TLM-Retail Sales Associate Student English

4. In such cases the senior company representative, accompanied by a representative of the employees, must investigate all the circumstances of how the injury was sustained and a company accident investigation report completed. 5. The findings of the investigation will be examined by the senior company representative and the chief executive with the objective of identifying measures to avoid a repetition. 6. These control measures will be introduced after consultation by the senior representative with staff on site. 7. Injuries or incidents at work leading to ill health which result in an absence from work of more than 3 days must be notified to the Health and Safety Executive using form F2508 or form F2508A (obtainable from The Stationery Office). A copy of this document should be sent to the chief executive immediately. 8. Steps 3 to 6 of this procedure should have already taken place but if they have not then they must be carried out immediately. 9. Injuries or incidents leading to ill health which are more serious than those mentioned above (including injuries leading to death) must be notified to the HSE immediately by the quickest possible means (i.e. by telephone). This call must be followed by a written report on form F2508 or F2508A within seven days. (injuries specified as being reportable in this way are detailed under \"other notification\"). The chief executive must also be notified as soon as possible. 10. The accident location should be barriered off pending an investigation into the circumstances of the incident, which led to the injuries detailed at 9 above, by the company senior representative accompanied by a representative of the staff. This investigation should include statements from all witnesses and any plant or equipment involved in the incident should not be touched nor moved until the investigation has been concluded. 11. The investigators detailed in 10 above will discuss their findings with the chief executive to identify measures needed to avoid a repetition. These measures will be introduced as soon as possible after consultation with the construction workers. Other Notification to HSE 1. Fracture of the skull, spine or pelvis. 2. Fracture of any bone in the arm or wrist but not in the hand and any bone in the leg or ankle but not in the foot. 50

3. The amputation of a hand or foot or a finger, thumb or toe providing the bone or joint is completely severed. 4. The loss of an eye or a penetrating injury to an eye, or a hot metal or chemical burn to an eye. 5. Injury requiring immediate medical attention or loss of consciousness resulting from an electric shock from any electrical circuit or equipment. 6. Loss of consciousness resulting from asphyxia or exposure to harmful substances including biological agents. 7. Decompression sickness requiring immediate medical attention. 8. Acute illness requiring medical treatment or loss of consciousness resulting from the absorption of any substance by inhalation, ingestion or absorption through the skin. 9. Acute illness requiring medical treatment where there is reason to believe that this resulted from exposure to a biological agent or infected material. 10. Any other injury which results in the injured person being admitted into hospital for more than 24 hours.  Fire Emergency Evacuation Plan and the Fire Procedure A fire emergency evacuation plan (FEEP) is a written document which includes the action to be taken by all staff in the event of fire and the arrangements for calling the fire brigade. It can include any relevant information in relation to the FEEP. General Fire Notice For small premises this could take the form of a simple fire action sign posted in positions where staff and relevant persons can read it and become familiar with its contents. Staff Fire Notice High fire risks or large premises will need more detailed emergency evacuation plan which takes account of the findings of the risk assessment, e.g. the staff significantly at risk and their location. In addition, notices giving clear and concise instructions of the routine to be followed in case of fire should be prominently displayed. In certain cases you should nominate persons to implement the fire action plan and give them adequate training in firefighting and evacuation procedures. The following items should be considered where appropriate:  Fire evacuation strategy  Action on discovering a fire  Action on hearing the fire alarm  Calling the fire brigade 51

 Power/process isolation  Identification of key escape routes  Fire wardens/marshals  Places of assembly and roll call  Firefighting equipment provided  Training required  Personal Emergence Evacuation Plan  Liaison with emergency services Fire evacuation strategy You need to consider how you will arrange the evacuation of the premises in the light of your risk assessment and the other fire precautions you have or intend to put in place. Simultaneous Evacuation In most premises, the evacuation in case of fire will simply be by means of everyone reacting to the warning signal given when a fire is discovered, then making their way, by the means of escape, to a place of safety away from the premises. This is known as a simultaneous evacuation and will normally be initiated by the sounding of the general alarm over the fire warning system. Vertical Phased Evacuation In some larger complex premises, the emergency arrangements are designed to allow people who are not at immediate risk from a fire to delay starting their evacuation. It may be appropriate to start the evacuation by initially evacuating only the area closest to the fire and warning other people to stand by. This is normally done by immediately evacuating the floor where the fire is located and the floor above. The other floors are then evacuated one by one to avoid congestion on the escape routes. The rest of the people are then evacuated if it is necessary to do so. The fire warning system should be capable of giving two distinctly different signals (warning and evacuation) or give appropriate voice messages. Horizontal Phased Evacuation In hospitals, and care homes the floor maybe divided into a number of fire resisting compartments and the occupants are moved from the compartment involved in fire to the adjacent compartment and if necessary moved again. Depending onto the fire situation it may eventually be necessary to consider vertical evacuation. Because of the extra time this type of evacuation takes, other fire precautions maybe be required. These include:  voice alarm systems  fire control points 52

 compartmentation of the premises using fire-resisting construction  sprinklers in buildings where the top floor is 30 meters or more above ground level Staff Alarm Evacuation (Silent Alarm) In some cases it may not be appropriate for a general alarm to start immediate evacuation. (Cinemas and Theatres) This could be because of the number of members of the public present and the need for the staff to put pre-arranged plans for the safe evacuation of the premises into action. In such circumstances a staff alarm can be given (by fire records, personal pagers, discreet sounders or a coded phrase on a public address system etc). Following the staff alarm, a more general alarm signal can be given and a simultaneous or phased evacuation started. The general alarm may be activated automatically if manual initiation has not taken place within a pre-determined time. Defend in Place This strategy may be considered in blocks of flats were each flat is a minimum 60 minutes fire resisting compartment. It may also be considered in hospitals or nursing homes were patients are connected to life supporting equipment and cannot be moved. The concept allows the occupants to stay put and allow the fire service to extinguish the fire. If the fire spreads and it cannot be controlled then they will initiate a full evacuation. In the case of patients connected to life supporting equipment then a decision would have to be made which option is the best, stay or move, either way the patient would be at serious risk. You should only plan to use defend in place or phased evacuation schemes, or a staff alarm system, if you have sought the advice of a competent person and the fire and rescue service. Action on discovering a fire: On discovering a fire, it is the duty of every person to sound the nearest fire alarm immediately. The plan should include the method of raising the alarm in the case of fire. Action on hearing the fire alarm The plan should instruct all personnel upon on hearing the fire alarm to act in accordance with the agreed FEEP strategy and if a fire warden‘s scheme is in force they, on hearing the alarm, should proceed to pre-determined positions to assist members of the public and staff to leave the building by the nearest safe route. Lifts and escalators should not be used due to possible electrical failure unless they are part of a Personal Emergency Evacuation Plan. Personnel should not re-enter the building with the possible exception of the Fire Team. 53

Calling the fire brigade The Fire Service should also be informed immediately, either by switchboard operator or person discovering fire, dependent on conditions.  Work Time – Switchboard operator to be conversant with the emergency evacuation plan, also should ensure necessary extensions switched through, when switchboard is unattended.  Other Times – Remainder of Staff (Cleaners, caretakers etc) also to be conversant with procedure. In any case the senior official should ensure that Fire Service is called in the event of an outbreak of fire. Power/process isolation Close Down Procedure – Adopt your own ‗Close Down‘ procedure as appropriate Identification of key escape routes In premises where members of the public or persons unfamiliar with layout of the premises are present there should be means available to identify the key escape routes. They could include schematic drawings and most importantly emergency escape and exit signs. An Example Fire Escape Plan The following fire escape plan was provided by silverberries. Fire Wardens/Marshals The Responsible Person where necessary to safeguard the safety of employees should nominate employees to implement certain fire safety measures which will include the fire evacuation. The general term used for these people are fire wardens or fire marshals. The need for fire wardens depends on the size and complexity of the premises. You may 54

require one on each floor or department with a chief fire warden coordinating their actions to make sure all persons are accounted for in the event of a fire. They also require special training above the needs of the normal employee; this training could be in house or by an external fire training organization. They should be competent in the use of fire extinguishers and be capable of extinguishing small fires. They should have some knowledge of fire prevention and be able to identify possible fire hazards to prevent fire from occurring. Finally, they should have an in depth knowledge of the FEEP and their role in implementing it. The duties and responsibilities of Fire Wardens/Marshals A senior official in each building [Chief Fire Warden] should be given the responsibility of maintaining a high standard of fire precautions and the overall responsibility for the action in the event of fire. He/she should have a nominated deputy. Evacuation fire wardens should be appointed for each room/department/floor as applicable and each warden should have a nominated deputy. Fire Wardens/Marshals should be responsible for  Fire routine and evacuation drill procedure  Ensuring personnel know location of fire alarm points.  Ensuring regular use of primary and secondary escape routes.  The close down procedure  Procedure for nominated staff to assist employees and members of the public to nearest exits. A senior fire warden/marshall should be made responsible for ensuring that notices are correctly sited the fire emergency evacuation plan is properly distributed and under stood by all. Places of assembly and roll call Personnel should assemble at a pre-determined assembly point. 1. Pre-determined assembly points should be arranged and a roll call of staff to be taken. The person who is in charge of the assemble point should report to the person who as been nominated the fire service liaison person indicating all persons accounted for or whose missing and where they were last seen. 2. Another consideration when selecting the location for an assemble site is to fully understand the fire emergence evacuation plan. Calculate the number of staff that would need to assemble and if it was a multi-occupied building you would need to co-operate with the other occupants. 55

3. It is also very important to be familiar with the surrounding topography. 4. The assemble point should be far enough away from the building not to put staff in danger of radiated heat and falling debris. Give ample room so you do not interfere with fire fighting operations and do not jeopardize the actions of the fire service. 5. Be close enough to ensure that the nominate person who is in charge of the assemble point; can communicate with the nominated fire liaison person who should be located near the main entrance. This could be simple talking to him direct, or the use of runners or electronic communications (pack sets, mobile phone) 6. The area chosen should be larger enough to accommodate all the staff, if this cannot be found you may have to consider additional sites. Open areas are ideal like pedestrian areas also car parks could be considered but be aware of the dangers. 7. It should not be in an enclosed area and the staff should be able to disperse without the need to pass close to the premises on fire. 8. Inclement weather needs to be considered and some form of shelter or other weather protection may be necessary as the staff is most likely to have evacuated without collecting their out of doors clothing. 9. Use appropriate signs where this is feasible as it leaves no doubts in the minds of staff. Firefighting equipment provided A nominated fire team, if available, or any trained competent person should, where possible, attack fire with appropriate equipment however fire fighting is always secondary to life safety. DO NOT PUT ANY PERSONS AT RISK. Training required The emergency evacuation plan should be the subject of frequent training so all employees are familiar with its contents and there should be regular evacuation drills. You are required to carry out this fire training and it is recommended that you keep a record of the results of that training. This will assist you if you are ever required to prove your actions in the future. The fire emergency evacuation plan must be included in the instruction and training you need to give your employees. Effective fire routine is dependent on regular instruction, training, practice, etc. Regular drills should be carried out using varying escape routes assuming the normal evacuation route is not available. 56

Fire drills should consider the following points:  Regular intervals  Records kept  There should be drills completed at least once a year, from sounding of alarm to roll call procedure  Fire Alarms and Fire Fighting Equipment should be tested at weekly intervals and records kept  Fire equipment regularly serviced I would suggest you seek the advice of a competent person and do not finalise your proposals until you have his/her comments. Personal Emergency Evacuation Plan (PEEP) In order to assist disabled or sensory-impaired people to escape from fire it may be necessary for staff to be trained in the correct procedures to cope with this eventuality. Advice on the specific needs of disabled and sensory-impaired people can be obtained from organisations representing the various groups. The address and telephone number of these organisations can be found in the telephone directory, listed under the appropriate disability. You must take account not only of the people in your premises (employed or otherwise) who may be able to make their own escape, but also those who may need assistance to escape, e.g. by having adequate staffing levels especially in premises providing treatment or care. Liaison with emergency services You should arrange all the necessary contacts with external emergency services and make them familiar with your fire action plan. There should be senior person nominated to meet the fire and rescue service when they arrived to provide them with any information they require. S/he should have an intimate knowledge of the premises and be in contact with the person conducting the roll call at the assemble point.  Health and safety at work act GENERAL PROVISIONS (Introductory provision) This Act shall lay down the rights and duties of employers and workers with respect to healthy and safe work and measures to ensure health and safety at work. 57

(2) This Act transposes into the legal order of the Republic of Slovenia the Council Directive 89/391/EEC of 12 June 1989 on the introduction of measures to encourage improvements in the safety and health of workers at work, which was amended by Regulation (EC) No 1137/2008 of the European Parliament and of the Council of 22 October 2008 adapting a number of instruments subject to the procedure laid down in Article 251 of the Treaty to Council Decision 1999/468/EC, with regard to the regulatory procedure with scrutiny Adaptation to the regulatory procedure with scrutiny Part One (OJ L 311, 21.11.2008, p. 1). Furthermore, this Act also partially transposes into the Slovene legal order the Directive of the European Parliament and of the Council 2006/123/EC of 12 December 2006 on services in the internal market (OJ L 376, 27.12.2006, p. 36). (3) This Act shall also determine the competent bodies in the field of health and safety at work. (4) Implementing regulations concerning health and safety at work shall be enacted by the minister competent for labour and the minister competent for the field to which a given implementing regulation shall pertain, after consultation with social partners within the Economic and Social Council. (5) The employer shall ensure health and safety at work in accordance with this Act, other regulations and guidelines. Article 2 (Scope) The provisions of this Act shall apply to all sectors of activity and to all persons present in a work process. (2) The provisions of this Act shall not be applicable to work related to the military activity of the Slovenian Armed Forces, to police work and to protection, rescue and relief activities during natural and other disasters carried out by the Civil Protection Service and other rescue services, nor to mining, where individual issues of health and safety at work are governed by special regulations. Article 3 (definitions) For the purposes of this Act, the following terms shall have the following meanings: 1. A worker (hereinafter referred to as ‗the Worker‘) means a person performing work for an employer under an employment contract. Under this Act, a worker also means a person performing work for an employer on any other legal basis, or a person performing work for an employer for training purposes. 58

2. An employer means any legal or natural person and other entity, such as a state authority, local community, foreign company branch and consular post, employing a worker under an employment contract, and owner of a ship registered in the Slovenian Ship Register. Under this Act, an employer also means a person who on any other legal basis ensures work to a worker, except persons who ensure work to workers in a household, and heads of holdings performing work on farms with members of their family in accordance with the regulations pertaining to agriculture. An employer also means a natural person who with members of his holding or family performs a gainful or other activity. An employer also means a user, to whom workers are being referred in accordance with employment relationship regulations by an employer engaging in the activity of providing workers to another user. 3. An accident at work means an unforeseen or unexpected event occurring at the workplace or in the working environment when work is being performed or is work-related and results in an injury to a worker. 4. A dangerous occurrence means any event where considerable material damage may or has occurred, or a worker‘s health or life may be or has been placed at risk, or an accident may occur which would render the injured worker incapable of work. 5. A health and safety representative means a workers‘ representative with a position and role of the works council. 6. A preventive measure means any measure taken by an employer or a worker to reduce or manage occupational health and safety risks. 7. A work process means an organised and managed process that takes place when work is being performed and is directly or indirectly controlled by an employer. 8. A means of work means any facility utilised for work and auxiliary premises, the work equipment, the means and equipment for personal protection at work, and substances and preparations. 9. Workplace health promotion means systematic targeted activities and measures implemented by an employer with the aim of maintaining and enhancing workers‘ physical and mental health. 10. A safety officer means a person designated by an employer to carry out expert tasks related to safety at work. 59

11. A competent external service means a legal entity or an individual private entrepreneur which is authorised by the minister competent for labour to perform expert tasks and designated by the employer to carry out all or individual safety at work tasks. 12. An occupational medicine practitioner is a health care provider operating in the field of occupational, traffic and sports medicine designated by the employer to implement health measures related to health at work. Article 4 (national programme) The National Assembly of the Republic of Slovenia shall adopt a national health and safety at work programme (hereinafter referred to as: ‗the National Programme‘). (2) The National Programme shall lay down the strategy for the development of the health and safety at work sector, the purpose of which is to protect workers‘ lives, health and work ability, prevent accidents at work, occupational and work-related diseases. (3) A draft national programme shall be drafted by the Government of the Republic of Slovenia following consultation with the expert public and social partners. (4) The Government of the Republic of Slovenia and the social partners within the Economic and Social Council shall monitor the implementation of the national programme and, where appropriate, propose amendments to it or implementing acts. II. FUNDAMENTAL PRINCIPLES Article 5 (ensuring health and safety of workers at work) The employer shall have a duty to ensure the health and safety of workers at work. To this aim, he shall take the measures necessary to ensure safety and health of workers and of other persons present in the work process, including prevention, elimination and management of occupational risks, provision of information and training of workers, as well as provision of the necessary organisation and means. The employer shall devote special care to safeguarding the health and safety of pregnant workers, young and older workers and workers with diminished work capacity, and in the selection of measures consider special risks to which these workers are exposed at work, in accordance with specific regulations. (3) The employer shall be alert to changing circumstances and implement such preventive measures and select such working and production methods that will ensure improvements and a higher level of health and safety at work, and that will be incorporated in all employer‘s activities and on all levels of organisation. Article 6 (workplace health promotion) The employer shall plan and implement workplace health promotion. 60

Article 7 (planning and safety and health at work) (1) When planning the working environment, work premises, work and technological procedures, the use of work and personal protective equipment and the use of hazardous chemical substances, the employer shall ensure that all impacts on the health and safety of workers at work are considered and that the environment, procedures, facilities, equipment and substances are appropriate and in accordance with their intended use. (2) When planning work, the employer shall take into account workers‘ mental and physical capabilities and reduce risks arising from the workload that can have an impact on the health and safety of workers at work. Article 8 (responsibility of the employer) Where the employer transfers expert tasks in the field of safety at work to a safety officer or a competent external service, and expert tasks related to implementing health measures to an occupational medicine practitioner, this shall not discharge him from his responsibilities in this area. The workers‘ obligations in the field of safety and health at work shall also not affect the principle of the responsibility of the employer. Article 9 (fundamental principles in the implementation of measures) The employer shall implement measures referred to in Article 5 of this Act on the basis of the following fundamental principles: - avoiding risks; - evaluating risks; - managing the risks at source; - adapting the work to the individual by the appropriate design of the workplace and the working environment, work premises, work and technological procedures, the choice of work and personal protective equipment and working and production methods, with a view, in particular, to alleviating monotonous work, work at a predetermined work-rate and other circumstances detrimental to health (humanisation of work); - adapting to technical progress; - replacing the dangerous by the non-dangerous or the less dangerous; - developing a coherent overall prevention policy which covers technology, organization of work, working conditions, social relationships and factors related to the working environment; - giving collective safety measures priority over individual protective measures; - giving appropriate instructions to workers. Article 10 (duties of employers and rights of workers) 61

All duties of employers arising from this Act and regulations issued on the basis thereof shall constitute the rights of workers with regard to health and safety protection at work. Article 11 (right to health and safety at work) The worker shall have the right to the type of work and a working environment which are safe and without risk to health. Article 12 (workers‟ obligations) (1) The worker shall comply with and implement measures necessary to ensure health and safety at work. (2) The worker shall exercise all due care at work to protect his own safety and health and that of other persons. (3) The worker shall make use of the means of work, safety devices and personal protective equipment in accordance with their purpose and the employer‘s instructions, handle them with care and maintain them in full working order. Article 13 (mutual information and consultation) Employers and workers or their representatives shall keep each other informed of, consult on, and take part in decisions on all issues pertaining to safety and health at work in compliance with this Act and regulations governing workers‘ participation in management. Article 14 (employer‟s financial obligations) The protection of safety and health at work may in no circumstances involve the workers in financial cost. Work-related health impairment may not affect the worker's pay nor encroach upon his economic and social status acquired through work. Article 15 (joint activities planning) The social partners within the Economic and Social Council, insurance companies and institutes in the field of health insurance and retirement and disability insurance shall all take part in the planning of joint activities to achieve a higher level of health and safety at work as well as general development of safety culture. The mentioned insurance companies and institutes shall ensure the provision of funds necessary to this aim. (2) Legal and natural entities carrying out the activity of ensuring health and safety at work, universities and other educational institutions shall all take part in the planning of joint activities referred to in the preceding paragraph. (3) The employer‘s contribution in relation to an occupational injury or occupational disease shall depend on the attained level of health and safety at work. Article 16 (education and training) 62

(1) Education and training concerning health and safety at work shall form an integral part of educational programmes provided by universities and schools of all types and levels. (2) Training for safety and health at work shall form an integral part of the induction of workers. III. OBLIGATIONS ON EMPLOYERS Article 17 (risk assessment and safety statement) The employer shall prepare a written assessment of risks to which workers are or may be exposed at work, according to the procedure, which includes in particular: - Identification and detection of hazards; - Identification of workers who could be exposed to the identified hazards; - An assessment of risk which considers the likelihood of accidents at work, occupational diseases or work-related diseases, and their severity; - Decision on whether the risk is acceptable; - Decision on the introduction of measures to reduce the unacceptable risk. (2) The employer shall revise and review the risk assessment every time: - The preventive protection measures currently in place are insufficient or no longer adequate; - Data or information on which the assessment was based is no longer valid; - The assessment can be improved or complemented. (3) Once the assessment of the occupational health and safety risks has been carried out, the employer shall produce and adopt a written safety statement and risk assessment document, which shall, depending on the type and size of the activity, consist in particular of: - The plan and procedures for the implementation of measures in the event of imminent danger; - The definition of duties and responsibilities of persons responsible in the undertaking and of workers with specific responsibility for health and safety at work. (4) Based on an expert assessment of the occupational medicine practitioner, the employer shall define in the safety statement and risk assessment document any specific health requirements to be observed by a worker who is engaged in a given work task or a work process or is using a particular means of work. (5) The employer shall attach to the written risk assessment included into the safety statement the minutes on consultation with workers or their representatives. Article 18 (publication, communication and access to the safety statement and risk assessment document) 63

(1) The employer shall publish the safety statement and risk assessment document in the ordinary manner and communicate it to workers in the part applicable to them following each revision or review, as well as to the newly-employed and all other persons present at the workplace upon the commencement of work. (2) The employer shall grant access to the current safety statement and risk assessment document upon the worker‘s request. Article 19 (obligations on employers) The employer shall ensure health and safety at work in accordance with the safety statement and risk assessment document, in particular by: - conferring the implementation of safety tasks on a safety officer, and the implementation of health measures on an occupational medicine practitioner; - informing workers of the introduction of new technologies or means of work, as well as of the risk of accidents at work, occupational and work-related diseases, and by issuing safe working practice instructions; - Training workers in safe and healthy working practice; - providing workers with personal protective equipment and ensuring its use, if the means of work or the working environment are inadequate to ensure health and safety at work despite the safety measures being taken; - undertaking periodic inspections of the harmfulness of the working environment and examining the appropriateness of working conditions; - undertaking periodic examinations and testing of work equipment to verify their compliance with health and safety at work regulations; - providing for a safe working environment and the use of safe work equipment. Article 20 (first aid) (1) The employer shall take measures to ensure first aid to workers and other persons present, and measures for cooperation with the emergency medical services. (2) The minister competent for labour shall, in agreement with the minister competent for health, elaborate concrete measures for providing first aid to workers and other persons present in the work process. Article 21 (fire safety and evacuation) The employer shall, in accordance with specific regulations, take measures to ensure fire safety and evacuation, and, where appropriate, take measures for cooperation with external fire safety services. Article 22 (adjustment of first aid and fire safety measures) 64

The measures referred to in Articles 20 and 21 and the number of workers or persons authorised by the employer to implement specific regulations shall be adjusted to the nature of the (economic) activity and the number of employees and shall take account of other persons present in the work process. Article 23 (risk of third-party violence) (1) At workplaces where there is higher risk of third-party violence, the employer shall ensure such a design and equipment of the workplace that reduces the risk of violence and allows assistance to be provided at the workplace under threat. (2) The employer shall plan procedures to manage the violence referred to in the previous paragraph of this Article and inform workers working at such workplaces about them. Article 24 (violence, mobbing, harassment, psychosocial risks) The employer shall adopt measures to prevent, eliminate and manage cases of violence, mobbing, harassment and other forms of psychosocial risks at the workplace which can pose a threat to workers‘ health. Article 25 (precautionary safety) The employer may only put a facility into use after having obtained the documents related to the future work in accordance with the regulations governing health and safety protection at temporary and mobile construction sites, and having made a written assessment of the risks the workers could be exposed to at work. (2) The employer may put the work equipment and other means of work into use only after having obtained: - the necessary documents testifying to their compliance with the essential health and safety requirements applicable to the means of work; - the necessary documents as prescribed by the regulations governing health and safety at work while using the means of work. (3) The provisions of the preceding paragraphs shall apply to all changes to the work process. Article 26 (use of hazardous substances) (1) The employer may only allow workers to handle hazardous chemical substances if such are accompanied with a safety data sheet by way of which the manufacturer or supplier of said substance specifies all relevant safety and technical information needed to assess the risk in working with these substances, and if all the safety measures determined in the safety data sheet are implemented. 65

(2) The employer shall provide the safety data sheet in the Slovene language, and exceptionally in a foreign language, in accordance with the conditions laid down in the registration, evaluation, authorisation and restriction of chemicals regulations. (3) The employer shall, where appropriate, provide a translation of the safety data sheet referred to in the preceding paragraph into a language which the worker understands. Article 27 (serious, imminent and unavoidable danger) (1) The employer shall immediately inform all workers who are, or may be, exposed to serious and imminent danger of the type of risk and of safety measures. (2) In the event of serious, imminent and unavoidable danger, the employer shall take action and give instructions to enable workers to stop work and proceed to a place of safety. (3) Save in exceptional cases and for reasons duly substantiated, the employer shall refrain from asking workers to resume work in a working situation where there is still serious and imminent danger. Article 28 (safety officer) (1) The employer shall designate from among his workers one or more safety officers for the execution of expert tasks pertaining to safety at work. (2) The conditions to be fulfilled by a safety officer shall be determined by the minister competent for labour and shall depend on the type of the employer‘s activity and the type and level of risk of accidents at work, occupational and work-related diseases. (3) The employer shall determine the type of professional education and the number of safety officers referred to in the preceding paragraph, by taking into account: - The organisation, nature and size of the work process; - The number of workers involved in the work process posing a risk to health and safety; - The number of work shifts; - The number of work units in separate locations. (4) In the execution of expert tasks, safety officers shall be directly answerable to the employer. (5) The employer shall ensure full professional autonomy of safety officers in the execution of their tasks according to this Act, allow them adequate time and access to all required information, and enable them further professional training. A safety officer shall not be placed at a disadvantage or suffer other harmful and unjustified consequences because of his action. 66

(6) When unable to perform the tasks related to the organisation and implementation of safety at work with his safety officers, the employer may entrust the execution of all or individual tasks to competent external services holding an authorisation in accordance with this Act. (7) Where the employer has entrusted the execution of all or individual safety at work tasks to competent external services, he shall have a duty to inform them of all the factors which affect or might affect health and safety of workers at work. These services shall have access to data on risks, safety and preventive measures and workers responsible for the implementation of measures, including first aid, fire safety and evacuation. Article 29 (safety officer‟s tasks) In order to constantly improve health and safety at work, the safety officer shall in particular perform the following tasks: 1. Advise the employer on planning, selection, purchase and maintenance of means of work; 2. Advise the employer on the fitting-out of workplaces and the working environment; 3. Coordinate measures to prevent psychosocial risks; 4. set out the professional basis for the safety statement; 5. Conduct periodic inspections on the harmfulness of the working environment; 6. Conduct periodic inspections and tests of work equipment; 7. Conduct internal supervision of the implementation of the measures for safe working practice; 8. Develop instructions for healthy and safe working practice; 9. Monitor the situation with regard to accidents at work, identify the causes of same and prepare reports and proposed measures for the employer; 10. Prepare and carry out training of workers in safe working practice; 11. Cooperate with the occupational medicine practitioner. (2) The ministry competent for labour shall carry out the procedures, tasks and duties in accordance with the Act Regulating the Qualification Recognition Procedure for Access of Citizens of EU Member States, the European Economic Area and Swiss Confederation to Regulated Professions and Professional Activities in the Republic of Slovenia. Article 30 (1) If qualified, the employer may himself assume the management and protection of safety at work in his undertaking. (2) The employer shall be deemed qualified, if the employer‘s responsible person has passed the general part of the professional certification exam in health and safety at work or if he has 67

followed the adapted general and professional training in the scope and manner prescribed by the regulation governing the continuous professional training of safety officers. Article 31 (professional certification exam) (1) The minister competent for labour shall specify the conditions, manner and programme for the professional certification exam in health and safety at work. (2) The professional certification exam consisting of the general and specific part which has been taken prior to the entry into force of the Act shall remain valid. Article 32 (planning of workplace health promotion) (1) The employer shall plan workplace health promotion, provide the necessary means for it and define the method for monitoring its implementation. (2) The minister competent for health shall issue guidelines on specifying and preparing workplace health promotion referred to in the preceding paragraph of this Article not later than the date on which this Act enters into force. (3) The guidelines referred to in the preceding paragraph of this Article shall be discussed by the Economic and Social Council, after which they shall be published on the websites of the ministry competent for health and the ministry competent for labour. Article 33 (occupational medicine practitioner) (1) The employer shall ensure that all health measures related to health and safety at work are implemented by an occupational medicine practitioner. (2) Depending on the type of activity performed by the employer and the type and level of risk of accidents at work, occupational and work-related diseases, the occupational medicine practitioner shall in particular perform the following tasks: 1. Engage in the drafting of the expert basis for the safety statement; 2. Perform health examinations of workers referred to in Article 36 of this Act; 3. Inform workers of the risks related to their workplace and the working environment which could lead to functional impairment, diseases or disability; 4. Monitor and analyse the situation related to occupational and work-related diseases, and identify their causes; 5. Draft reports for employers on findings resulting from the analyses of the workers‘ health status determined during health examinations, analyses of functional impairments, accidents at work, occupational diseases, work-related diseases and work-related disabilities. The reports shall also contain proposals for the improvement of the work process aimed at complementing or upgrading the measures related to health at work; 68

6. Participate in the occupational rehabilitation process and advice on the choice of other appropriate work; 7. Engage in the preparation of the employer's plan for the provision of first aid and participate in the worker and employer training on general and specific first aid measures. (8) In the execution of tasks, the occupational medicine practitioner shall cooperate with the worker‘s general practitioner and with disability and health insurance expert bodies in order to exchange data on workers‘ health status and to help determine the justification of temporary or permanent absence from work and assess ability to work. (9) Based on the worker‘s prior written consent, the occupational medicine practitioner may obtain from the worker‘s general practitioner access to the worker‘s health status data and information on his treatment and rehabilitation. The occupational medicine practitioner shall communicate to the general practitioner, based on the latter‘s request, information on the worker's workload and workplace requirements. Article 34 (conditions for the implementation of occupational medicine) (1) The occupational medicine practitioner is a legal or natural entity authorised by the ministry competent for health. (2) The minister competent for health shall determine personnel, spatial and other conditions to be met by an occupational medicine practitioner. (3) The ministry competent for health shall keep a list of occupational medicine practitioners and publish it on its website. Article 35 (duty of mutual cooperation) The safety officer designated by the employer for the execution of expert tasks pertaining to health and safety at work and the occupational medicine practitioner shall have a duty to cooperate in the implementation of health and safety at work tasks.  Emergency response techniques The 3-tiered approach These tiers are provided for in the Maritime Transport Act 1994. Tier 1 All Tier 1 sites and vessels are expected to provide an initial response to incidents on their sites. Tier 1 is site-specific and includes:  most shore-based industries that have oil transfer sites  offshore installations  pipelines  all vessels from which a spill of oil is possible. 69

Commercial ships are required to have a shipboard oil pollution emergency plan. Tier 2 Regional councils (and those unitary authorities acting as regional councils) make up Tier 2. These agencies must maintain a regional marine oil spill contingency plan for their region. These councils respond to marine oil spills within their regions that exceed the clean-up capability of Tier 1. Each regional council has a stock of the equipment needed to clean up oil spills within their regional boundaries and particularly within their ports. This is supplied by the Oil Pollution Fund and is overseen by Maritime New Zealand. Maritime New Zealand provides regional councils with resources and training to support them in undertaking this role. Tier 3 Maritime New Zealand assumes responsibility for managing the response when (due to size, cost, location, complexity or environmental impact), containing and cleaning up a marine oil spill exceeds the capacity of both Tier 1 and Tier 2 resources. The response to any oil spill within the Exclusive Economic Zone (EEZ) and those that occur outside the EEZ and over the New Zealand continental shelf are also managed by Maritime New Zealand. If a large marine oil spill occurs anywhere within New Zealand‘s area of responsibility, and it is beyond New Zealand‘s own resources to contain it and clean it up, Maritime New Zealand will seek international support to the Tier 3 response. Once a Tier 3 oil spill event has been declared, and a National On Scene Commander appointed, Maritime New Zealand can requisition appropriate vessels in New Zealand to support a response. This includes, for example, large support vessels servicing off-shore oil and gas rigs. Tier 3 response roles For any Tier 3 marine oil spill, the Director of Maritime New Zealand appoints a National On-Scene Commander (NOSC) to lead the onsite response. The National On-Scene Commander‘s Incident Command Team provides on-site planning and operational and logistical capability to manage and clean up a large marine oil spill. This team advises the NOSC on areas like dispersants, wildlife, environment, iwi and community, legal and health and safety matters. 70

During a major shipping incident, the Director of Maritime New Zealand and the National On-Scene Commander are also supported by the Maritime Incident Response Team (MIRT). They provide legal, nautical, financial, administrative and technical advice. Response options All oil spill response is a balance between:  removing the oil  causing minimum harm to the environment  Safety issues and the available resources. The main options that the Incident Command Team consider when dealing with an oil spill are given below. Salvage and intervention Avoiding a potential or imminent spill is the best outcome in oil spill response. This will prevent or minimize environmental effects, potentially reduce toxic or health impacts, and very likely lower the overall cost of the response. The following actions can prevent the oil from spilling in the first place or contain an existing spill:  Salvage of a vessel or installation  Containment of the oil within its original structure (tank, bunker, pipeline, etc.)  Safe transfer of the oil to secondary containment (a barge or lightering vessel). Salvage is not the role or responsibility of the response operation. However under the Maritime Transport Act 1994, the Director of Maritime New Zealand has wide powers however to intervene to protect marine interests from discharges of harmful substances during emergencies. The Director can require the owners of a vessel or site, a ship's master or salvor, or the operator of a site or installation or pipeline to take actions to protect marine interests. The Director can also take direct action, with respect to the ship, structure or cargo. Allow natural break up If the spill is a good distance from shore and unlikely to cause damage to marine wildlife or the environment, the best response may be to allow the oil to disperse naturally. The ocean contains bacteria that break down the molecular structure of oil into less complex substances that are not hazardous. In this situation, the only actions taken may be to report the incident and then monitor the movement of the oil and its rate of dispersal. Mechanical action 71

Other vessels are used to churn up the water to assist in breaking up the oil. The oil is then left to disperse naturally. Dispersants Dispersants are chemicals that help remove oil from the sea surface by breaking oil slicks into small droplets. The small droplets are then dispersed and diluted into the underlying seawater by wave action where they are broken down by bacteria. Containment With some oil spills the first priority may be to contain the oil to limit the impact on the environment. Once contained the oil can be recovered and removed for disposal. A boom is the most common piece of equipment used to contain an oil spill. Recovery Once the oil has been contained, work starts on recovering the oil from the water. Mechanical skimmers and/or sorbents are most commonly used for this task. Shoreline clean up In some cases, it is not possible to prevent the oil reaching the shoreline. The oil spill response then focuses on minimizing long term damage and clean up of the area affected. The goal of any shoreline cleans up is to clean only to the extent that will speed up the recovery and use of the area. In many cases intervention can do more harm than good and must be measured against allowing natural recovery. A Shoreline Clean up Assessment Team undertakes detailed analysis of the affected area and identifies sensitive areas. They then priorities areas according to a number of factors including ecological value, socio-economic value, recovery time and cultural significance. Shoreline clean-up techniques The situation may allow or dictate that one or a combination of any of the following actions provides the most effective response. Flushing This is the use of high or low pressure cold or hot water to remove residual oil, e.g. stains, weathered crusts, or oil absorbed into sediments. This response is used when recovery time can be significantly reduced or where there is over-riding economic, amenity or wildlife concerns. Flushing might be used if absorbed oil is hindering recovery. Natural cleaning This is an option for exposed shores where wave action is sufficient to remove oil. It is particularly appropriate for remote beaches where there are no overriding considerations. It is 72

also appropriate for more sheltered shores where other techniques would cause unacceptable damage to the environment. Vacuum pumping This is suitable for thick layers of oil but care is taken to minimize the removal of sediments and any organisms living on or in them. Unfortunately, many suction devices are heavy and cannot easily be carried over rough terrain. Mechanical removal Where oil contamination is extensive but has not penetrated deeply, graders can be used to skim off the surface layer of oiled sand. This is then collected using front-end loaders. Front- end loaders can be used alone but this may result in more sand being removed than necessary, which increases the disposal problem. Sediment removal is best justified when there are overriding short-term considerations, e.g. The need to clean a fishing or tourist beach where activities of socio-economic importance need to continue. Mechanical relocation This involves moving oily sediments lower down the shore where they are exposed to greater cleaning action by the waves or moving buried oil to the surface for the same reason. This technique is most appropriate for badly oiled coarse sediments on relatively exposed shores, where wave action will eventually restore the normal shore profile. Manual removal Small areas of a spill where oil has not significantly penetrated the sediments can be cleared using rakes and spades. It is a useful technique for cleaning patchy oil, also in cases where use of machinery is limited because of access or because it would damage the beach structure. Bioremediation This is the breaking down of oil by microorganisms. Repeated and slow-release applications of appropriate fertilizers appear in some cases to speed up oil biodegradation by enhancing the activity of naturally occurring microorganisms. This works best when the oil concentration in the sediment is very low. Terminating the response Responsibility for control of the response remains with the appropriate tier until the response is formally concluded. Winding down the response involves:  the recovery, cleaning and maintenance of equipment  demobilization of all personnel involved 73

 debriefing staff  Completion of all documentation associated with the spill including preparing a final report. Other actions may continue for some time:  gathering information to assist cost recovery  investigation and/or review of the incident and the response (if required)  Monitoring the environmental impact of the oil spill, eg on wildlife and seafood toxicity. Who pays for the response? Under the Maritime Transport Act 1994 the polluter pays all costs from an oil spill response and subsequent clean up. If the spiller cannot be identified, the cost of the response can be recovered from the Oil Pollution Fund. The Director of Maritime New Zealand has the power to investigate any discharge or escape of a harmful substance that is in breach of the Maritime Transport Act 1994 or the Resource Management Act 1991. Following an investigation, the Director may decide to initiate a prosecution against those who are considered to be liable for the pollution incident. The cost of a response will depend on many factors, such as the quantity and type of oil spilled, the weather conditions at the time of the spill and the area affected. Large spills a long way from shore can cost very little if they break up naturally. Relatively small spills in a coastal zone supporting fishing and tourism can however be very costly. 74

Chapter 5 To demonstrate products to customers  Store demonstrations Over the past four years we took a family condiment and an idea and built a business. Joe‟s Sauces started out as a single product and this year, we will introduce our third to the marketplace. Looking back on over 300 in-store demos, ten food shows, and three years at some of the best farmers markets a budding food business could desire, it‘s clear: great in- store demos are vital to a product‘s success. Additionally, whether selling sauce, writing, speaking, or consulting, the education and experience gained from all the in-store demos has become an immeasurable asset that continually pushes us beyond our competition and dreams. Product demonstrations are great opportunities for shoppers, stores, and brand owners to build community and drive sales. In a shift that may seem unexpected in our digital world, consumers crave the opportunity to connect with suppliers in a meaningful way. As internet sales continue to grow, stores create value in the shopping experience by bringing together brand owners or manufacturers with customers through meaningful shared experiences. To make the most of an in-store demonstration, follow this S.T.E.P.S. to strengthen relationships and drive sales. SPACE Space is a premium inside any store – it‘s not unlimited and some space is more valuable than others (end-cap vs. mid-shelf mid isle). When a product is demonstrated, the right space and right amount of space can make a huge impact on final results. Back corners, the front door, and other crowded spaces can make it difficult for customers and brand owners to interact. It‘s also not always possible to demonstrate a product right by where the product sits 75

on the shelf. Instead, think of complementary areas and have portable shelf space so if the customer wants to buy the product, they don‘t have to hunt. We ask our deli managers to set-up demonstration tables on end-caps or next to complimentary products where the space is more suitable for people to try the product and think about how they can use it with another product. Our products sell when paired with meats and breads so if ham or an artisan bread is featured, we take a spot next to those products and everyone wins. TIMING Timing is everything to everyone. 8-11am Tuesday morning is generally not a good time for any brand to demo, but it‘s hard to run six demos from 2-6pm every Sunday. Featuring BBQ sauce in January doesn‘t make a lot of sense in New York but it might make a lot of sense in Arizona. Work with your vendors and suppliers to pick the right seasons to feature the right products and then test results across six different time-slots to see which times work best. We do not move a lot of our garlic sauce from 11am–12pm – it‘s too early. But from 12-5pm sales are great. Try to match customer taste and preferences. Cereal is great for the morning, but at 3pm it‘s more of a challenge. Now you have data to determine which products get featured when and then you can give the vendors logical reasons why you gave them their particular timeslot. EDUCATION People buy when risks are mitigated and expected outcomes are clearly understood. One of the ways you can grease the skids before and after a demonstration is with mini sessions between staff and brand owners. If you educate your team, the product will move outside of the demonstration. Ask the brand owners for fact sheets, cooking ideas, and a run-down of the pertinent product info (Non-GMO Project Verified, USDA Certified Organic, Gluten- free, etc.). 76

Our products move the best in stores where staff understand and convey our value proposition and give customers ideas on how to use our product. Anecdotally, stores where our products move the most are stores that discount the least. They get velocity and profit because they know the product. PROMOTION An easy but often overlooked aspect of product demonstration is promotion outside of the in- store demo. With social media, it‘s easy and (generally) free to highlight what‘s happening in-store at any given moment. Drive attention to upcoming demos and build a level of excitement while creating a reason to connect with shoppers who interact on Twitter, Instagram, and Face book. People love content and they want to be ―in-the-know.‖ Use these tools to raise awareness, increase foot traffic, and sales. One of our grocery chains regularly runs a ―meet the maker‖ event. They Tweet, Facebook, and send out Emails to their customer list to entice people to come into the store. Rarely do they need to offer a temporary price reduction during the demonstration because enough volume connects with the brand owner to meet reach the goal. SYSTEM managing dozens of brand owners is a challenge and sometimes demonstrations don‘t always go as planned. A brand owner may be late, stock may not be available, or somebody isn‘t prepared. Additionally, a feedback mechanism can dramatically help the relationship between store and brand owner and impact results. Put some thought into how each brand owner interacts with your corporate and store people. Have specific rules of engagement, ways to communicate, and remedies for the most common challenges. Confirm expectations and assess results after each demonstration to determine if another event is worth-while and what needs to change to make it better. Several times we have had demonstrations scheduled and there‘s been no product and a few times our demo team has had store mix-ups. This strains relationships and cost money. As a brand, one of the most effective things we‘ve done is implement a demo report card that 77

highlights expectations and tracks key metrics. The demonstration specialist and category manager each fill out their portion of the card and they‘re returned to us so we can evaluate the event, catch problems quickly, and implement best-practices on a continuous basis. Obstacles are mitigated and opportunities are exploited. This S.T.E.P.S. can help make a good demonstration great, strengthen relationships, and drive sales. Every demonstration can be broken down into these categories and you should find easy ways to apply the lessons so your customers and suppliers experience the value you provide. Bad demonstrations can have long-lasting negative impacts, but regular, stellar demonstrations can set you apart from the competition and be a great recipe for success.  Communicate clear and accurate information during demonstrations Open Meeting It is easier to communicate your passion and how you feel to your team via open meetings. In this kind of forum, they will not only hear what you are saying, they will also see and feel it. This approach still remains one of the best approaches to communicate effectively with a team. One on One Experts have been able to prove that some people understand better when you take them aside and talk to them on a one-on-one basis. Ensure that you maintain eye contact with them to enable the message to sink in. Use Presentations Some people grasp messages easily when pictures and sounds are involved. Using presentations like Microsoft Power Point to communicate with your team will give them the opportunity to refer back to it if they aren‘t clear about certain things. Communication via Training Your training should be tailored towards communicating certain information to your team members. Most employees take training seriously, especially when it‘s part of their appraisal. Display Confidence and Seriousness Ensure that you display confidence and seriousness to ensure that you will not be taken for granted. When your team members notice any uncertainty and lack of seriousness when you‘re communicating with them, they are likely to treat the information with disdain or disregard. Use Simple Words The truth is that everybody cannot be on same page when it comes to vocabulary. Therefore, to be effective in your communications with your team members, use words that can be easily 78

understood. When ambiguous words are used, you can be misunderstood and/or waste precious time having to explain yourself. Use Visuals Place visuals at strategic positions around the work stations of your team. They should not just hear the message, they should also see it. This gives room for better comprehension. Listen to Your Team Members Communication is intended to be a two-way street. Don‘t just talk because you are the leader without listening to anyone else. Encourage them to open up so you can be well guided when communicating in the future with them. You have two ears and one mouth –so you must listen more than you speak. Use Body Language Your body language will pass your message faster and better. Master the art of using body language when communicating with your team. Stand/sit up straight, use smiles, handshakes and eye contact. Act out Your Message Someone once said, ―Tell me what you want me to do and I might forget it but do it in front of me and I will never forget it.‖ Acting out your message is a very potent way of communicating with your team. Let them see you do what you want them to do, and watch their excuses disappear. Use the Appropriate Tone of Voice One word can mean a different thing when said in a different tone of voice. Make sure you use the appropriate tone of voice to communicate your message to your team so that you won‘t be misunderstood and discourage or demotivate members or cause them to shut down completely out of fear. Avoid Unnecessary Repetition If you want your team members to take you seriously, never sound like a broken record and don‘t beat a dead horse. Tell your team members what you want them to know or do and ask them if they are clear about it. If they are not, only then do you repeat what you have said. Create a Receptive Atmosphere To effectively communicate with your team, you must create a receptive atmosphere. Avoid a tense environment at all costs because when you communicate in an overly intense manner, the message you are trying to share might not be well understood or retained. Be Humorous 79

Using friendly jokes when communicating with your team members will help pass your message along in a more relaxed way. This method of communication has been proven to be a highly effective way of dousing tension. When the atmosphere is unfriendly and intense, being humorous does the trick. If you must use jokes, please don‘t overdo it. Remember, you are not a stand-up comedian. Be Articulate Communication is indeed a skill that must be learned by all, especially if you want to lead any group of people. Being articulate when you communicate to your team members makes it easier for them to understand your message. Avoid Mumbling Your team members should be able to hear you clearly. When communicating with them, try as much as possible to speak clearly and not mumble words. When you mumble words or speak too quickly, you may assume that they are clear on the subject. But the truth is, they might not be. It also shows a lack of confidence on your part. Encourage Feedback Don‘t just talk and walk away. Give room for feedback so that you can measure the effectiveness of your style of communication. It will also afford you the privilege of knowing if your message was well understood. Gesticulate Use your hands to demonstrate your message. Make hand motions and signals to establish the seriousness of your subject matter when communicating with your team members. This shows that you understand what you are trying to relay to them. Just don‘t let your body movement become too exaggerated and intense. Be Appreciative After every communication session, via whatever means you have decided, always remember to thank your listeners for their time. It will cost you nothing and it‘s a simple courtesy. Remember that the point of working as a team is to share ideas and boost productivity. When communication is hampered, it can sidetrack the entire effort. You must work hard at these communication tactics and create ground rules to keep everyone up to date, which helps avoid confusion and ensure the completion of the project with ease.  Working with Your Product‟s Pricing and Availability After you create an in-app purchase product record in iTunes Connect, the product appears in the In-App Purchases page for the app. This chapter describes the values used to describe the 80

state of the products and shows you how to change a product‘s status, its availability on the store, and it‘s pricing. To manage in-app purchase products, you must be signed in to iTunes Connect as a user with the appropriate role. About In-App Purchase Product Statuses Just like apps, in-app purchase products are marked with a status. This status indicates where the products are in the process of making them available for purchase or download. In-app purchase products have statuses such as \"Ready to Submit\" or \"Approved‖) or a status indicator (such as , , or ). The status tells you immediately whether your product needs attention.  A red status indicator means that you need to perform some action before an product can be available.  A yellow status indicator means that some process is ongoing, either controlled by you or by Apple.  A green status indicator means that the product is available. Read the version status text in Table 4-1 to understand what may be preventing your product from being available. This table lists every available status that can be assigned to your in- app purchase. Table 4-1 In-app purchase product statuses Status Status Name Description Missing You‘re in-app purchase product has been created, but you have Metadata not yet uploaded a screenshot or completed your metadata. Ready to You have uploaded all the metadata needed for the product, but Submit you have not yet sent it to Apple for review. The product must have this status to be associated with an app Waiting for version release, as described in To submit the first in-app purchase product for an app. After testing the product, you can submit it for review. You‘re in-app purchase product content has not been uploaded 81

Upload yet. This status only applies to non-consumable products that are set to be hosted by Apple. Processing You‘re in-app purchase product content delivery is processing. Content Waiting For You have submitted you‘re in-app purchase product to be Review reviewed by Apple. You can make edits to the product while it is in this status. In Review You‘re in-app purchase product is currently being reviewed by Approved Apple. Only edits to the product‘s reference name, pricing, and availability can be made when it has this status. Apple has approved you‘re in-app purchase to go live on the App Store with its associated app. For this status to appear, the in-app purchase must be cleared for sale in iTunes Connect. If it is not cleared for sale, the status appears as Developer Removed from Sale. If the product is being released with an app version, the product won‘t have an Approved status until the app is approved. Rejected Apple has rejected your in-app purchase product during the review process. If you have not already been contacted by Apple with more information about your rejection, you can inquire through Contact Us. You have the option to cancel the change or make additional edits to the details to be compliant with Apple guidelines. You‘re in-app purchase product status changes to Developer Action Needed if there is a detail in the in-app purchase that requires a change by you. Developer The in-app purchase product changes that you submitted have 82

Action been rejected. You are required to take action to edit the detail Needed information or cancel the request to change the detail information before this in-app purchase can be reviewed again. Developer Removed You have marked you‘re in-app purchase as not cleared for sale from Sale in iTunes Connect. If you clear the product for sale, the status changes to Approved. Removed from Sale Appears when Apple removes an in-app purchase product from sale.  Benefits of a Product Demonstration A product demonstration is one of your best sales tools if you have a high-quality product. A product demonstration helps you get a prospect interested and excited about your solution. It is also an effective way to address the prospect's specific product-related concerns. SIMULATES INTEREST Product demonstrations provide visual support to enhance the quality of your sales presentation. Prospects who are more visual or hands-on learners often need to see your product in action to fully grasp its value and potential. This is especially true if unique design features are key selling points, such as with fashion or furnishings. The ability to see, feel and sometimes smell your product is generally more appealing to prospects than simply listening to your sales pitch. CONVEYS OWNERSHIP An effective demonstration also serves the purpose of instilling a sense of ownership of the product to the prospect. For example, car salespeople typically try to get a buyer behind the 83

wheel to feel what it would be like to own and drive the car. Free trials have a similar intent of letting buyers' experience temporary ownership of a product without the risk of paying for it. Helping prospects connect with this feeling of ownership is an important step to persuasive selling? PROVIDES PROOF The product, sample, video, brochures, pictures and other tools used in a demo are often called proof devices because they offer tangible evidence that supports what you say. Buyers assume you will say good things about a product you sell. Buyers sometimes have a built-in distrust for salespeople. Showing what your product can do, and even letting the customer experience it, provide necessary proof. For example, food samples help grocery shoppers experience taste quality for themselves. COMBATS CONCERNS Your demonstration also helps you combat product-related concerns presented by a buyer. Prospects often come with preconceived notions or misinformation based on things they have heard in the marketplace. If a prospect questions key claims or doubts your product and its performance capabilities, a demo can ease those concerns. The key is to view buyer concerns as a request for more information and not a condemnation of your solution. Brand Positioning In marketing, brand positioning aims to communicate to consumers the unique features of a particular product. Product demonstrations in retail outlets give producers an opportunity for direct communication with consumers about their product and its attributes and benefits. This helps merchandise stand out within competitive retail markets that increasingly include a retailers' own competing store brand. Consumer Education Prospective customers are able to closely inspect products during a product demonstration. For example, a grocer's flower department uses a product demonstration to illustrate floral arrangement techniques that can be examined. Printed information might be included in the demonstration to teach consumers how to properly handle fresh flowers. In this situation, the demonstrator takes on the role of teaching consumers how to use the products. New Ideas for Old Favourites Product demonstrations can give consumers new ideas about how to use products. For example, a food product can be prepared in an assortment of new recipes and featured in a product demonstration. Food samples are given to prospective customers as an incentive for 84

them to try an old favourite in a new way. The demonstration might include distributing free recipe cards as a take-home \"tutorial.\" Take-Home Samples Take-home samples are used in product demonstrations to encourage prospective customers to test new products. For example, plant food products that extend the life of fresh flowers might require special promotions to encourage consumers to try them. Sample packages can be distributed in an in-store demonstration as an incentive to prospective customers to test out the new products. 85

Chapter 6 To help customers choose right products  Promote sales and goodwill Promote sales A successful promotion has the ability to nurture relationships with consumers through retention and engagement. Promotions can often shape the characteristics of brands, for example, McDonald‘s Monopoly board is something truly unique to the brand, regularly bringing consumers together to discuss prizes and the probability of getting that all-important Mayfair! Creates differentiation The word brand was initially coined in farming as a way to differentiate cattle. A brand needs to be different to survive; a sales promotion can be an exemplary way to make a brand stand out from the crowd. It holds the potential to add unique value to a customer through a competition or unique experience, creating a reason to choose your product in a crowded market. Again, take the McDonald‘s Monopoly, for instance, consumers walking in and peeling off stickers with hope and eager anticipation that they may just have a winner. This often results 86

in a free apple pie but creates that true brand experience which is different to Budget King or KFC. Creates communication opportunity Communication is an art, an art which creates formidable relationships with consumers that make your brand unique. A sales promotion allows brands to communicate on packaging and enables them to focus campaigns around an event. Creates word of mouth A brand is not the only one who can communicate a sales promotion! Word of mouth is one of the most positive forms of communication, especially if it is coming from a friend or colleague as they are usually a trusted and reliable source! Give your consumers a reason to be surprised and they will pass on the feeling of goodwill. 87

Creates a platform to cross-sell and up sell If a promotion is based around giving money off a next order or something in a similar vein, then it can hold valuable opportunity to get sales around another product. Creates a reason to buy All the points above drive sales and make customers decision-making much simpler if a brand is offering a similar product but something additional, then the consumer will often select that product and get more for their money! Creates a focused marketing approach 88

A sales promotion often becomes an event for the firm and then allows a company to focus all its channels of marketing. A focused approach can force a brand to change the way they market themselves thus creating brand identity through those changes. Creates greater revenue Put simply, more sales from your promotion will create higher revenue. However, brands need to always calculate their costs and ensure they are aware of how many people may redeem the promotion and ensure that it is a profitable Endeavour. Creates a source of information When customers attempt to redeem brands can often retrieve data such as email addresses and their home address. This creates the opportunity to target a customer through segmentation; you can then use direct mail or email campaigns to create personalized marketing. Goodwill 89

―If we rely on value alone, we‘ll get considerable success. Then if we add constant and careful cultivation of the other parts of maintaining and building up goodwill, we shall be vastly superior to our competition.‖ Sounds good advice. And when you consider those words were said by the founder, John Lewis himself, in 1917, you realize that quality customer service and goodwill were part of the culture of the organization nearly 100 years ago. Quality in a product or service is not what you put into it, but what the customer gets out of it. National Express, a UK travel company, encourages passengers to text them about their experience while riding on their coaches. This enables the company to deal with the needs of customers instantaneously, and builds goodwill with the customer base quickly and easily. 1) Service Satisfaction. It goes without saying that unless the customer is satisfied with your back-up service, goodwill will be severely dented, if not destroyed. 2) Utility Satisfaction. That‘s all-round satisfaction with the products, service and quality that is offered. 3) Brand Commitment. If they are committed to the brand, it‘s natural that they will feel happy and contented when they buy from you. 4) Relationship Commitment. When a client is committed to the relationship, they are more likely to see you as a partner than as a supplier. 5) Fairness. This means the client feels they are getting a fair reward fo the long-term relationship with you. 6) Pleasure. This is the emotional connection they have with you and your company. If they feel contentment in the relationship, they are less likely to look elsewhere for price differentials and the like.  Help customers choose products. Today‘s shoppers are confronted with seemingly endless options, leaving them with a serious case of decision fatigue. As a result, many of them experience shopping frustration, make snap decisions or decide to take the ―no choice‖ option, choosing to defer a purchase decision. As choice overload becomes a very real issue across industries for customers and businesses alike, more and more businesses are looking into solutions to help their visitors discover, choose and decide for the perfect product to purchase. Offering a smooth and quick path to the right product is not a choice. If you don‘t, someone else will. 90

Realizing the negative implications choice overload has for your business and doing something about it helps you to differentiate and improve the overall perception of your company. There are several ways how you can accomplish this. But how good are these? I‘ve tested the most promising approaches: 1) Recommendations Recommendations are a good way to help shoppers discover interesting products as they browse your site. You can dynamically customize the users experience based on prior searches, page views or created wish lists to keep them engaged and browsing. It also lets you increase the upwelling potential by suggesting complementary products and accessories. The success of this approach is strongly tied to your ability to proffer relevant products and solutions. When you‘re looking for a new face cleanser for mature skin and a teenager zit- action wash pops up – not ideal. In fact, this kind of wild, random approach is likely to turn customers off and make them doubt your authority. Putting time into devising a useful algorithm and leveraging big data will reap the rewards. Take eBay as an example. I lost out on a dress I had bid on and straight away eBay acknowledged that I hadn‘t won the auction and provided with me with some alternatives. It‘s managed to ascertain my size, the colour (mostly) and even the beading detail. As a customer, I found this very impressive. ASOS takes this idea even further. The online retail giant knows its shoppers want to look good, but it also knows we don‘t have time to sift through literally thousands of items. So, what do they do? Style outfits and allow shoppers to buy the whole outfit in one go. 91

एएसओएस इस विचार को और भी आगे ले जाता है। ऑनलाइन खुदरा विशालकाय जानता है वक उसके खरीदारोों अच्छे वदखना चाहते हैं, लेवकन यह भी जानता है वक हमारे पास सचमुच हजारोों िस्तुओों के माध्यम से वनकलने का समय नहींो है। तो आखखर िे करते क्या हैं? स्टाइल आउटविट और दुकानदारोंो को एक ही समय मंे पूरे सोंगठन को खरीदने की इजाजत देता है। ASOS recommendations THE VERDICT – RECOMMENDATIONS:  Increases customer engagement  Encourages browsing and discovery  Offers opportunities for cross-selling and upwelling  Amplifies key metrics like conversion rates and CTR only if personalized, context- aware and relevant  The importance of big data and machine-learning should not be underestimated 2) QUIZZES .A quiz is able to direct shoppers to products that fit their personality, body type, interests, preferences, and more. A great example is the forward-thinking German fashion retailed OTTO. In a bid to give customers a shopping experience to remember, they have provided shoppers with an interactive Style Quiz along with a Fit Quiz. They ask insightful, on-brand questions such as ‗Time to praise you! What do you like about your body?‘ 92