Casino Cosmopol rolls out retraining scheme for staff Topics: Casino & games People Strategy The Casino Cosmopol subsidiary of Svenska Spel has announced the launch of a new initiative to help furloughed staff retrain as healthcare workers during the novel coronavirus (Covid-19) outbreak.Working in partnership with the Skill Shift Initiative (Beredskapslyftet), the new scheme will offer up to 20 guaranteed places for Casino Cosmopol employees to undertake intensive carer training.The training will take place at the at the Grand Hôtel and Sophiahemmet in the Swedish capital of Stockholm, with Casino Cosmopol to provide SEK200,000 (£16,070/€18,396/$19,995) in funding to support the project.Those that undertake training will be offered temporary work in health care and care in the Swedish capital Stockholm.“I am really proud that we at Casino Cosmopol can contribute to social benefit in the difficult situation we are in; it is important that all good forces work together now,” Casino Cosmopol’s Stockholm casino manager, Thérèse Liljeqvist, said.“I really believe that at Casino Cosmopol, with our service attitude, the habit of working all hours of the day and our professionalism, can make a big difference to many people in health and social care.”Svenska Spel temporarily closed all four of its land-based Casino Cosmopol sites in Sweden at the end of March, in line with government measures to combat the spread of coronavirus. As part of its plans to mitigate the impact of the outbreak, Casino Cosmopol laid off all workers in hourly and probationary positions, while 98% all permanent staff were placed on temporary leave. In total Svenska Spel has furloughed 800 of its 900 land-based staff, and 45 of the 135 employees working for its igaming division, Svenska Spel Sport & Casino.Casino Cosmopol operates casinos in Stockholm, Gothenburg, Sundsvall and Malmö.Confirmation of the new training scheme comes after Svenska Spel earlier today (20 April) issued responsible gambling advice for players spending more time at home due to the coronavirus, but said it had not yet seen any signs of higher-risk gambling.Svenska Spel said it is continuing to observe player behaviour and has increased the number of interventions in makes for players who show signs of problem behaviour. 20th April 2020 | By contenteditor Email Address Subscribe to the iGaming newsletter AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter Casino & games The Casino Cosmopol subsidiary of Svenska Spel has announced the launch of a new initiative to help furloughed staff retrain as healthcare workers during the novel coronavirus (Covid-19) outbreak. Regions: Europe Nordics Sweden
Fidelity Life Assurance of Zimbabwe Limited (FIDL.zw) listed on the Zimbabwe Stock Exchange under the Insurance sector has released it’s 2011 annual report.For more information about Fidelity Life Assurance of Zimbabwe Limited (FIDL.zw) reports, abridged reports, interim earnings results and earnings presentations, visit the Fidelity Life Assurance of Zimbabwe Limited (FIDL.zw) company page on AfricanFinancials.Document: Fidelity Life Assurance of Zimbabwe Limited (FIDL.zw) 2011 annual report.Company ProfileFidelity Life Assurance of Zimbabwe Limited is a holding company providing products and services for life assurance, employee benefits, asset management, medical insurance, funeral assurance provision of actuarial services and residential property development. This includes managing pensions, funeral insurance and microfinancing in the informal banking market. Fidelity Life Assurance Zimbabwe offers additional products for individual loans, salary-based loads and loans for farmers. Its actuarial services include life and general insurance services, healthcare insurance, investments and finance and funeral assurance schemes. Its asset management services include unit trusts, money market funds, equity funds, balanced funds and advisory services. Its medical aid services include an access health package, express health package and a foundation health package. The company operates in Zimbabwe and Malawi, with the latter offering products for life assurance and pensions. Fidelity Life Assurance of Zimbabwe Limited is listed on the Zimbabwe Stock Exchange
Cresta Marakanelo Limited (CRESTA.bw) listed on the Botswana Stock Exchange under the Tourism sector has released it’s 2017 annual report.For more information about Cresta Marakanelo Limited (CRESTA.bw) reports, abridged reports, interim earnings results and earnings presentations, visit the Cresta Marakanelo Limited (CRESTA.bw) company page on AfricanFinancials.Document: Cresta Marakanelo Limited (CRESTA.bw) 2017 annual report.Company ProfileCresta Marakanelo Limited operates in the travel and tourism sector, concentrating on the provision of hotel services to business travellers. In addition to accommodation, Cresta, as part of its services, offers customers restaurants, bars, safari tours, provision of conference facilities, outside catering, as well as other ancillary business activities carried out from the Hotels. In its operations, Cresta derives marketing benefits and support from the use of the “Cresta” brand, through its Management Agreement with Cresta Holdings.
ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/790854/sakura-nerma-linsberger Clipboard Projects CopyAbout this officeNerma LinsbergerOfficeFollowProductsSteelConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousingApartmentsViennaAustriaPublished on July 07, 2016Cite: “Sakura / Nerma Linsberger” 07 Jul 2016. ArchDaily. Accessed 11 Jun 2021.
Photos by Katie Wilson. Main image: Antousha, 5, Gabriela, 4 and Moses 1, share a two bedroom flat with their parents, Beatrice and George. The family receives benefits but neither George nor Beatrice, a trained nurse, can work. They are in debt from court fees and depend on charity support. Advertisement Melanie May | 16 January 2019 | News Tagged with: donated services Giving Tuesday The Good Agency AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis11 9 month old Adam sleeps with mum Emily and dad Martin in the living room. With sister Patricia, 10, brothers Bradley 6 and Harry 3, the family of six also eat here as there is nowhere to sit About Melanie May Melanie May is a journalist and copywriter specialising in writing both for and about the charity and marketing services sectors since 2001. She can be reached via www.thepurplepim.com. A campaign created as part of a Giving Tuesday offer by GOOD Agency for The Childhood Trust launches as a photography exhibition next month.The campaign started two years ago as part of Giving Tuesday where GOOD Agency offered its creative services to a charity that might not normally be able to work with it due to budget and size. The Childhood Trust was looking for a way to reach an affluent, connected audience with something small, focused and life changing, that would be a catalyst for meaningful conversations about poverty and injustice in some of London’s wealthiest areas.GOOD Agency’s original concept was to create and publish a photographic documentary book that took a ‘behind the doors’ look at the lives of children living in poverty, with a particular focus on the child’s bedroom. This has now grown in size to become an exhibition as well, showing at the Foundling Museum. 138 total views, 2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis11 GOOD Agency Childhood Trust campaign to launch as photography exhibition Bedrooms of London by photographer Katie Wilson shows the often unseen reality of home life for the 700,000 children currently living below the poverty line in London. It focuses on the spaces where children are sleeping, with the photographs shown alongside first-hand narratives from families.The book of photographs, alongside a report on the housing crisis and its impact on children in London, will also be sent to key policy makers, highlighting the challenges facing children and their families.Louis Cochrane, lead designer on the project, said:“As an agency we work with some of the most well-known names in the charity sector and have developed some of the biggest campaigns both nationally and internationally. But working on Bedrooms of London has given us the chance to help people that live in our city, our neighbours, and their stories have stayed with us. It has been a truly collaborative experience with the families, they have trusted us to tell their stories honestly, and do what we can to ensure that the project leads to change.” 137 total views, 1 views today
The editor of the Daily Observer newspaper, Manneh disappeared in detention after his arrest on 7 July 2006. According to Trumpet’s source, he died while being transferred from prison to Diabugu Bapata hospital in 2008 and was unceremoniously buried beside a latrine pit behind a police station. March 22, 2019 Gambia: Missing editor died in detention in 2008 after mistreatment Organisation Gambia is ranked 122nd out of 180 countries in RSF’s 2018 World Press Freedom Index, 21 places higher than in 2017. This was the world’s biggest rise in this year’s index. July 23, 2019 Find out more January 27, 2020 Find out more Reporters Without Borders (RSF) calls for sanctions against those responsible for Gambian journalist Chief Ebrima Manneh’s death in detention in 2008, the circumstances of which have been revealed by the Trumpet newspaper. GambiaAfrica Condemning abuses DisappearancesImprisonedImpunity Follow the news on Gambia RSF_en @RSF_Africa Manneh was arrested for unclear reasons five days after the end of a two-day Africa Union summit held in the Gambian capital of Banjul on 1-2 July 2006. The authorities accused the independent media of disrupting the event and arrested several of their representatives. News Gambia still needs to address challenges to press freedom He was physically mistreated before his death, the same source said. GambiaAfrica Condemning abuses DisappearancesImprisonedImpunity Receive email alerts The Gambian government never sent a representative to the court’s hearings on the case, preferring to say nothing. The court ruled in Manneh’s favour and ordered the government to pay 100,000 US dollars in compensation. Three journalist arrested, two radio stations closed in Gambia In January 2007, the opposition tri-weekly Foroyaa revealed that Manneh was being held in Fatoto, a small town 400 km east of the capital. A person who had been in Mile Two prison subsequently told RSF that Manneh was transferred to a Banjul hospital in July 2007 and that he was in a very poor physical condition at the time. This witness, whose account was credible, also said Manneh died in detention. to go further Manneh was arrested in 2006 under Yahya Jammeh’s rule. Photo ; AFP Help by sharing this information August 6, 2020 Find out more News “The positive political reforms seen since Adama Barrow became president need to be reflected in sanctions against the persons named in this case,” said Assane Diagne, the head of RSF’s West Africa office. “It would send a clear signal that the impunity for crimes against journalists that characterized Yahya Jammeh’s rule is now over.” The case aroused a great deal of international concern and, in 2008, the Media Foundation for West Africa (MFWA), which is based in the Ghanaian capital of Accra, filed a suit on Manneh’s behalf against then President Yahya Jammeh’s government before the Court of Justice of the Economic Community of West African States (ECOWAS). Gambia: former president must stand trial for journalist’s murder News News
News Updates[Delhi Riots] “He Played A Very Active Role In The Entire Conspiracy” : Delhi Court Denies Bail To Asif Iqbal Tanha Sparsh Upadhyay28 Oct 2020 1:03 AMShare This – xThe Karkardooma Court (Delhi) on Monday (26th October) dismissed the bail plea of Jamia Millia Islamia student, Asif Iqbal Tanha, who has been arrested under the stringent Unlawful Activities (Prevention) Act, in connection with Delhi Riots case.The Additional Sessions Judge Amitabh Rawat was of the view that a prima facie case related to larger conspiracy in connection with north-east…Your free access to Live Law has expiredTo read the article, get a premium account.Your Subscription Supports Independent JournalismSubscription starts from ₹ 599+GST (For 6 Months)View PlansPremium account gives you:Unlimited access to Live Law Archives, Weekly/Monthly Digest, Exclusive Notifications, Comments.Reading experience of Ad Free Version, Petition Copies, Judgement/Order Copies.Subscribe NowAlready a subscriber?LoginThe Karkardooma Court (Delhi) on Monday (26th October) dismissed the bail plea of Jamia Millia Islamia student, Asif Iqbal Tanha, who has been arrested under the stringent Unlawful Activities (Prevention) Act, in connection with Delhi Riots case.The Additional Sessions Judge Amitabh Rawat was of the view that a prima facie case related to larger conspiracy in connection with north-east Delhi riots in February was maintainable against Tanha and observed that he allegedly played an active role in the entire conspiracy.The Case against TanhaIn the FIR 59/2020, which was lodged by Delhi Police in the Delhi riots conspiracy case, a total of 15 people were named and Tanha was one of them.The police claimed that Tanha played an active role in orchestrating the protests against the Citizenship Amendment Act.It was also alleged he is a close associate of Safoora Zargar, Umar Khalid, Sharjeel Imam and others, and thet he is a “key members of anti-CAA protests and subsequent riots in the national Capital”.It was also submitted that Tanha conspired, along with others, to “overthrow the Government” by setting up a chakka jam (road blockade) in Muslim-dominated areas.Police also claimed that Tanha purchased a mobile SIM card by using fake documents and the same was used in planning the chakka jaam, riots etc and it was used to create a WhatsApp group.It was also claimed that the SIM was subsequently provided to another Jamia student and co-accused Safoora Zargar to organise further protests.It was also alleged by the Police that Tanha was a part of Jamia Coordination Committee (which coordinated the protests against the citizenship law) and Students’ Islamic Organisation.Also, they made WhatsApp group where the conspiracy was hatched as to how will the Riots take place and other plannings were also done through the WhatsApp Groups. Police also submitted chats of the Groups in the Chargesheet.Arguments put forthIt was argued by Tanha’s lawyer before the Court that the organisations such as the Jamia Coordination Committee (JCC) or Students’ Islamic Organisation (SIO) were not designated as terrorist organisations under the UAPA.It was also argued that he was not present in Delhi during the riots and did not visit any of the protest sites where rioting and violence occurred and that there was no physical evidence connecting him to the riots and no allegations with respect to any funds being received by him for terrorist activities.On the other hand, the Special Public Prosecutor opposed the bail plea saying there were statements of protected witnesses in the case which clearly showed the alleged role of Asif Iqbal Tanha in the conspiracy.Court’s AnalysisThe Court made it clear in its order that,”There is the freedom to protest available to all the citizens of the country but that is subject to reasonable restrictions. There is also, no manner of doubt that every citizen can hold an opinion about any legislation which they construe as unfair in their understanding. The freedom, and right to protest against any law is available to all the citizens. What actually has to be seen in the context of the present case is whether there was a conspiracy which led to riots under the guise of protest against CAA or not, in terms of the contents of the chargesheet.” (emphasis supplied)Further, the Court was of the view that JCC or Student of Islamic Organization (SIO) are not terrorist organizations under the UAPA, however, “Acts which threaten the unity and integrity of India, …causing social disharmony and creating terror in any section of the people, by making them feel surrounded resulting in violence, is also a terrorist act.”, the Court noted.In light of Section 15 of UA(P)A, which defines what a “Terrorist Act” is, the Court opined that,”As per the investigation, there was a premeditated conspiracy of the disruptive chakkajam and a preplanned protest at different planned sites in Delhi resulting in riots killing scores of people, injuring hundreds and causing destruction to the property. The entire conspiracy beginning from December 2019 of intentionally blocking roads to cause inconvenience and causing disrupting of the supplies of services, essential to the life of community of India resulting in violence with various means and then leading to February incident with the focus being targeted blocking of roads at mixed population areas and creating panic and attack on police personnel with facade of women protesters in front and leading to riots would be covered by the definition of terrorist act.” (emphasis supplied)The Court was of the view that accused persons were in touch and coordination with each other through the Whatsapp groups. Different roles were ascribed to different people in carrying out the said conspiracy.Further, the Court took the view that the violence in February 2020 in NorthEast Delhi beginning with by firstly choking public roads, attacking policemen and then public and where firearms, acid bottles and instruments were used, resulting in loss of lives and property was a result of the said conspiracy.In this context, the Court remarked”Thus, vociferous agitation in the guise of Citizen Amendment Bill coupled with other activities of violence would show it was meant to cause or intended to cause disaffection against India”Court’s reliance on protected witnessesThe Court placed heavy reliance on Protected witnesses named ‘BETA’, ‘JAMES’, ‘BOND’, ‘ROBOT’ etc. who stated that Tanha used to give speeches, local sitting/campaigning took place, provocative speeches were given and mobilization of people used to take place, it was decided that JCC members alongwith Pinjra Tod representatives will do chakkajam in NorthEast Delhi, Provocative speeches were given like that they will destroy the government, WhatsApp Groups were created, etc.Witness ‘JAMES’ stated that – All the decisions of the JCC were taken by Umar Khalid and Nadeem Khan and the same were ratified by accused Asif Iqbal Tanha and Saiful Islam. He specifically mentioned the accused telling in the meeting that Umar Khalid and Nadeem Khan had told that all the preparation for riots have been done and everyone should be ready and they will go to any extent possible and will make the government turn back even if it means causing the riots.Witness ‘ROBOT’ stated that – The accused Asif Iqbal Tanha was closely connected with Sharjeel Imam, Nadeem Khan, Safoora, etc. The accused played a very active role in the entire conspiracy of organizing the so-called protest at the protest sites which resulted in riots, killing numerous people besides injuries and destruction of property.When, the Counsel for accused submitted that the statements of witnesses are false and contradictory and cannot be relied upon, the Court said,”The statements of witnesses have to be taken at face value and their veracity will tested at the time of cross-examination”.Lastly, the Court perused Section 43 (D) (5) proviso of the UA(P) Act and said that as per this Section, if the court is of the opinion on the perusal of the chargesheet that there are reasonable grounds for believing that the accusation against such person is prima facie true, then, as per this provision, accused shall not be released on bail.Consequently, in view of the above discussion, Court opined that there are reasonable grounds for believing that the accusations against the accused Asif Iqbal Tanha are prima facie true, hence, embargo created by Section 43D of UAPA applied for grant of bail to the accused.Hence, the present application for bail of accused Asif Iqbal Tanha was dismissed.Click Here To Download Order[Read Order]Subscribe to LiveLaw, enjoy Ad free version and other unlimited features, just INR 599 Click here to Subscribe. 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Related posts:No related photos. The role of global HR director is the pinnacle of achievement for HR, but what does the job entail? Jane Lewis profiles four international HR directors about their typical working weeks Vance Kearney, vice-president of HR Europe, Middle East and Africa, Oracle As HR director for Oracle EMEA, Vance Kearney has responsibility for some 14,000 employees across 36 countries. But he combines this international position with that of heading HR in the UK – a dual role he considers important. “You need to be in touch with the sharp end. I have regional HR directors, but they each have a country too. If you have to set policy, you should also have to implement it.”The set-up can result in difficult dilemmas, though. For example, Oracle UK spent some time developing a HR system, including telephone directory and CV searching capabilities. “We tried to take this customised system and implement it in 36 countries, but the development work was too much. So we took the decision to stop putting effort into our local system and put our resources into the international system.” That meant extra manual work for staff in the UK and understandably there was some concern about taking a seemingly retrograde step. But Kearney claims an important part of his function is in educating employees to understand they work in a global company. He says, “It was a case of saying, ‘Look guys, it’s great you have this customised system, but it isn’t helping our colleagues in the Middle East and Africa’.”At present, much of Kearney’s time is taken up with redefining international reporting structures and rolling out the latest version of Oracle’s HR system across the EMEA region. This is partly because the roll-out has forced the HR function to re-examine its business processes. “If we can successfully standardise our practices, then we can take them to the Internet. We are trying to harmonise job and compensation structures, although we tend to run benefits locally.” But this belies the complexity of an operation that has to take into account many local legal, cultural and language issues. Kearney himself speaks no other languages, “Like most English people, I’m useless. But then I’m making my career in a US multinational, not a German one.”The biggest daily headache, he contends, is having to deal with international time differences. “The UK working day is coming to an end as West Coast USA is waking up. So if you want to get things done in real time, you have to work evenings.” If he needs to make a conference call with colleagues in the US and Asia Pacific the only available time is 10pm [GMT], which is 2pm US time and 4am in Asia Pacific.Travel is clearly a large part of his job. Kearney acknowledges the impossibility of maintaining close contact with 36 individual operations, and says he tends to focus his efforts on regional headquarters. But he’s nonetheless usually on a plane somewhere at least once a week. “I was in Dublin last week, and the week before in Rome.”A seasoned international HR professional, Kearney previously put in stints at the Rolls-Royce Group and Standard Telephones and Cables (now Northern Telecom). What has been the main lesson learnt from working globally? “When you work in the UK you’ve got only one environment and you can pretty much instruct people what to do. That doesn’t work when you’re operating globally. You can’t impose a solution, you have to get fairly creative. You need strong, positive leadership to take people with you. You can’t do it with a stick. You’ve got to inspire people with a vision.” Russell Martin, European head of HR, Thomson FinancialRussell Martin got his first international assignment when he began his four-year stint as global HR head at Primark – a company specialising in providing financial information to markets across the world. However, he found his remit curtailed when Primark merged with the Canadian giant Thomson Financial in September. In terms of the numbers of employees, this was an unsurprising development. Primark employed 3,500 employees at 60 offices worldwide; Thomson has about 12,000. Martin, who was head of HR at National Provincial before he joined Primark, plans to see through the merger in Europe before heading to pastures new in February.He says his job has proved a useful personal learning curve. “As a company we work 365 days a year, 24 hours a day. The main thing I’ve learnt from working internationally is never to be surprised. There’s always something that’s going to come up – and it usually involves cultural issues rather than administrative ones such as local taxes. Cultural nuances are much more difficult to quantify and deal with intellectually.”His strategy has been to give local offices as much autonomy as possible within a cogent framework of company practice. “It is important that critical success factors, competencies and so on are uniform. People need to be treated in a consistent manner, but absolute figures might change according to local conditions.” Martin believes a real understanding of how the company operates in its different territories can be gleaned only by extensive travelling. “It’s amazing how much difference it makes to your understanding. I’ve been to India twice and just being able to touch the atmosphere and appreciate the physical reality of the office makes it easier to understand how people work.”A challenge he hasn’t had to deal with is how to operate in territories in which the normal business modus operandi would raise eyebrows in the West. “Because of the type of business we do, we tend to operate in mature markets, so I haven’t been involved in a situation where you have to give back-handers to government officials to massage a business.” Martin believes the role of the HR function has shifted significantly over the past few years: “You only have to look at the calibre of people in the marketplace. The profile of the whole profession has changed.” But he argues that HR will never achieve a truly credible status at the centre of global organisations unless it provides some solid methods for measuring people skills and their tangible impact on the financial health of companies. “HR needs the ability to benchmark itself. If we can come up with a credible means of doing that, the profession will go forward.” Ron Collard, global leader for people systems, PricewaterhouseCoopersRon Collard admits to a slightly schizophrenic existence. “I have a day job and night job. The day job is UK HR leader, the night job is global leader for our people systems implementation project.” This interesting division stems from PWC’s decision to abandon any overall global HR position in favour of splitting the function between the HR directors of individual country partnerships. “We don’t have an all-round international role. We did have a global HR leader, but we dismantled it,” says Collard. So while Collard is in charge of global systems, another country HR director handles worldwide recruitment.Despite this relatively flexible structure, PWC retains a global outlook on core competencies and performance management, and there is a global framework in place to ensure they are consistent. This was critical in the aftermath of Price Waterhouse’s £8bn merger with Coopers & Lybrand, which created the largest accountancy practice in the world, with staff numbers running to 150,000.However, the process of integration was not entirely smooth. Attempts to unify pay, benefits and performance management have been resisted in some Coopers & Lybrand outposts. This might account for the company’s determination to keep as much of the day-to-day HR operation as possible in the grasp of its country partnerships.Nonetheless, the PeopleSoft system Collard is masterminding will clearly go some way towards knitting together disparate groups. But a softly-softly approach is still necessary. “We might decide to roll it out globally, but we still have to sell it into local countries. In a global project, the ‘tell’ approach doesn’t work. There are challenging questions about managing cultural differences and understanding decision-making processes.” The capacity for misunderstanding between different countries can be huge, he maintains, even when there are no clear language barriers. The cliché of the US and the UK being divided by a common language remains true. Collard spends about 20 per cent of his time planning the international roll-out, with the remaining 80 per cent devoted to his HR role in the UK, where he is responsible for some 20,000 employees. The dominant issues here are the same as in other country partnerships: merging the two businesses, re-engineering processes and developing people strategies. He faces further challenges too following PWC’s decision to spin off its consultancy business from its core accounting activities. “Having put all that together, we’ve now got to start breaking it up,” Collard says. But again the watchword is caution. Collard is keen to avoid the bitter wrangle that rival Andersen experienced when it split along similar lines. “We are doing an Andersen but, we hope, in a far friendlier way.” André van Heemstra, global head of HR, UnileverAlthough he is ultimately responsible for about 300,000 employees worldwide, André van Heemstra is the first to admit that his main breadth of experience does not lie in HR. “I’m very new to it,” he says. “I trained as a lawyer and worked first in marketing at Unilever, then in general management.” But these roles certainly deepened his understanding of how the company works as a global, yet local, organisation. “I’ve worked in Kenya, Turkey and Germany. My last job was as business group president for the East Asia and Pacific Group.”From an operational point of view, much of the daily running of the HR function in Unilever is handled by the managers at its 12 separate business groups, which have their own regional structure. “I’m not hierarchically responsible for the HR family throughout the concern,” says van Heemstra. “We are a service department. Our customer is the line manager. We’re only there to see that the human asset is functioning properly.” Nonetheless, he convenes quarterly meetings between the senior vice-presidents of the 12 business groups and the corporate HR group. A usual theme is discussions about organisational transformation.In fact, van Heemstra views his overall remit very much as a “transformational” role. He claims the essence of people management is to keep pace with external change. “When we look at the behavioural and cultural aspects of our organisation, they can have a tremendous impact on business success. One has to be proactive and ahead of the game.” The issue preoccupying him most at present is the changing career perspective of the average employee. “There’s been a marked switch in what people perceive as quality of life. They want to find a more appropriate balance between their working and private lives.”He also notes that the rising generation of employees has a markedly different attitude to Unilever. “There’s a different perspective with regard to loyalty. We’re seeing people who are less loyal to the company and more loyal to how they build their own careers.” They expect to learn at Unilever, he says, but equally reserve the right to take these skills elsewhere. This kind of shift clearly necessitates a different approach to HR, and it has to be handled with sensitivity. In an ideal world, says van Heemstra, you want to encourage employees who leave to consider returning at a later stage with the skills they’ve learnt elsewhere.Nonetheless, he stresses the importance of maintaining a definite Unilever culture across the world. “We work hard at this. It’s a set of universal values. Everyone who works for Unilever has to adhere to them.”His own routine runs to a fairly fixed schedule, alternating between the company’s two main headquarters. “My week starts in Rotterdam and mostly ends in London,” he explains.In recent weeks much of his time has been taken up fine-tuning the people aspect of Unilever’s merger with Best Foods – a deal that saw the addition of brands such as Knorr, Hellmann’s, Skippy and Mazola to the Unilever portfolio. Integrating this type of substantial operation within the existing Unilever framework calls for some juggling, despite van Heemstra’s insistence that there was a strong degree of synergy between the two. From a global perspective, he’s been involved in plotting the strategic aspects of the merger. “But I’ve also been involved in my capacity as a personnel director, overseeing the integration of the organisations, developing processes and designing remuneration packages.” Previous Article Next Article Comments are closed. Globe trottersOn 24 Oct 2000 in Personnel Today
TheLiberal Democrats will champion equality in the workplace if elected.DrVincent Cable, spokesperson on trade and industry, said the Lib Dems would passa comprehensive Equality Act to tackle discrimination on grounds of race, sex,religion, sexual orientation, disability, age or gender identity.Toset best practice on tackling the gender pay gap, a Lib Dem government wouldimplement the findings of the Bett report into higher education.Hesaid, “This will address the unacceptable situation of significant paydifferentials between male and female academics.”Additionally,the Lib Dems would support recent European anti-discrimination legislation andin particular Article 13 of the Treaty of Amsterdam. Whilethe party has pledged to introduce a charter to control the influence ofBrussels, it would sign up to the EU directive on information and consultation.Cablesaid, “Workers should have a statutory right to consultation over keybusiness decisions affecting their future, such as factory closures andredundancies.”TheLib Dems support work-life balance practices, providing funding arrangements tosupport further parental leave. “We support a partially funded parentalleave scheme with contributions shared by employers, employees and governmentfor those below a defined income threshold.”Workforcetraining is an important part of the Lib Dems’ bold approach to boosting publicservices through higher taxation. “Wewill give every 16 to 24-year-old the right to publicly funded tuition up to aninitial Level 3 nationally recognised qualification. Skills and academic-basededucation and training must be accepted as of equal, if different, worth.”Theyare also critical of the amount of red tape Labour introduced for employers. Manifesto:at a glanceTaxand the economy– 1p on the basic rate of income tax to fund £3.5bn education programme– 50 per cent top rate of tax on earnings over £100,000, generating £4.6bn– Changes to capital gains tax, raising £2bnBusiness– Equality in workplace act– Improved workforce consultationEducation– Recruit 5,000 new secondary school teachers– Abolish university tuition feesHealth– Recruit 32,100 nurses, midwives and doctors– Raise nurse’s annual pay by £1,000Constitution– Proportional representation for voting at General elections– Referendum on joining the euroEurope– New charter limiting the EU’s power– Referendum on the poundCrime– Increase police numbers by 6,000 on last year– Additional incentives to retain experienced officerswww.libdems.org.uk Previous Article Next Article Related posts:No related photos. Comments are closed. Champions of the workplaceOn 22 May 2001 in Personnel Today
Comments are closed. Previous Article Next Article Line managers provide the crucial link between HR and delivering businessperformance. This was the key message from the People Mean Business seminar, based on thelatest CIPD research on the link between people management and businessperformance at the Royal United Hospital in Bath and Nationwide BuildingSociety. John Purcell, professor of human resource management at the University ofBath, said it is impossible for progressive HR policies to have an impactunless line managers and team leaders actually apply them in practice. “The degree to which line managers engage their staff and degree towhich they are trusted by their staff is crucial,” he said. Angela Hayday, formerly the associate director of leadership development atthe RUH, said the hospital’s cardiology department has managed to improve allaspects of staff satisfaction despite the poor publicity the hospital attractedafter receiving a zero star rating from the NHS. She believes most of the improvement is the result of better line managementputting HR polices, such as flexible working, into practice. The hospital has extended its leadership programme to all members of staffto develop people management skills after a pilot scheme among ward sistersproved effective. Staff appraisals have also been adapted to include 360-degreefeedback. The staff survey shows that following the moves its employees believe theyhave a better balance between work and home, are more motivated and have ahigher opinion of managers. Julia Wallace, nurse manager at RUH, told delegates it was vital that staffwith line management responsibilities are given the skills to help themmotivate and manage their staff effectively. By Ben Willmottwww.cipd.co.uk Line managers buy-in is crucial to HR’s deliveryOn 29 Oct 2002 in Personnel Today Related posts:No related photos.