administration
UNIT 19: EXTERNAL BUSINESS ENVIRONMENT
LO1 Understand the impact of socio-economic change on the development of commercial organisations in a business and services industry context
Structure and operation of UK economy: market structure; perfect/imperfect competition; oligopoly; duopoly and monopoly; national/local factors; determinants of free-market economy Government economic policy: aims and influence; effects on employment policy; inflation; balance of payments; economic growth in industry sector; current issues Income, wealth, employment and occupational distribution: structure and composition of business and services industry; patterns of demand for business and services; the socioeconomic framework of demand; labour demand in industry sector Demographic trends: geographical pattern of labour demand; nature of employment in business and services industries; employment profiles eg age, sex Social structures: types of people employed; geographical variations; self-employed; unemployed; labour turnover; levels of pay Industry context: contexts eg hospitality and catering, hairdressing and beauty therapy, sports and leisure, travel and tourism
UNIT 18: FACILITIES OPERATIONS AND MANAGEMENT
LO1 Understand the operational responsibilities of a facilities manager
Staff: structure and responsibilities; employment terms and conditions; training and development; appraisal; legal issues eg equal opportunities, discrimination, dismissal, working time regulations, transfer of undertakings Buildings: uses; allocation of space; capacity; essential services and supplies (mechanical, electrical, electronic); maintenance and repair (planned, preventative, emergency/reactive); refurbishment and development; security Customers: identifying and assessing needs; expectations and reactions; providing information and advice; providing customer care and control; accessibility; safety and security; legal obligations and liabilities; processing and monitoring sales and bookings; maintaining communication systems and databases; ancillary services and sales Employer/funding agencies: private and/or public ownership of facilities; management board/trustees; local authority; funding partnerships and sources; financial management; personal contract and accountability; lines of management responsibility; impact on facilities operations
UNIT 17: QUALITY MANAGEMENT IN BUSINESS
This document discusses quality management in business organizations. It covers defining quality, different approaches to quality management like inspection, assurance and continuous improvement. It also discusses benefits of quality management like customer satisfaction, added values and improved customer information. Quality controls like measurement, surveys, consultation and complaint procedures are explained. The importance of self-assessment, communication, record keeping and staff consultation are also covered to understand how to apply quality management principles to improve organizational performance.
UNIT 16: SALES DEVELOPMENT AND MERCHANDISING
This document outlines the learning outcomes and content for Unit 16: Sales Development and Merchandising. It includes 4 learning outcomes that cover understanding elements of products and services, external and internal sales development techniques, and evaluating the role of staff in maximizing sales. Specific topics addressed include product strategy, market segmentation, buyer behavior, advertising, merchandising, sales promotions, personal selling techniques, and training. Learners will evaluate various sales and marketing components, make recommendations for improvement, and justify principles of an effective sales training program. Access to industry providers is recommended so learners can examine real-world examples of different products and sales approaches.
unit 13: CONFERENCE AND BANQUETING MANAGEMENT
LO1 Understand the nature of the conference and banqueting sector and the factors influencing its development
Diversity of venues: venues eg conference centres, specific conference and banqueting facilities within hotels, multi-functional leisure centres Nature of the industry: size and worth of the industry; types of event Development of the industry: socio-cultural; economic; political; technological; environmental; legal
UNIT 11: RESOURCE MANAGEMENT IN HOSPITALITY
This document discusses resource management in hospitality. It covers four learning outcomes: understanding principles of resource management and procurement; understanding finance and taxation options; understanding how procurement strategies contribute to commercial objectives; and reviewing and evaluating procurement strategies and business performance. The document provides details on procurement methods, supplier selection, finance sources, taxation computations, the procurement officer's role, sourcing issues, contract terms, and strategy evaluation techniques.
UNIT 10: WORK-BASED EXPERIENCE
LO1 Be able to negotiate industry experience Suitable
organisation and location: types of establishments for placement eg industry-related work for a client brief at college, existing work environment, different department within current employer’s business Negotiation: methods of contacting organisations; methods of undertaking negotiations Nature of duties: type of undertaking eg routine duties and tasks, project work, development of new procedures/protocol Supervisors: roles and responsibilities of academic and industrial mentors Expectations of learning: aims eg proficiency in new tasks and procedures, timemanagement and problem solving skills, reflection, discuss progress with others, teamwork Business constraints: consideration of possible limitations eg need to be fully trained, adherence to quality systems, health and safety considerations, supervision time, workload, customer satisfaction, limited staffing, cost of materials
UNIT 9: HUMAN RESOURCE MANAGEMENT FOR SERVICE INDUSTRIES
LO1 Understand human resource management
Human resource management: concept of human resource management (HRM) eg planning and forecasting, recruitment process, contracts of employment, deployment and monitoring of employees, training and development, budget monitoring, relationships; role and purpose of HRM, soft HRM, hard HRM Human resource planning: planning eg the creation of the human resource plan, analysing demand and supply, internal and external factors influencing human resource planning, human resource planning in a changing environment
UNIT 8: MARKETING IN HOSPITALITY
LO1 Understand the concepts of marketing in a services industry context
Core concepts: definition of marketing, customer needs, wants and demands, product and services markets, value, customer satisfaction/retention, quality, cost/benefits, efficiency/effectiveness, profitability, the growth of consumerism, strategic/tactical marketing, reasons for growth, marketing as a business philosophy, relationship marketing, changing emphasis of marketing Marketing environment: micro environment of the company; stakeholders eg suppliers, intermediaries, owners, financiers, customers, competitors, local residents, pressure groups; macro environment demographics eg economy, society, ecology, technology, politics, legal, culture; strengths, weaknesses, opportunities and threats (SWOT) analysis; political, economic, social, technical (PEST) analysis; Porter’s competitive forces Consumer markets: central role of the customer, customer culture, models and types of behaviour, consumer orientation (internal and external), competitor orientation, decision process, value chain, value and satisfaction, long-term relationships Market segmentation: principles of segmentation, targeting and positioning, segmentation bases eg geographic, demographic, behavioural, lifecycle stage, income, gender Ethics and social responsibility: sustainability, social audit, public relations, legal and regulatory considerations, public policy, third world issues, trends eg green issues, environmentalism, pressure groups Services industry context: contexts eg hospitality, travel, tourism, sports, leisure, recreational industries, public, private, voluntary (not-for-profit) sectors
UNIT 7: THE DEVELOPING MANAGER
LO1 Understand principles and practices of management behaviour Management
theory and styles: assumptions and drawbacks, classical theories, main contributors, the influence of informal groups, hierarchy of needs, systems approach to management, contingency approach, leading authorities Leadership characteristics: styles eg autocratic, democratic, laissez-faire, action-orientated; motivation theories, factors affecting motivation and performance, motivation techniques, effectiveness; conflict resolution; the role of partnerships and stakeholders in the business Communication: communications processes, verbal, written, non-verbal; lines of communication, linear, lateral, formal/informal; barriers to effective communication Organisational culture and change: types of organisational structure and culture; factors influencing changes in culture; types of change eg demographic, economic, legislative; planned change theory; managing and measuring the effectiveness of change; sources and types of power; change drivers
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8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
KYC Compliance: A Cornerstone of Global Crypto Regulatory Frameworks
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...
Governor Olli Rehn
Bank of Finland
Press conference on the outlook for the Finnish economy
Helsinki, 11 June 2024
真实可查(nwu毕业证书)美国西北大学毕业证学位证书范本原版一模一样
原版定制【微信:bwp0011】《(nwu毕业证书)美国西北大学毕业证学位证书》【微信:bwp0011】成绩单 、雅思、外壳、留信学历认证永久存档查询，采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信bwp0011】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信bwp0011】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
Accounting Information Systems (AIS).pptx
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
What Lessons Can New Investors Learn from Newman Leech’s Success?
Newman Leech's success in the real estate industry is based on key lessons and principles, offering practical advice for new investors and serving as a blueprint for building a successful career.
The Rise and Fall of Ponzi Schemes in America.pptx
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
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【网址🎉ac99.net🎉】欧洲杯足彩是一家创立于1998年的在线的体育博彩公司。欧洲杯足彩由库拉索岛政府授权，可以从事体育博彩相关活动。成立初期，欧洲杯足彩专注于快速发展的国内市场，现在它为全世界的玩家和职业玩家提供投注服务。毫无疑问，欧洲杯足彩是欧洲乃至全球最受欢迎的知名在线体育博彩公司。玩家的积极反馈、存款和提款的安全性都充分证明了该公司的可靠性。欧洲杯足彩 Sports公司 以其良好的服务而得到了客户的认可。该公司在2004年获得了最高水平服务奖、2006年最佳博彩公司奖（EOG.com）、最佳博彩运营商前5名（The Online Wire）和著名门户网站“Gambling”颁发的最佳优惠和奖金奖项，这是对这家博彩公司的最为中肯的评价。
Exploring-Madhya-Pradesh-Culture-Heritage-and-Land-Records.pptx
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
13 Jun 24 ILC Retirement Income Summit - slides.pptx
ILC's Retirement Income Summit was hosted by M&G and supported by Canada Life. The event brought together key policymakers, influencers and experts to help identify policy priorities for the next Government and ensure more of us have access to a decent income in retirement.
Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
Chapter 25: Economic Growth Summary from Samuelson and Nordhaus
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How to Invest in Cryptocurrency for Beginners: A Complete Guide
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
一比一原版宾夕法尼亚大学毕业证(UPenn毕业证书)学历如何办理
挂科购买【微信号:176555708】【挂科购买(UPenn毕业证书)】【微信号:176555708】《成绩单、外壳、offer、真实留信官方学历认证（永久存档/真实可查）》采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路）我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信号:176555708】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信号:176555708】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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UNIT 26: PLANNING AND MANAGING FOOD PRODUCTION AND BEVERAGE SERVICE
- 1. UNIT 26: PLANNING AND MANAGING FOOD PRODUCTION AND BEVERAGE SERVICE Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand different systems and equipment used for the volume of food production and beverage deliveryin different contexts Systems: manufacturing; traditional; sous-vide; cook-chill/freeze; cook-to-order; batch; centralised; pre-prepared; individual; multi-portion; communications; technology; applications; operational/management requirements; reporting procedures Equipment: specialist; volume; equipment specifications; economics; ergonomics; integration; maintenance and ‘down time’ Contexts: types eg contract catering, events catering, conference and banqueting https://www.blogger.com/blogger.g?blogID=5649485182751853952#editor/src=sidebar LO2 Understand purchasing management for materials, commodities, beverages and equipment Supplier: contract; purchasing specification; monitoring; vendor ratings; implications for organisation Factors influencing choice: factors eg capacity, production issues, reliability, transportation and delivery, discounts, technology applications, contingency arrangements Materials, commodities and equipment: branded/non-labelled; customised; quality; availability; delivery LO3 Be able to produce and critically assess food and beverage preparation plans Plans: staffing levels and abilities; resource issues eg physical, financial; planning meeting Methodology: production schedules and methods; consistency and standardisation of product; technology applications; work flow; estimates; budgets; cleaning programmes; organisational policy Strategies: information sources; legislation; internal/external contacts; communication systems; recording Presentation: types eg traditional, family, silver, plated, individual, multi- portioned, modern, futuristic, creative, imaginative, design, colour, texture, flavour Portion control systems: preparation, service and point-of-sale applications; specifications and methods, tools and equipment, technology applications, visual aids, monitoring and recording, effectiveness Implications: cost; yields; yield analysis; product specification; nutritional aspects
- 2. LO4 Understand food quality control processes and policies for volume food production Processes: receipt; storage; preparation; production; distribution/transport; quality assurance; technology applications Policies: hazard analysis (HACCP); assured safe catering (ASC); risk assessment (HASAWA); in relation to food safety acts and Food Standards Agency; organisational policy; nutritional; content specification; compliance; monitoring and recording systems and documentation https://www.blogger.com/blogger.g?blogID=5649485182751853952#editor/src=sidebar UNIT 26: PLANNING AND MANAGING FOOD PRODUCTION AND BEVERAGE SERVICE Learning outcomes and assessment criteria Learning outcomes On successful completion of this unit a learner will: LO1 Understand different systems and equipment used for the volume of food production and beverage deliveryin different Assessment criteria for pass The learner can: 1.1 compare and contrast systems of volume food production in different contexts 1.2 critically evaluate types and specifications of a range of volume food production equipment LO2 Understand purchasing management for materials, commodities, beverages and equipment 2.1 analyse the factors associated with supplier selection 2.2 evaluate the considerations to be made and the decision-making strategy when selecting materials/commodities Get assignment help for this unit at assignmenthelpuk@yahoo.com LO3 Be able to produce and critically assess food and beverage preparation plans
- 3. 3.1 analyse and evaluate strategies that support the development of a production schedule 3.2 prepare a production schedule for a defined event Get assignment help for this unit at assignmenthelpuk@yahoo.com LO4 Understand food quality control processes and policies for volume food production 4.1 evaluate the process required to maintain a quality assured food production process 4.2 graphically contrast a range of food quality control policies currently used by commercial organizations UNIT 26: PLANNING AND MANAGING FOOD PRODUCTION AND BEVERAGE SERVICE Guidance Links This unit is linked to:Unit 5: Food and Beverage Operations Management Unit 10: Work-based Experience Unit 27: Contemporary Gastronomy Unit 28: World Food Unit 29: Creative Patisserie Unit 30: New Product Development in Food Unit 31: Food Safety Management Unit 32: Nutrition and Diet.This unit also links to the following Management NVQ units: B1: Develop and implement operational plans for your area of responsibility B2: Map the environment in which your organisation operates B8: Ensure compliance with legal, regulatory, ethical and social requirements E1: Manage a budget E2: Manage finance for your area of responsibility E4: Promote the use of technology within your organisation E5: Ensure your own action reduce risks to health and safety E6: Ensure health and safety requirements are met in your area of responsibility
- 4. E7: Ensure an effective organisational approach to health and safety F12: Improve organisational performance. Essential requirements Tutors must be technically qualified with up-to-date knowledge of modern food production and beverage delivery systems. UNIT 26: PLANNING AND MANAGING FOOD PRODUCTION AND BEVERAGE SERVICE Employer engagement and vocational contexts Access to a broad range of operations in the commercial field is essential to provide a wide exposure to different systems of operation. Centres must encourage learners to actively participate in experimental opportunities such as conference and banqueting operations and corporate events. Developing strong links with industry and key personnel is crucial and must be maintained throughout the course of study. Centres must ensure that they involve visiting speakers where appropriate. Case study materials can be used to highlight key issues that may not occur naturally in commercial environments. Get assignment help for this unit at assignmenthelpuk@yahoo.com