first_img Comments are closed. Assessment and development is moving away from being a pure HR function to abroader business tool, enabling organisations to realise the true potential oftheir workforce, while making development more focused and results based.Caroline Horn examines how different companies are using these useful programmesA tough trading climate has a significant impact on a company’s trainingbudget. Like marketing programmes, assessment and development plans aregenerally among the first casualties of a downturn. But a number ofleading-edge companies have learned the lessons of the last recession andrealise that a clear strategy and sound management development during thedifficult years will put them at the forefront of any upturn. Nicola Mindell, commercial director for Interactive Skills, says:”Research following the recession in the early 1990s showed that companieswhich maintained marketing and training budgets were much better placed to takeadvantage of the upturn.” The company has recently started a programme with the UK arm of a majorinternational consulting firm to help assess individual learning needs at asenior level. Mindell says: “It is a significant investment for thisorganisation at a time when they have cut back on people, but they say – ‘thisis the company’s future, and these are the people we will need in the next fewyears’.” Few companies will take a five or 10-year view on corporate and managementdevelopment. But as a senior manager at Sun Microsystems – one of the handfuldoing so – says: “If a company is paying its senior management between$250,000 and $500,000, then its seems silly to not spend a few thousand dollarsmore on management development costs.” DDI, a consultancy specialising in selection and leadership, has seen asignificant increase in demand for assessment, and building exceptional skills andexecutive bench strengths. “Companies realise they have to get the topstrata right,” says Lucy McGee, marketing director for DDI. There is alsoan increasing trend towards senior level HR appointments, such as talentmanagement directors. “People need to understand what skills level thecompany has, how to deploy it and how to leverage training investment – to getpeople where they need to be as quickly as possible,” she says. “What HR has to do, from the top down, is to show what the HR strategyis and to show that it links to business strategy – that it is not an isolatedactivity,” says Charles Woodruffe, managing director of Human Assets. BP, for example, is working to incorporate future skills need with itsbusiness strategy through a global leadership programme designed byoccupational psychologists Pearn Kandola. Dr Binna Kandola, partner, says:”They have taken a fundamental look at their global management and haveput in place a meticulously planned programme, examining people’s careers indetail and reviewing all the competencies they use.” Often the starting point for companies will be: ‘What do we want to deliverto shareholders, and what are the consequences of putting those strategic goalsin place – do we have the people who can deliver it?’, says Chris Watkin,practice leader executive, assessment and organisational talent review at HayGroup. “Talent reviews and executive development programmes can be anenergiser for change across an organisation,” he says. Sinclair Stevenson, a senior consultant at Penna Consulting, says theincreased demand for assessment centres is “partly because more peoplerealise the importance of linking assessment to goals, and partly because theyrealise they can’t afford to get it wrong.” When times are tough,companies realise how important it is to get the right person in. DDI conducted an assessment for global biopharma organisation QuestDiagnostics which included selecting two key roles following the acquisition ofSmithKline Beecham in 1999. McGee says: “Following the acquisition, thecompany wanted to know who to put into the top jobs – one an operational role,the other more entrepreneurial. The CEO initially wanted person A in role A,and person B in role B. But it was clear after the assessments that it shouldbe the other way around.” That decision has impacted on ROI – since then,the company has been one of the top performing stocks. Stevenson adds: “It is also interesting the extent to which assessmentis being done at board level – so few directors are evaluated because they tendto say: ‘I have proved myself through experience’, but who knows if theirexisting skills are compatible with what they are doing now? As the recessionbites, you can expect shareholders to become more vociferous and bring morepressure to bear on board members.” More positively, a talent review by Hay Group at BT Wireless – prior to itbecoming a stand-alone company (now mmO2) – showed the City that BT Wireless’leadership was capable of taking the organisation forward on its own at mmO2.Assessment, once used on a purely individual level, is increasingly used at agroup level and increasingly at a time of corporate change. Companies in IT, finance and automotive industries are having to undergodramatic changes in order to survive – and key changes in strategy areaffecting key personnel. It is becoming more frequent for assessment to be usedas a tool to find out who an organisation want to keep, and who it can affordto lose. Stevenson warns: “While assessment has been used as a tool todeselect people, you have to be incredibly careful how you use it. Companiesuse it as a selection tool – getting people to reapply for the available jobs.But as long as it’s used carefully and as part of all best practice, then it isa fairer way of deselecting people.” Prior to the Royal Bank of Scotland taking over National Westminster, HayGroup built a leadership competency model to enable RBS to measure the peoplequality it was acquiring and to assess executives for senior roles. Hay Groupalso transferred the assessment technology to the RBS HR personnel, to allow itto complete assessments for candidates further down in the organisation.Results of the assessment speak for themselves. Less than a year after thetakeover, it was reported that RBS, which had predicted annualised revenuegains of £120m in the first 10 months after the takeover, delivered £147m.Annual cost savings had also risen from £550m to £653m. Assessment can also be central to cultural changes within an organisation.The Royal London Group, for example, used assessment as one tool in helping itto develop a more entrepreneurial culture to ensure its future growth,following the acquisition of United Assurance Group and Scottish Life. RobertMcHenry, chairman of OPP, says: “The parent company did not want toreplicate its culture or take on the culture of its acquisitions – it needed a‘third way’ that was more entrepreneurial and which would ensure it reactedmore quickly to the market.” A strategic alignment was followed by assessment and development of allsenior managers, and OPP is about to start working with middle managers. Theprogramme, which included one-to-one coaching and team awareness workshops, iscurrently in its second year, and has helped establish a performance-drivenculture by focusing on the strategic aspects of leadership. More companies are trying to link assessment and development activities totheir bottom line, but McGee warns: “The results of better productivity,lower recruitment costs and better retention take a while to show. You candemonstrate ROI, but not in six months.” A development programme at luxury car manufacturer Lexus has focused at thefront end, on customer services. HR specialist CDA group created a developmentframework for Lexus, based on the broad objectives of Lexus’ dealer network tohelp drive forward new skills and behaviours, says CDA principle Caroline Dunk.When it evaluates the success of the programme, CDA will consider the overallcompetence of the workforce as well as customer satisfaction levels. This kind of programme will take longer to impact on Lexus’ bottom line butcompanies are increasingly keen to see a return on their developmentinvestment, says Mindell. “Before, companies just asked if people werehappy with the training; now they want to know what difference it has made tothem, to their team and to the business.” It is argued that management development programmes can increase individualperformance from 150 per cent to as much as 400 per cent. Standards such asInvestors in People can make a significant impact, says Peter Jones, directorof quality at IiP, who points to research showing that 70 per cent of companiessay the standard improves their competitive edge and productivity (BuildingCapability for the 21st century, CREATE 1999), while 74 per cent of firmsinvolved believe it does deliver bottom line results (UK Tracking Study –Employer Research, MarketShape, Feb 2002). Watkin agrees there is usually a business case for development. Oneprofessional services firm the Hay Group worked with found that the top end ofits ‘talent pool’ delivered about £160,000 of business, compared with theaverage of £116,000. Watkin says: “There’s usually a 40 per centdifferential between average and superior people. So it is worth trying to getmore people at the upper end of that scale.” When a multi-national client of Pearn Kandola evaluated the impact ofmanagement development centres (MDCs) attended by managers from its various subsidiariesover a four year period, it found a link with improved staff retention (some 30per cent lower among attendees than in the general management population), aswell as an indication the MDCs lead to better performance. This was done byanalysing sales per employee, both before and after the development centreprogramme started – it was estimated that by sending one participant ratherthan none, an average operating company would have increased sales by between 2and 3 per cent. It is easier to evaluate a programme that is directly related to a company’sfront-line performance. TMI, for instance, completed a programme with DIY storeWickes, which involved a rebranding exercise in 20 of its stores, combined witha customer services training initiative. “There is clear datademonstrating the links,” says Susanna Mitterer, director of sales andhead of consulting. “All the stores had the rebranding, but only six hadextensive training. The sales revenues of those stores went up by 17 per cent,while the others increased by about only 4 per cent.” But while some assessment and development costs are simple to quantify, thehidden costs of not getting it right can be much higher. For example, the costof assessment can be judged against the costs of a company’s key roles and howlong they were vacant for, the business costs to the company, and what wasspent on head hunters. What is harder to quantify, though, is the value thatthe former member of staff has added to competitive strength in a world that isbecoming increasingly dominated by just a handful of competing companies. Case study: Bayer DiagnosticsPharmaceutical and chemical giant finds ‘a third way’When chemical and pharmaceuticalgroup Bayer bought Chiron Diagnostics in 1998, the challenge was to merge thetwo cultures. Rather than adopting either existing culture, the Bayer teamdecided to define a new approach to meet the future needs of the business,Bayer Diagnostics.The new culture would be based on behaviours determined bycustomer expectations – and how employees met those expectations. Tim Bray,vice-president of global and executive development at Bayer HealthCare, parentcompany of Bayer Diagnostics, explains: “How do you get the businessleaders to stick to something? Find the questions that are indicative ofcustomer loyalty, challenge the leaders to meet the answers head on, and beprepared to be measured against them.”Bayer Diagnostics worked with Getfeedback to realise its newvision. Getfeedback founder Alison Gill says: “They wanted to create amore customer-focused business, that was more productive and which used alltheir new skills.”Once Bayer Diagnostics had determined customer demands throughcustomer satisfaction surveys, it put in place an employee attitude survey forabout 7,000 of its employees, with a core of ‘B12’ questions. These are the 12key measures of employee attitudes that, for Bayer, drive customer loyalty.They include whether employees felt inspired by the business, and if they felttheir job activity directly affected customers.Managers and supervisors took part in a separate 360¼ feedbackprogramme. Gill says: “Every year, anyone with management responsibilityis assessed using 360¼ feedback. It is not considered to be a measure, but atool to provide those people with the opportunity to improve theirskills.” The company says this has helped management to develop to meetthe needs of the business and created a common language of leadership acrossall the countries in which Bayer Diagnostics operates.All feedback processes are linked through the use of theBalanced Business Scorecard, measuring performance in four areas – financial,people, process and client. Ongoing surveys, conducted via the web or on paper,mean that Bayer can analyse trends and predict the changing behaviours of itsworkforce, allowing its leaders to make informed decisions about what actionsto take to ensure the business performs.The development programme has helped to create and establish anew culture at Bayer Diagnostics and has impacted directly on certain businessareas. New hires and promotions are now tested against the model to avoidfuture problems (staff turnover was already low).Bayer Diagnostics says it has also seen a steady improvement ona return on sales – although figures were not available – and there has been a9 per cent improvement in employee feedback surveys, showing a closer fitbetween customer expectations and employee behaviours. Related posts:No related photos. Assessing true potentialOn 12 Nov 2002 in Personnel Today Previous Article Next Articlelast_img

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first_img Featured Jobs & Calls Associate Priest for Pastoral Care New York, NY Virtual Celebration of the Jerusalem Princess Basma Center Zoom Conversation June 19 @ 12 p.m. ET Las aulas de la escuela primaria y secundaria de la escuela episcopal de la Santa Trinidad, en Puerto Príncipe, están llenas de alumnos. Foto de Lynette Wilson/ENS.[Episcopal News Service] Las aulas de la escuela primaria y secundaria en el complejo de la catedral de La Trinidad en Puerto Príncipe, están llenas de alumnos, los estudiantes de música siguen preparándose en lo que fue un convento y se ha levantado un espacio provisional para el culto en los terrenos, señales de vida todas ellas que la obispa primada Katharine Jefferts Schori advirtió cuando estuvo en la catedral durante su visita a Haití a mediados de diciembre.“La Iglesia Episcopal en Haití sigue desempeñando un papel importante y esencial en este renacimiento. La iglesia catedral de Puerto Príncipe fue considerada durante mucho tiempo el alma espiritual y cultural de Haití. En la actualidad, sus campanas guardan silencio (en un almacén), casi todos sus murales de fama mundial están destruidos (tres de ellos han sido preservados para reutilizarlos) y la desnuda plataforma de su altar aguarda la reconstrucción de la catedral”, dijo Jefferts Schori en una declaración dada a conocer el 8 de enero por la Oficina de Relaciones Públicas de la Iglesia Episcopal.“Los terrenos de la catedral están animados, con una escuela primaria y secundaria que ahora tiene más niños que antes, una escuela de música que sigue preparando a coros e instrumentalistas de renombre internacional y una escuela técnica que se está levantando en el mismo sitio donde yacieron cadáveres durante días en las ruinas del edificio anterior que se desplomó” [agregó la Primada].El 12 de enero de 2010, Haití sufrió un catastrófico terremoto de magnitud 7 que causó más de 300.000 muertes, dejó igual número de heridos y desplazó a más de millón y medio de personas, en lo que ha sido uno de los peores desastres naturales de la historia reciente. La Diócesis Episcopal de Haití, la mayor en número de fieles de las 109 diócesis de la Iglesia Episcopal, en cuestión de segundos perdió el 80 por ciento de su infraestructura en Puerto Príncipe y Léogâne, el epicentro del terremoto a menos de 30 kilómetros al oeste de la capital.La obispa primada Katharine Jefferts Schori, el obispo de Haití Jean Zaché Duracin y Alexander Baumgarten, director del Departamento de Actividad Pública y Comunicación de la Misión de la Sociedad Misionera Nacional y Extranjera, contemplan uno de los tres murales que se conservan de los 14 mundialmente famosos —que representaban relatos bíblicos, escenas religiosas y motivos haitianos— que alguna vez adornaron los muros de la catedral. Los murales que sobrevivieron se conservan en los terrenos de la catedral. Foto de Lynette Wilson/ENS.Inmediatamente después del terremoto, gobiernos y organismos internacionales de socorro, se comprometieron a contribuir con miles de millones de dólares para ayudar a reconstruir la nación caribeña, considerada durante mucho tiempo la más pobre del Hemisferio Occidental.“El 13 de enero de ese año, el mundo estuvo en Haití ayudándonos”, dijo el Rvdmo. Ogé Beauvoir, obispo sufragáneo de la Diócesis de Haití, en una declaración que conmemoraba el quinto aniversario del terremoto. “En marzo de 2010, estuve en la sede de las Naciones Unidas en Nueva York viendo que todo el mundo se comprometía con unos 11.000 millones de dólares para ayudar a reconstruir Haití”.El millón y medio de personas desplazadas buscaron albergue y ayuda humanitaria en 1.500 campamentos que se crearon después del terremoto. Y durante meses fue casi imposible para vehículos y peatones transitar por las calles de la capital, dijo Beauvoir.Por el momento, los miembros de la catedral de La Trinidad se reúnen en un espacio temporal techado en los terrenos de la catedral. Foto de Lynette Wilson/ENS.Además del progreso visible en los terrenos de la catedral de La Trinidad, también puede apreciarse en la manera en que han limpiado los escombros de las calles, se han construido nuevos edificios gubernamentales y se han puesto en vigor nuevos códigos de construcción, y ya más del 90 por ciento de las personas que vivían en campamentos se han ido.“El gobierno le ha dado ayuda a esas personas para que se mudaran a sus antiguos barrios, les ha ayudado a renovar sus viviendas y ha construido nuevos complejos de apartamentos para los demás. La zona del Campo de Marte [Champs-de-Mars] y otros lugares de Puerto Príncipe y Léogâne ya están libres de esos campamentos”, dijo Beauvoir. “El gobierno actual ha hecho muchísimos esfuerzos”.Electo en 2011, el presidente Michel Martelly ha supervisado el grueso de la reconstrucción del país, aunque en los últimos meses las violentas protestas contra su gobierno y el llamado a elecciones legislativas y locales, demoradas durante mucho tiempo, han debilitado su papel.El 12 de enero, el mismo día en que se cumplía el quinto aniversario del terremoto, el parlamento del país estaba a punto de disolverse y el presidente a gobernar por decreto si no se llegaba a un acuerdo.Beauvoir integró recientemente una comisión de 11 miembros compuestas de ex funcionarios y líderes religiosos para ayudar a resolver el impasse político que ha atascado las elecciones desde 2011.Siempre ha habido inestabilidad política en Haití, dijo Duracin, durante una entrevista con Episcopal News Servicie a mediados de diciembre en Haití, en la que hizo notar que muchos jóvenes se sienten abandonados por el gobierno.Beauvoir reconoció la inestabilidad y las preocupaciones de los jóvenes en su declaración.“En el quinto aniversario del terremoto, nuestro mayor reto es reconstruir a la persona haitiana en mente, espíritu y cuerpo. Debemos desarrollar un nuevo haitiano, una nueva haitiana, que proporcionen el nuevo liderazgo que exige llevar a Haití al siglo XXI”, afirmó.Una pared exterior de la catedral de la Santa Trinidad que aún se mantiene en pie y que se integrará a la nueva catedral. Foto de Lynette Wilson/ENSLa Obispa Primada hizo una visita histórica al norte de Haití a mediados de diciembre y predicó en la parroquia del Espíritu Santo en Cabo Haitiano, visitó la escuela parroquial y la cercana escuela técnica del Espíritu Santo, antes de dirigirse al sur para pasar un día en la capital. Fue su sexto viaje a Haití, siendo el primero en 2008.Después del terremoto, la Sociedad Misionera Nacional y Extranjera comenzó a recaudar dinero para reconstruir la catedral y su ministerio.La Sociedad Misionera Nacional y Extranjera (DFMS por su sigla en inglés) es el nombre legal y canónico con que la Iglesia Episcopal está incorporada, realiza sus negocios y lleva a cabo la misión.Ya se han aprobado los planos arquitectónicos y la catedral se construirá en tres fases, dijo Elizabeth Lowell, directora de la Oficina de Desarrollo de la DFMS, añadiendo que hasta ahora se han recaudado $2,5 millones para financiar la reconstrucción. El proyecto total se calcula que cueste entre $21 y $25 millones.Además, muchas de las pequeñas escuelas rurales de fuera de la capital ya han sido reconstruidas, gran parte de las cuales con la ayuda de las 600 parroquias y entidades episcopales que han formado asociaciones haitianas, dijo Lowell.Sin embargo, “desde el punto de vista de lo que hemos hecho, las necesidades aún son muy grandes y costosas”, añadió ella, citando un hospital episcopal que sigue afectado en Léogâne.Desde 2012, la DFMS ha conducido siete peregrinaciones a Haití en un empeño por asociar a los episcopales en Estados Unidos con la reconstrucción de la Iglesia y del país, y ha trabajado con asociados locales para determinar sus necesidades.La Diócesis de Haití incluye a 46 clérigos que atienden a más de 200 iglesias, 254 escuelas, dos hospitales y 13 clínicas.El ochenta por ciento de los haitianos viven en la pobreza; el terremoto puso al descubierto las luchas diarias por la vida. Los campamentos, que les proporcionaron vivienda a personas desplazadas por el terremoto, también atrajeron a haitianos de las zonas rurales que buscaban ayuda de organizaciones internacionales de socorro y de gobiernos extranjeros comprometidos con la ayuda y los empeños de reconstrucción.Finalmente, las organizaciones no gubernamentales y los donantes se dieron cuenta de que necesitaban invertir en desarrollo rural y urbano fuera de la capital para alentar a los haitianos a regresar a sus lugares de origen. Esa labor puede verse tanto en el Centro de San Bernabé para la Agricultura cerca de Cabo Haitiano, donde la diócesis está preparando a 54 estudiantes en labores agrícolas, como en la escuela técnica donde ofrece cursos de mecánica, plomería y electricidad.Con más de 120 hectáreas de tierra fértil en una país donde la inseguridad alimentaria es común, San Bernabé ha atraído el apoyo de socios episcopales, de otras organizaciones, así como del gobierno y las universidades haitianas.– Lynette Wilson es redactora y reportera de Episcopal News Service. Traducción de Vicente Echerri. Youth Minister Lorton, VA AddThis Sharing ButtonsShare to PrintFriendlyPrintFriendlyShare to FacebookFacebookShare to TwitterTwitterShare to EmailEmailShare to MoreAddThis Inaugural Diocesan Feast Day Celebrating Juneteenth San Francisco, CA (and livestream) June 19 @ 2 p.m. PT Rector Albany, NY The Church Investment Group Commends the Taskforce on the Theology of Money on its report, The Theology of Money and Investing as Doing Theology Church Investment Group This Summer’s Anti-Racism Training Online Course (Diocese of New Jersey) June 18-July 16 An Evening with Aliya Cycon Playing the Oud: Crossing continents and cultures with the most beautiful instrument you’ve never heard Lancaster, PA (and streaming online) July 3 Course Director Jerusalem, Israel Submit a Press Release Director of Music Morristown, NJ Rector Belleville, IL An Evening with Presiding Bishop Curry and Iconographer Kelly Latimore Episcopal Migration Ministries via Zoom June 23 @ 6 p.m. ET Assistant/Associate Priest Scottsdale, AZ Remember Holy Land Christians on Jerusalem Sunday, June 20 American Friends of the Episcopal Diocese of Jerusalem Missioner for Disaster Resilience Sacramento, CA Rector Bath, NC The Church Pension Fund Invests $20 Million in Impact Investment Fund Designed to Preserve Workforce Housing Communities Nationwide Church Pension Group Rector Hopkinsville, KY Seminary of the Southwest announces appointment of two new full time faculty members Seminary of the Southwest Rector Martinsville, VA Press Release Service Episcopal Charities of the Diocese of New York Hires Reverend Kevin W. VanHook, II as Executive Director Episcopal Charities of the Diocese of New York Featured Events Submit an Event Listing Cathedral Dean Boise, ID Curate Diocese of Nebraska New Berrigan Book With Episcopal Roots Cascade Books Cinco años después de un devastador terremoto, Haití da señales de recuperación No obstante, el camino a seguir es largo Rector Collierville, TN Rector Shreveport, LA Priest Associate or Director of Adult Ministries Greenville, SC Tags Director of Administration & Finance Atlanta, GA Family Ministry Coordinator Baton Rouge, LA Assistant/Associate Rector Morristown, NJ Rector/Priest in Charge (PT) Lisbon, ME Rector Washington, DC Rector and Chaplain Eugene, OR Associate Rector for Family Ministries Anchorage, AK Episcopal Migration Ministries’ Virtual Prayer Vigil for World Refugee Day Facebook Live Prayer Vigil June 20 @ 7 p.m. ET Rector (FT or PT) Indian River, MI Assistant/Associate Rector Washington, DC Por Lynette WilsonPosted Jan 16, 2015 Ya no son extranjeros: Un diálogo acerca de inmigración Una conversación de Zoom June 22 @ 7 p.m. ET Curate (Associate & Priest-in-Charge) Traverse City, MI Priest-in-Charge Lebanon, OH Episcopal Church releases new prayer book translations into Spanish and French, solicits feedback Episcopal Church Office of Public Affairs Haiti Join the Episcopal Diocese of Texas in Celebrating the Pauli Murray Feast Online Worship Service June 27 Rector Tampa, FL TryTank Experimental Lab and York St. John University of England Launch Survey to Study the Impact of Covid-19 on the Episcopal Church TryTank Experimental Lab Rector Smithfield, NC Submit a Job Listing Rector Knoxville, TN In-person Retreat: Thanksgiving Trinity Retreat Center (West Cornwall, CT) Nov. 24-28 Associate Rector Columbus, GA Bishop Diocesan Springfield, IL Rector Pittsburgh, PA Canon for Family Ministry Jackson, MSlast_img

first_img “We welcome opening of criminal investigation in Lithuania in response to our complaint against Lukashenko” RSF says to go further News June 11, 2008 – Updated on January 20, 2016 Ministers urged not to follow Chinese model of online censorship Follow the news on Belarus Russian media boss drops the pretence and defends Belarus crackdown Read the letter to communications and informatisation minister Nikolai Pantelei RSF_en BelarusEurope – Central Asia News News Reporters Without Borders has written to the Belarusian ministers of information and communication condemning the comments about online regulation that deputy information minister Liliya Ananich made during a round table organised by the magazine Belaruskaya Dumka on 2 June.Ananich said the information ministry was “unambiguously committed to the legislative regulation of the operation of Internet mass media” and that websites that wanted to “act as mass media” should be registered in accordance with a established procedure “defined either by the Mass Media Law or a regulatory act of the government.” She also referred to the use of Chinese expertise to block access to foreign websites that could have a “bad influence” on the Belarusian Internet.Addressing information minister Uladzimir Rusakevich, Reporters Without Borders wrote: “Most Belarusian citizens are regular Internet users. We are aware that it is important to regulate website content but we are also convinced that freedom of expression should not suffer as a result. We would therefore be grateful if you would send us the provisional findings of the working group you set up last year to study Internet legislation in various countries in order to identify regulations that could be applied in Belarus.”Another participant in the 2 June round table, Oleg Proleskovsky, who heads the informational analysis centre at the office of the president, said: “In organisational terms, it is necessary to use so-called content-filtering software. This is software that helps users or local network administrators block access from computers, for which they are responsible, to sites containing information that conflicts with current legislation or public moral standards.”In its letter to communications and informatisation minister Nikolai Pantelei, Reporters Without Borders asked what software the government planned to use to regulate the Internet in Belarus.“We would like to know what kinds of websites are targeted by these filtering methods and the precise reasons for using such filtering,” the letter said. “We regard this manifest desire to control content as a threat to online freedom of expression. It is all the more reprehensible that you envisage a partnership with China, the world’s leading online censor.”Read the letter to information minister Uladzimir Rusakevichcenter_img May 28, 2021 Find out more Related documents Letter to Uladzimir RusakevichPDF – 77.76 KBLetter to Nikolai PanteleiPDF – 71.5 KB Receive email alerts Organisation June 2, 2021 Find out more RSF at the Belarusian border: “The terrorist is the one who jails journalists and intimidates the public” News Help by sharing this information BelarusEurope – Central Asia May 27, 2021 Find out morelast_img

first_imgNewsPoliticsLimerick Senator expresses concern with high costs of motor insuranceBy Staff Reporter – February 15, 2018 1520 Living City review to focus on poor response in Georgian Limerick TAGSCentral Statistics OfficeFine GaelMaria ByrneMinster for Finance Previous article​​Limerick tops the rankings as one of Europe’s Cities of the FutureNext articleCoillte Biking Blitz glides back to Limerick Staff Reporterhttp://www.limerickpost.ie Facebook Advance sale of graves could lead to cemetery ‘apartheid’ RELATED ARTICLESMORE FROM AUTHOR WhatsApp Email Limerick Fine Gael Senator Maria ByrneLimerick based Senator Maria Byrne raised the issue of the high costs of motor insurance with her Fine Gael colleague, the Minister for Finance, Paschal Donohoe, TD.Senator Maria Byrne says that while figures from the Central Statistics Office (CSO) released in 2017 showed a 14% drop in the cost of motor insurance, costs still remain high and there is much more work to do to make motor insurance affordable. Senator Byrne said: “While this 14% decrease is encouraging, costs still remain high and there is much more work to do to make motor insurance affordable for people across Ireland.“Fine Gael recognises that it is possible for the State to play a role in helping to stabilise the market and deal with factors contributing to the cost of insurance.  For this reason the Cost of Insurance Working Group was established in 2016.Sign up for the weekly Limerick Post newsletter Sign Up “I welcome the announcement from the Minster of Finance, Minister Donohoe that the fourth quarterly update on the implementation of each of the 71 recommendations contained in the report will be published in the coming days and that work is continuing on the development of an insurance fraud database in the Department of Justice and Equality and an uninsured driving database in the Department of Transport Tourism and Sport.“The government has also approved the General Scheme of a Bill to establish a new National Claims Information Database in the Central Bank that will collect aggregate information linked to claims for private motor business from motor insurers to provide greater transparency on claim trends” She concluded.More about politics here. center_img Print Homelessness is a real worry in Abbeyfeale Advertisement Deputy Tom is fired up for the challenge Linkedin Twitter Sarah’s winning recipe to keep cabin fever at bay Mayor’s driver will earn more than ‘underpaid’ councillorslast_img

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