Women work for free for one hour and forty minutes a day, according to new gender pay gap data from the Chartered Management Institute and XpertHR.The annual salary survey found that women working in full-time roles earn 22% less than men, meaning they work 100 minutes per day, or the equivalent of 57 working days every year, for free.Gender pay gap resourcesEqual pay: mandatory gender pay gap reporting a step closerConsultation on compulsory gender pay gap reporting for large employersHow to carry out an equal pay auditAcross all professional roles, the gender pay gap stands at £8,524 – men earn, on average, £39,136 per year, while women earn £30,612. This is slightly smaller than in 2014, when the gender pay gap was 23%, or just over £9,000.At director level, the pay gap rises, however. Male directors earn an average of £138,699 compared with the female average of £123,756.Male managers also receive almost double the bonus of female managers, at an average of £4,898 compared to £2,531.The CMI/Xpert survey also reveals that the pay gap widens as women get older. Women aged 26 to 35 were paid 6% less than their male colleagues, but this rose to 20% for those aged 36 to 45, and 35% for women aged 46 to 60.This is reflected in the lack of older women in senior positions. Women comprise 67% of the workforce in entry-level roles, but female representation drops to 43% at senior management level.Mark Crail, XpertHR’s content director, said: “An entire generation has now worked its way through from school leaver to retirement since the first equal pay legislation came into effect in 1970.“But the gender pay gap persists, and many employers still prefer not to know just how bad it is in their organisation rather than getting to grips with the data and doing something about it.”Crail added that HR and reward specialists have a “special responsibility” to address the pay gap and move it up the management agenda.Ann Francke, chief executive of the CMI, said that the Government’s proposed legislation to make gender pay gap reporting compulsory for large companies was “good news for business”.She added: “Transparency is a powerful driver for closing the gender pay gap. Clearer employee data, improved recruitment and a reinvigorated focus on business culture will help unblock the talent pipeline and support more women to become senior managers and leaders.”The CMI’s recommendations to help employers close the gender pay gap are:Check your data processes – can you report on and analyse gender pay data?Segment your workforce – are there gaps at different levels of seniority?Align pay and pipeline data – assess whether there are barriers to women reaching senior roles.Track changes – use data from multiple years, rather than a one-year snapshot.Set targets – and use them to monitor progress and drive change.Review starting salaries – do your recruitment processes create a gender pay problem from the outset?Start reporting – publishing gender pay data shows a commitment to fairness to all employees.Change outdated cultures – flexible working and mentoring are among the ways of retaining and developing employees of both sexes. Previous Article Next Article Related posts:No related photos. Comments are closed. Women work for free almost two hours a day, finds XpertHR/CMI dataBy Jo Faragher on 25 Aug 2015 in Gender pay gap, Gender, Personnel Today, Equal pay
The deadline for getting your entries in for this year’s Awards has now closed, and judging is busily under way. Panels of judges for each of the categories will be whittling down the entries to find the top three contestants in each field. The shortlisted three will then be invited to the glittering Awards evening as VIP guests at the Grosvenor House hotel, Park Lane, London, on Monday 17 September. The winners will be crowned the very best in their field.Anyone can attend the Awards by simply booking a seat or a table for the gala event. In doing so, they will get the chance to rub shoulders with the top people in the baking industry and celebrate excellence across the business. What’s more, it’s a great way to meet leading industry figures and decision makers and network with like-minded business people. Or you can simply sit back and enjoy a top evening’s hospitality, food, wine and celebrity presenters.As a special offer, and for the month of June only, you can purchase tickets at last year’s reduced rates. So call Elizabeth Ellis today on 01293 846593 or email [email protected] to take advantage of this limited offer. n
“We sell a bunch of junk. We’ve decided if Whole Foods doesn’t take a leadership role in educating people about a healthy diet, who the heck is going to do it?”- John Mackey, chief executive of Whole Foods Market, takes the moral high ground in The Times by suggesting that the chain could urge customers to “vote out” fatty foods like chocolates, cakes and sweets, by educating its customers to eat well”If you don’t leave behind 6,000 yuan ($880) in your bakery tomorrow, you’ll be responsible for the consequences.”- burglars to a bakery in Yiyang, in China’s Hunan province, resort to written threats, when they fail to discover where bakery owner Yang has hidden his cash”We’re going to have fresh products… (The vehicles) are going to be the Krispy Kremes of the world”- car-maker Ford’s CFO Lewis Booth likens the firm’s drive to refresh its cars and trucks to a brand of fresh baked goods
Lantmännen Unibake is to move into sweet pastry production in the UK for the first time.Work has now begun on a new 8,000sq m factory near Bedford, with the first phase of investment scheduled to start operating in May 2011, announced the firm.The new unit – a cold bakery – will employ over 200 people. It will comprise two separate lines for manufacturing pre-proven dough as ready-to-bake Danish pastries, for in-store bakeries and caterers.The products will be distributed by its sister company, Bakehouse, which currently takes its products from a Unibake factory in Denmark.CEO of Lantmännen Unibake UK Søren Landtved said that Lantmännen Unibake had always believed that the product needed to be produced close to its customers.“The UK is Lantmännen Unibake’s single biggest market. We firmly believe that moving our production base from Denmark to a local UK site in Bedford will greatly benefit our overall growth opportunities within the marketplace here,” he explained.
STS9 will be returning to the legendary Red Rocks Amphitheatre in Morrison, Colorado in September, and this year, it’s slated to be something extra special. Tribe has been tearing up the legendary Colorado venue for years, with their two-night stand at Red Rocks being a highlight each fall. For their 20th anniversary, STS9 will be making their annual mecca to Morrison, though this year, their residency at the venue will span three nights across September 8th, 9th, and 10th. Tickets go on sale this Wednesday, April 19th, with more information about supporting acts to be released in the future.[Photo courtesy of Aaron Bradley]
Ahead of their 1998 summer tour, Phish had taken some time to prepare new material. The new songs would ultimately end up on The Story Of The Ghost, and a tour through Europe would prove the ultimate testing grounds for these new gems. Not only did Phish bring out three brand new songs for the fans who made it to the tour opener in Copenhagen, but they treated fans to a great show in the process.Opening with “Limb by Limb” and “Ghost,” Phish treated fans to an alternate version of their classic tune “Water in the Sky” in the first set. There was an air of excitement for the first-ever “Roggae”, a song that would become a staple of live shows. The band also turned a 1997 funk jam into “The Moma Dance”, with Trey Anastasio even going so far as to teach fans the now-forgotten dance that accompanies it. After a great second set, the band brought out one more new song, “Brian and Robert,” for the encore.Listen to the full audio of the show, courtesy of fromtheaquarium.Setlist: Phish | The Grey Hall | Freetown Christiania, Copenhagen, Denmark | 06/30/1998Set 1: Limb By Limb, Ghost, Water in the Sky > Bouncing Around the Room, Tube, Stash -> Cities, Roggae, Guyute, Beauty of My Dreams > Funky Bitch, Train Song, David BowieSet 2: The Moma Dance, Birds of a Feather, Wolfman’s Brother -> Frankie Says > Run Like an Antelope, Lawn Boy, Ya Mar, Ha Ha Ha, Mike’s Song -> Swept Away > Steep > Weekapaug GrooveEncore: Brian and Robert Debut of “new” faster arrangement. Debut.Notes: This show marked the debuts of Roggae, The Moma Dance, Brian and Robert, and the “new” faster arrangement of Water in the Sky. Ghost included a San-Ho-Zay tease from Trey. Tube contained a Sand tease. The Moma Dance included the band teaching the audience the simplistic “dance” that accompanies the song.
St. ALBANS, VT – The work of some holiday grinches was undone today, as Central Vermont Public service donated $10,000 to replace holiday gifts – destroyed by vandals – gifts intended for low-income children.An estimated $20,000 in toys were destroyed in late October, as vandals broke into the former Fonda Container building and discharged fire extinguishers onto the gifts. The Marine Corps League had been storing toys at the former Fonda plant that had been collected throughout Franklin and Chittenden counties, and were destined for families in both of those counties through the Toys for Kids Program.The news hit the St. Albans Messenger Nov. 6, and CVPS employees began to discuss how the company might be able to help. Within days, the company offered a $10,000 donation.”I was just overwhelmed with emotion when I received the call from CVPS,” said Terri O’Shea, interim director of Franklin-Grand Isle United Way, which runs Operation Happiness, which distributes Christmas toys in the region. “They felt so badly for the children who would be affected by the terrible destruction and wanted to make Christmas a little happier for the children and their families. Needless to say, we are delighted by their generosity.”Marilyn Billings, Operation Happiness chairwoman, said she was amazed when she heard of the donation.”We are so grateful for the response to what could have been a devastating set-back for the children and families in all three counties,” Billings said. “It’s amazing and heartwarming. There is great need in our community this year, but the community’s generosity is even greater.”Bob Young, president and CEO of Central Vermont Public Service, said employees take the words “public service” in the company name to heart.”We are strongly committed to supporting the communities in our service territory, and we understand the importance of helping one another in all types of emergencies,” Young said. “When we heard what happened, since we were in a position to help, there was no doubt that we should do something to right the wrong that occurred.”Though the CVPS donation covered only half of the toys there were destroyed, thousands of dollars in toys have been collected thanks to efforts of the St. Albans Messenger and other local businesses and groups.”Vermonters tend to pull together when the chips are down, and this is one more example of that,” CVPS spokesman Steve Costello said.
FacebookTwitterLinkedInEmailPrint分享The Jakarta Post:The Asian Development Bank (ADB) has said it is staying away from coal-related projects in Indonesia and continues to open itself to gas and renewable energy investments, joining the wave of diversion by hundreds of financial institutions around the globe.Yuichiro Yoi, unit head for Indonesia at ADB’s private sector operations department, told The Jakarta Post that economic factors and public sentiment were the two reasons to avoid coal investment. “The world’s moving away from coal, that’s the sentiment I can’t change or deny, that is the sentiment in the majority of the world. I just have to play along,” he said on the sidelines of a gas exhibition in Jakarta on Thursday.“If it [coal power plants] becomes a stranded asset, it is a credit risk. Going forward it’ll be more difficult to do a project with coal. Now you not only worry about reputation but also have to worry about the risk of losing money.”Reports from global energy think tank Institute for Energy Economics and Financial Analysis (IEEFA) in February showed that over 100 globally significant financial institutions have divested from thermal coal, including 40 percent of the top 40 global banks and 20 globally significant insurers. They are increasingly reluctant to invest in companies related to fossil fuels as the commodities are deemed unsustainable amid rising pressure to limit environmental damage.Yuichiro further said that to date the ADB had yet to issue a written policy against coal, like many other global financiers, but experience has shown him that coal-related projects are hard to be approved by the bank’s system. “If there’s any chance to do a coal-fired power plant, there’s a need to be an extremely good story in terms of impact, that outweighs the negative connotations of doing a project with coal,” he said, adding that the ADB only has gas and renewable energy projects in Indonesia, particularly geothermal power plants.Cumulative investment from the ADB in Indonesia’s energy sector has reached $7.3 billion and disbursed across 102 projects, the bank’s data shows.More: World moves away from coal, and so does ADB ADB’s Yoi: Development bank backing away from new coal investments in Indonesia
By Marcos Ommati/Diálogo June 23, 2016 The Fe en Colombia program began in 2014 as a campaign for inter-institutional coordination among public and private entities and international cooperation in Colombia. It aims to improve the living conditions of the most vulnerable populations in the southwestern part of the country, within the framework of full security. The national government, along with the Army and other armed forces, now wants to expand the program to the rest of the country.To find out more about Fe en Colombia, Diálogo spoke with one of the leaders of the program, Major General Mario Augusto Valencia Valencia, who presently heads the 5th Department of the Army and is a member of the 5th Committee on Strategic Revision and Innovation, responsible for restructuring the Army at all levels, including major and minor operating units.Diálogo: What groups did the program focus on initially?Major General Mario Augusto Valencia Valencia: People who were dedicated to [illegal] coca cultivation and those tied to the guerrillas, such as militias responsible for blocking the Pan-American Highway, for example, which connects Cali to Popayán. These blockades have been very violent and have caused a lot of harm. There have been deaths of police officers, deaths among our civil population, and much damage to the infrastructure. In that area, the Pan-American Highway is the only link between southwest Colombia, especially between Cali, Popayán, and Paso, in Nariño. So, the National Army proposed that the community replace their illegal crops, which built a bond of communication and trust and brought together the institutions responsible for managing these programs. Two projects were implemented: one in a rural community and one in an indigenous community. In the indigenous community, for example, coffee replaced coca with very good results. Those communities began to bring about change together with the Army and all the other institutions, because in addition to offering them legal crop options, infrastructure projects were carried out, bridges and schools were built… That is when institution building began to take part in the process. Today, that community has planted more than 77 million coffee plants, and the leaders who previously aided or were members of militias of the Revolutionary Armed Forces of Colombia (FARC) are completely on board with the civil institutions.Diálogo: I understand that growing coffee does not produce as much income as growing coca. So, how were you able to get them to make the shift from illegal to legal crops?General Valencia: Because culturally, growing coca is not deeply rooted in the soul of the indigenous person, the rural resident. You have to understand that before coca, they had been growing other crops for generations, and these have become more recognized. Coca is an imposition that some guerrillas made; they told them to change their traditional crops for coca for thier convenience. But they feel that they should go back to their traditional crops, and this is an opportunity being given to them. For this reason, when we propose replacing their crops, we first study what types of crops we can offer. We have studied the thermal soil, we have evaluated which crops will give them even more profitability than coca itself, because, within the narcotrafficking chain, the rural grower continues to receive very little money. The money, the big profits go to the guerrillas from the traffickers. The growers receive very little from what they produce.Diálogo: And when there are illegal crops, the whole environment is marked by violence. Isn’t that right?General Valencia: Yes. Legal crops allow the communities to recover their autonomy, recover security. And if they have strong institutional partnerships, they get away from the guerrillas. They push them away themselves. So, those communities are encouraged to follow this process. In 2008, even though the communities didn’t trust the troops due to the [negative] propaganda from the guerrillas, the Army established an office of ethnic affairs in the city of Popayán. We must remember that we were in a very violent stage in that area, such that the office of technical affairs was not opened within a military compound. It was opened outside, in a government building. And that is when we began to hear of the needs, the complaints, the claims, the opinions, everything that the indigenous people, the Afro-Colombians, the rural workers wanted to communicate. We took careful note of everything, and we began to call on the institutions, and we told them: “These communities need us to bring them a school, and a health center, to improve their roads, and build them a bridge.” We began to respond to everything that the ethnic communities had asked for.Diálogo: And this also reestablished a bridge of communication…General Valencia: Exactly. To me, communication is one of the most valuable steps that we have taken, reestablishing that bridge of communication and once again building trust. In 2012, in view of the success that this process was showing, we were able to establish a productive projects office inside a military installation. Even though there are already government offices that have these protocols and programs for productive projects, we understand that their coverage is insufficient. The office of productive projects did not reach into the most distant areas where there are Soldiers, and along with the Soldiers, those communities. That office was able to construct 77 very important productive projects, and this converted us into recognized leaders, not only by the communities, but by the institutions themselves. The institutions have very good programs, good budgets, and capable people who lead them, but each institution does what it can in isolation. The military commander has the great advantage that his men are active throughout the mountains and the jungles where their work is already recognized by all the communities. For this reason, the military commander calls on all the institutions and tells them: “Together we can all have a decisive impact on these communities that have so many needs, but we cannot do it alone. We need to unite, to share leadership, to see a vision in which we all have to come in with the best the state has to offer these communities and begin to build.”Diálogo: When you saw that everything was moving along well, did you withdraw from any regions where the Army and other forces had been active?General Valencia: We made a gradual transfer [to governmental institutions]. Thanks to our past experiences, we do that only when we are sure that it is no longer necessary to maintain permanent physical security in order to operate because the community can regulate itself. We have some very valid examples of that. We transfer responsibility to the mayor, to indigenous leaders, to the chairs of community councils, and boards of community action in those very conflictive areas only when we have completed our work. We have already tried this and received very good results.Diálogo: What specific objectives are you seeking?General Valencia: The first thing is to make an assessment of the basic needs of those most vulnerable populations within our borders. We collaborate with institutions to generate trust and develop public policies in those communities. We present the government offer to create space and opportunity, but ultimately, we organize the dispersed communities. We bring them together and convert their members into community entrepreneurs. We seek to build credible and continuously strengthening community support for the government institutions and to make those institutions more transparent. That is to say, this process is leading the institutions to continue to improve, because they become more committed to the communities, and they have to be sure that they fulfill what we have promised them. We monitor this. We have already organized the communities, and they are observers of their own communities’ improvement processes. Then, we create productive products or spaces that are sustainable so that these communities that were dependent on the support of the state, private enterprises, and others, can finally become self-sustaining. They begin to work, offer employment, and pay taxes to the government. That can be achieved.Diálogo: And how is the program articulated?General Valencia: The program is articulated by locating zones and communities; we have already said that the building and recovery of trust is fundamental. The state offer has to reach the farthest corner, and then the question is, “how can a government offer get to a community where there is no electricity, no cellular service, no roads? How can that community have the opportunity to know what the State can provide?” We show them the productive projects in infrastructure, in the environment, in all sorts of things so that the communities feel confident that they can trust the state more than the enemy. We understand that there is a variety of communities: indigenous, rural workers, Afro-Colombian, students, victims, religious devotees, and others that are organized territorially, by ethnicity and culture, or economically, who are submerged in vulnerability. We greatly respect the organization of the communities; we do not change anything about their traditions, their world view. We respect it all. The communities put forth the terms we must abide by in offering them help; this is very important. We can’t alter their traditions, their culture, the way in which they govern themselves, or anything of the sort. And the organizational process begins with the individual, whom we soon convert into a team. We associate with the person, and finally we distinguish the person as a community entrepreneur. We are talking about communities where the educational level is very low; there are communities in which the leaders are not academically prepared. We undertake this effort in conjunction with our institutional partners so that we can prepare that leader in all senses. We bring in a lot of recreational tools, and we carry out different events. For example, minga is a community exercise that the indigenous rural populations practice so that they can carry out a project together for the benefit of the community. For example, if winter has damaged a road, they plan a minga and everyone goes out to fix the road to make it passable. If a bridge has broken, they organize a minga, and they all join together to work and bring together other resources to fix the bridge. For us it is very important to empower the leaders.Diálogo: How do you decide what areas to work in?General Valencia: We bring together military strength and military planning to that which all the institutions have focused on. That’s why I said that when we come to agreement with the institutions, and they joint that effort, all areas become part of the institutional approach. It is logical that the military strength is supported by consolidation in a way that allows the state institutions to come into an area immediately after it has been cleared of the presence of illegal armed groups to support those communities. As members of the Military, we cannot make a difference in areas that the institutions are not going to reach.Diálogo: Up to now, this has been a National Army program. Are there any plans to expand it to the other Armed Forces?General Valencia: At this time, the Committee on Strategic Revision and Innovation has made the decision to include it in their plans. All of the Military branches will incorporate the program in their planning to become integrated with all the institutions, including the private enterprises and the international community’s support, to achieve this process in the whole country in a coordinated, joint, and inter-agency manner.
5SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr With Washington, D.C., serving as the home of the federal government, credit union Hike the Hills offer a unique opportunity to present the credit union difference to legislators and regulators. This week, the Ohio Credit Union League (OCUL) was one of 6 leagues in Washington, D.C., and had a packed schedule that included congressional meetings, as well as meetings with the leadership of the NCUA and the Consumer Financial Protection Bureau (CFPB).“Advocacy is job one for the league/CUNA system, and we were proud to lead a group of 50 credit union leaders representing 30 credit unions to Washington to advocate for meaningful regulatory relief,” said Patrick Harris, OCUL vice president for government affairs. “Our message was infused with credit union philosophy, which allowed us to collectively differentiate ourselves from big banks and expose the flaws in the ‘one-size-fits-all’ regulatory approach.”On Tuesday, the group dined at Credit Union House, and flew in Ohio State Rep. Rob McColley for dinner. They discussed key races in the state of Ohio and ways to keep credit union priorities on legislators’ minds going forward. continue reading »