Posts Tagged ‘Employment’

The decision follows the Federal Court’s move to overturn approval of Indian mining giant Adani’s $16.5 billion Carmichael coal mine in central Queensland.

“This government will repeal section 487.2 of the EPBC (Environment Protection and Biodiversity Conservation) Act which gives activists the standing to sabotage decisions,” Prime Minister Tony Abbott told parliament on Tuesday. The change was approved by federal cabinet on Monday night and went to the coalition party room on Tuesday.

Despite widespread community reaction, it is expected to be introduced to parliament this week.

It has been argued that the $20 billion investment in Carmichael could create 10,000 jobs, although estimates of jobs created in coal mines have previously been hugely over-estimated.

Summarising the Liberal-National Coalition’s position, Attorney-General George Brandis said the laws as they stood allowed “radical green activists to engage in vigilante litigation” to stop important job-creating projects.

“(It) provides a red carpet for radical activists who have a political but not a legal interest, in a development to use aggressive litigation tactics to disrupt and sabotage important projects,” he said. “The activists themselves have declared that that is their objective.”

Senator Brandis called on Labor to support the bill. In response, manager of opposition business Tony Burke urged the government to table legislation so Labor could scrutinise it. It will be interesting to watch and see if Labor just rolls over on this issue, again showing how close, in reality, the two major political parties in Australia really are.

Phil Laird from the Lock the Gate Alliance said the law change would also ensure farmers could not challenge coal mine approvals.

“The laws are there for a reason, to level the playing field between landholders and the community and the big mining companies,” he said in a statement.

Liverpool Plains farmer Andrew Pursehouse said the government had now approved three open-cut mines on some of the best food-producing land in the country. “Now they want to limit who can go to court to challenge it,” he said.

(AP and others)

Wellthisiswhatithink says:

This proposed change to the law sets an ugly precedent and tells us a lot about the mentality of the Government.

Why should environmental objections – or, indeed, any lawful legal objection to development – be limited to people in the immediate vicinity? For one thing, pollution is no respecter of artificially created legal boundaries. Water pollution can spread far from its original source, and once in the environment chemical pollutants can end up hundreds if not thousands of miles from the source. (Witness the radioactive material from Fukushima reaching the West Coast of the USA, for example.) Air pollution can spread over thousands of miles. And why would it only be the interests of those near the Great Barrier Reef, for example, if a development was proposed that threatened its existence or well-being? Or Kakadu?

More and more, the Abbott Government acts like a petulant child every time it finds itself opposed.

abbottAbbott himself – and Brandis, amongst others – adopts a discordant, hectoring tone that is superior at best and utterly dismissive of any opposition to their whims at worst.

This attitude is very unpopular with voters – rightly so – and is one of the main reasons the Government is so “on the nose”.

As it stands, it is clearly un-electable again.

That recognition is what’s feeding into renewed concerns about Abbott’s leadership, as swathes of anxious Liberal MPsDeputy opposition leader in the Senate senator George Brandis face losing their seats if opinion polls stay anything like they are now. We have always said that having been near-mortally wounded in the first challenge to his leadership it has always been a matter of time before another came along.

In our view, there is a strong argument that until “clean coal” technology actually eventuates – which it may never do – that the environmentally and socially-responsible thing for government’s worldwide to do is to slow-peddle on new coal developments. For one thing, they are likely to be only marginally profitable, hence the reluctance of many banks to get involved in financing them. This doesn’t deter coal companies from trying to establish new mines, of course. After all, they’re coal companies. It’s what they do. Turning around a company from its core purpose to do something else is so difficult that very few organisations ever even attempt it.

That doesn’t mean the rest of us need to fall into line.

Unsurprisingly, as it’s made from trees, Coal is the most carbon intensive fossil fuel. According to the United Nations Environment Program, coal emits around 1.7 times as much carbon per unit of energy when burned as does natural gas and 1.25 times as much as oil.According to the groundbreaking, peer-reviewed “Carbon Majors” study, tracing all historic greenhouse gas emissions back to specific companies and entities, the coal industries of the world own 51% of global greenhouse gas emissions from 1854-2010.

Renewable_EnergyInstead of fiddling with the law to remove legal protections put in place by their own Howard Government (how ironic) the Liberals and Nationals need to take a leadership role in moving away from coal as it’s default answer to energy, both here and overseas. As Greenpeace note: the world doesn’t need more coal, it needs an energy revolution. We have enough technically accessible renewable energy to meet current energy demands six times over. 

Our Energy [R]evolution blueprint shows how renewable energy, combined with greater energy efficiency, can cut global CO2 emissions by almost 50 percent, and deliver half the world’s energy needs by 2050.

The case against coal is very strong. This American argument lays it out in terms anyone can understand. Yes, moving away from coal requires investment, political will, bi-partisanship and imagination.

That doesn’t mean it can’t be done, no matter what coal industry lobbyists might say.

Image

Nick Barnett

Oh well, back to business. I am indebted to my colleague Nicholas Barnett and his team at Insynch Surveys for sending me their latest newsletter which includes this excellent article on the factors that separate really successful, fast-moving organisations from others.

As Insynch have one of the best employee engagement survey businesses around – if not the best – then I find their research really compelling. If you want a copy of their newsletter, or to get the whole report, just flick them an email to info@insyncsurveys.com.au. It’s always a good read – and if your business or organisation has got some sticky bits that defy improvement, why not ask them if they can help you find out why? Trust me: I’ve been around the tables a few times. They’re good.

I saw lots of graphics for High Performance Organisation and they were all crap and predictable. Then I just saw this and liked it. Is it relevant? Dunno: just a nice illustration, honestly. Yee-har.

Um … I saw lots of graphics for High Performance Organisation and they were all crap and predictable. Then I just saw this and liked it. Is it relevant? Dunno: just a nice illustration, honestly. Yee-har.

Oh. PS. The 7 Habits aren’t rocket science. But they do require a committed focus. How good is your situation, measured against this list?

Article follows:

Our latest research unveils the 7 habits of high performance organisations that have steered them through a low growth economy and an increasingly competitive environment.

The research helps leaders of all organisations, regardless of size or type, understand how to increase productivity, performance and profitability.

Here’s a summary:

1. Live an inspiring vision

An organisation with a clear and inspiring vision is far more likely to gain employee buy-in and the extra discretionary effort, energy and focus from employees that are essential to achieving sustainable high performance. More than half (54%) of employees from high performance organisations believe their leadership team has an inspiring vision, compared to 24% from low performance organisations.

The lesson: High performance organisations understand that they don’t only need to develop a shared, compelling and inspiring vision; they must make a habit of continually espousing that vision and make it integral to everything they do. The vision then becomes authentic, relevant, aligned, achievable and memorable and something all employees can understand and be proud of.

2. Communicate clear strategies and goals

An inspiring vision becomes the single guiding light that points the way for employees. Strategies and goals aligned to that vision add focus and urgency to the individual plans, actions and goals of employees. High performance organisations make it a priority to communicate their strategies clearly. More than two thirds (69%) of their employees are clear on the strategy.

The lesson: High performance organisations engage their employees in developing their strategy which gains their buy-in and increases the likelihood of achieving the strategy. High performance organisations also spend a lot of time considering how the strategy can be simplified and best communicated to all employees.

3. Develop your people

Nearly half (45%) the employees of low performance organisations state that their organisation doesn’t have effective plans for developing and retaining its people, compared to only 19% for high performance organisations.

The lesson: Many executives say that they can’t afford to develop their employees because the investment is often not worth it, as many employees leave too soon after they receive the relevant education and training. This is a “cup half empty” perspective and not conducive to building leadership talent and capability. The concern should not be “what if we develop our people and they leave?”, but “what if we don’t develop them and they stay?”

4. Go out of your way to recognise people

Over half (55%) of employees from high performance organisations believe their senior leadership team goes out of their way to acknowledge and thank people for their contribution. This is compared to 27% for low performance organisations. On this factor alone, employees of high performance organisations are more likely to be engaged and happy to come to work each day.

The lesson: Until acknowledging and thanking people for their contribution becomes a habit, leaders need to consciously make the extra effort to increase the extent to which they recognise their staff. There is very little extra cost, other than a small amount of time, and the payback will be significant.

5. Genuinely care for your people

The psychological contract refers to the often unwritten expectations of an employee towards their employer. If employees perceive that this contract has been broken, their trust in, and commitment to, their employer will be diminished. The majority (59%) of employees in high performance organisations perceive their organisation to be caring and committed to them. There is also a strong reciprocal relationship, with more than three quarters (78%) willing to recommend the organisation as a good place to work to family and friends.

The lesson: Some organisations aim to manage the psychological contract more effectively by making their employee offer explicit (documented), rather than implicit (unwritten). These organisations take great care in crafting and documenting an employee value proposition (EVP) that appeals to the people most suited to working in their organisation.

6. Listen and adapt to customer needs

More than three quarters (79%) of employees in high performance organisations believe that their organisation consistently shows a commitment to achieving long term customer loyalty compared to only 47% in low performance organisations.

The lesson: High performance organisations demonstrate a much greater, more structured and thoughtful commitment to their customers, and take a longer term view to customer loyalty. They are more likely to partner with their clients by getting to know them and how they can service them better. They understand that, as they demonstrate a true understanding of their customers’ needs and deliver services that meet those needs, they build customer loyalty and advocacy.

7. Continually improve your systems

Almost three quarters (73%) of employees in high performance organisations agree that their organisation is committed to continually improving its systems compared to only 41% in low performance organisations.

The lesson: High performance organisations ensure that their systems are fit for purpose and well integrated as a key enabler for improving productivity and customer service. Inadequate systems hinder many organisations in executing their strategy. If you genuinely care for your people (habit 5), you will ensure that they are not frustrated as a result of inadequate systems.