The relationship between food preparation time, time spent grocery shopping, and BMI

Recent data have shown that the percentage of time spent preparing food has decreased during the past few years, and little information is know about how much time people spend grocery shopping. Food that is pre-prepared is often higher in calories and fat compared to foods prepared at home from scratch. It has been suggested that, because of the higher energy and total fat levels, increased consumption of pre-prepared foods compared to home-cooked meals can lead to weight gain, which in turn can lead to obesity. Nevertheless, to date no study has examined this relationship. The purpose of this study is to determine (i) the association between adult body mass index (BMI) and the time spent preparing meals, and (ii) the association between adult BMI and time spent shopping for food. Data on food habits and body size were collected with a self-report survey of ethnically diverse adults between the ages of 17 and 70 at a large university. The survey was used to recruit people to participate in nutrition or appetite studies. Among other data, the survey collected demographic data (gender, race/ethnicity), minutes per week spent in preparing meals and minutes per week spent grocery shopping. Height and weight were self-reported and used to calculate BMI. The study population consisted of 689 subjects, of which 276 were male and 413 were female. The mean age was 23.5 years, with a median age of 21 years. The fraction of subjects with BMI less than 24.9 was 65%, between 25 and 29.9 was 26%, and 30 or greater was 9%. Analysis of variation was used to examine associations between food preparation time and BMI. ^ The results of the study showed that there were no significant statistical association between adult healthy weight, overweight and obesity with either food preparation time and grocery shopping time. Of those in the sample who reported preparing food, the mean food preparation time per week for the healthy weight, overweight, and obese groups were 12.8 minutes, 12.3 minutes, and 11.6 minutes respectively. Similarly, the mean weekly grocery shopping for healthy, overweight, and obese groups were 60.3 minutes per week (8.6min./day), 61.4 minutes (8.8min./day), and 57.3 minutes (8.2min./day), respectively. Since this study was conducted through a University campus, it is assumed that most of the sample was students, and a percentage might have been utilizing meal plans on campus, and thus, would have reported little meal preparation or grocery shopping time. Further research should examine the relationships between meal preparation time and time spent shopping for food in a sample that is more representative of the general public. In addition, most people spent very little time preparing food, and thus, health promotion programs for this population need to focus on strategies for preparing quick meals or eating in restaurants/cafeterias. ^

Gestión de la mano de obra, flexibilidad y precariedad en el sector comercio : Heterogeneidad de situaciones. Un análisis en los shopping center

En esta ponencia presentamos un primer acercamiento exploratorio en el sector comercio. Concretamente, y a partir del análisis de un subsector -shopping centers-, buscamos observar cuestiones vinculadas con las estrategias de flexibilidad laboral, precariedad y subcontratación a través del estudio de las modalidades de gestión de mano de obra que allí operan. Para ello, analizamos algunas de las formas contractuales y las condiciones de trabajo que se presentan en un sector caracterizado por la heterogeneidad de los actores, la multiplicidad de actividades y el relevante lugar que ocupa en la economía argentina. La elección del sector mercantil parte de considerar las grandes transformaciones que la actividad ha experimentado a lo largo de su historia. E0sto se debe, entre otros factores, a los cambios económicos y sociales que impactaron directamente en las actividades comerciales. Y, a su vez, incidieron en la composición de los trabajadores y en la organización del trabajo que integran el sector. Dada la complejidad de la actividad seleccionada, distinguimos para el análisis del presente trabajo el subsector centros de compras (shopping centers). En primer lugar, nos proponemos una presentación general del sector comercio. Luego, nos focalizaremos en el subsector seleccionado a fin de identificar las principales características que operan en él

Gestión de la mano de obra, flexibilidad y precariedad en el sector comercio : Heterogeneidad de situaciones. Un análisis en los shopping center

En esta ponencia presentamos un primer acercamiento exploratorio en el sector comercio. Concretamente, y a partir del análisis de un subsector -shopping centers-, buscamos observar cuestiones vinculadas con las estrategias de flexibilidad laboral, precariedad y subcontratación a través del estudio de las modalidades de gestión de mano de obra que allí operan. Para ello, analizamos algunas de las formas contractuales y las condiciones de trabajo que se presentan en un sector caracterizado por la heterogeneidad de los actores, la multiplicidad de actividades y el relevante lugar que ocupa en la economía argentina. La elección del sector mercantil parte de considerar las grandes transformaciones que la actividad ha experimentado a lo largo de su historia. E0sto se debe, entre otros factores, a los cambios económicos y sociales que impactaron directamente en las actividades comerciales. Y, a su vez, incidieron en la composición de los trabajadores y en la organización del trabajo que integran el sector. Dada la complejidad de la actividad seleccionada, distinguimos para el análisis del presente trabajo el subsector centros de compras (shopping centers). En primer lugar, nos proponemos una presentación general del sector comercio. Luego, nos focalizaremos en el subsector seleccionado a fin de identificar las principales características que operan en él

Gestión de la mano de obra, flexibilidad y precariedad en el sector comercio : Heterogeneidad de situaciones. Un análisis en los shopping center

En esta ponencia presentamos un primer acercamiento exploratorio en el sector comercio. Concretamente, y a partir del análisis de un subsector -shopping centers-, buscamos observar cuestiones vinculadas con las estrategias de flexibilidad laboral, precariedad y subcontratación a través del estudio de las modalidades de gestión de mano de obra que allí operan. Para ello, analizamos algunas de las formas contractuales y las condiciones de trabajo que se presentan en un sector caracterizado por la heterogeneidad de los actores, la multiplicidad de actividades y el relevante lugar que ocupa en la economía argentina. La elección del sector mercantil parte de considerar las grandes transformaciones que la actividad ha experimentado a lo largo de su historia. E0sto se debe, entre otros factores, a los cambios económicos y sociales que impactaron directamente en las actividades comerciales. Y, a su vez, incidieron en la composición de los trabajadores y en la organización del trabajo que integran el sector. Dada la complejidad de la actividad seleccionada, distinguimos para el análisis del presente trabajo el subsector centros de compras (shopping centers). En primer lugar, nos proponemos una presentación general del sector comercio. Luego, nos focalizaremos en el subsector seleccionado a fin de identificar las principales características que operan en él

Greenfield shopping center development. The integration between environmental features, building design and investment analysis at the decision making stage

The Shopping centre is a long term investment in which Greenfield development decisions are often taken based on risks analysis regarding construction costs, location, competition, market and an expected DCF. Furthermore, integration between the building design, project planning, operational costs and investment analysis is not entirely considered by the investor at the decision making stage. The absence of such information tends to produce certain negative impacts on the future running costs and annual maintenance of the building, especially on energy demand and other occupancy expenses paid by the tenants to the landlord. From the investor´s point of view, this blind spot in strategy development will possibly decrease their profit margin as changes in the occupancy expenses[ ] have a direct outcome on the profit margin. In order to try to reduce some higher operating cost components such as energy use and other utility savings as well as their CO2 emissions, quite a few income properties worldwide have some type of environmental label such as BREEAM and LEED. The drawback identified in this labelling is that usually the investments required to get an ecolabel are high and the investor finds no direct evidence that it increases market value. However there is research on certified commercial properties (especially offices) that shows better performance in terms of occupancy rate and rental cost (Warren-Myers, 2012). Additionally, Sayce (2013) says that the certification only provides a quick reference point i.e. the lack of a certificate does not indicate that a building is not sustainable or efficient. Based on the issues described above, this research compares important components of the development stages such as investments costs, concept/ strategy development as well as the current investor income and property value. The subjects for this analysis are a shopping centre designed with passive cooling/bioclimatic strategies evaluated at the decision making stage, a certified regional shopping centre and a non-certified standard regional shopping centre. Moreover, the proposal intends to provide decision makers with some tools for linking green design features to the investment analysis in order to optimize the decision making process when looking into cost savings and design quality.