Employment Laws and Industry Codes of Practice in Malta

 

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June 25, 2013 · 10:01 am

Marketing Effectiveness Audits

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This article is also available here: http://www.business2community.com/marketing/marketing-effectiveness-audits-0684999

Generally, firms dedicate considerable resources on their marketing activities. Businesses’ marketing expenditure is usually devoted to campaigns, propositions, channels and customers. Such discretionary costs could optimise the interaction with customers and improve profitability which maximises the return on marketing investment.  However, the market environment and the chance factors can possibly influence results. Therefore a marketing effectiveness audit can be carried out in order to analyse and interpret all effects of the firms’ marketing functions. Such an audit will feature a roadmap for further improvements.

 

Management and staff have to recognise the primacy of knowing their customers. Are they capable of identifying between different promising segments?  Some managers tend to over concentrate on certain factors and ignore their customers’ philosophy. Certain managers are sales oriented as they strive to sell anything. Others may be driven by cost efficiencies as they place undue emphasis on price as a determinant of demand. Technology-oriented managers leverage their firms’ profile through digital marketing and social media.  However in business; it’s all about people interacting with people. All marketing functions should revolve around the customer needs. Ideally, each employee must meet and exceed the customers’ expectations. Integrated organisations are effective in their total quality management, as they are characterised by effective channels of communication.  Free flowing information must be in place, particularly between different operating divisions. Information communicated by one division may be critical to the operation of another, and may affect the action which will be taken by that division. Two way communication systems must exist all the way up from the lowest to the senior ranks. This sort of flexibility will allow organisations to deliver an excellent customer service. As a result, customers will perceive businesses as caring organisations rather than soulless bureaucracies. Arguably, employees may affect customers’ perceptions of their products or services. Customer satisfaction is everybody’s responsibility. The most successful businesses in the future will be those who offer a total quality, customer service product.

 

Enterprises need to have up-to-date information on their targeted markets. They need to know what customers need and want, all the time. The first step of anticipating customer needs is to watch what is happening. Businesses require timely and specific data relating to their provision of customer service. Marketing plans should be reviewed regularly to reflect the latest consumer attitudes and trends. The plans may need to be revisited to deal with problems and contingencies, should they occur. Relevant resources should be allocated in certain operational areas to carry out marketing activities, successfully. Adequate human resources must be carefully recruited, assigned, trained and nurtured. Employees can be effective only if they are deployed in the right areas. Different marketing strategies necessitate managers with relevant interpersonal skills. Businesses must recognise that various marketing activities must be allocated appropriate finances if they are to achieve the desired results. Checking marketing performance against ‘smart’ targets may involve qualitative assessments and checklists for continuous improvements. Key performance indicators examine customer complaints, customer satisfaction surveys and the like.

This contribution raises awareness about the purpose of marketing effectiveness audits as systematic examinations of the businesses’ marketing activities.  It is important for any organisations to carry out periodic reviews of their modus operandi as objectives and strategies are quickly outdated in today’s turbulent environment. Marketing audits help businesses to sample the effectiveness of their marketing activities; as they indicate the strengths and weaknesses of extant marketing strategies. Such audits will inevitably help to maximise returns on marketing investments by focusing on commercially successful activities and aligning appropriate resources to them. They lead to cost reductions by reallocating marketing investment away from ineffective activity. Audits provide a snapshot of how effective processes and systems are. In addition, the marketing effectiveness audit provides a course of action for further improvement. It creates a prioritised roadmap of activities to improve efficiency and effectiveness of marketing plans.

This contribution was published in the Times of Malta ‘s Business Supplement

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Economic Growth Correlates with Investment in Education

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TimesofMalta.com

Now more than ever, today’s employees need to possess adequate skills and knowledge to enable them to perform a wider range of tasks and functions within their organisational contexts. The labour market has to become flexible and adaptable to the continuously changing market environment. Moreover, the educational institutions’ investments in curriculum development will help to provide incentives for individuals to commit resources to their careers. Many academic studies have shown that economic growth is increasingly correlated to the effectiveness of the countries’ educational policies and their related curriculum development programmes (OECD, 2012). Educators should ensure that their policies, systems and reforms contribute to the supply of well-skilled people for the labour market. Prospective students of continuous professional development programmes and of higher education courses may be new entrants (school leavers), people continuing to expand their existing knowledge and skills in their workplace or job seekers registering for employment. On the other hand, lower social capital investments can impact on a country’s economic growth prospects as well as on its productivity levels and competitiveness. This may translate in serious negative effects for the individual’s well-being as well as for the cohesiveness of society.

For instance, entrepreneurship programmes in post-secondary or tertiary institutions are usually based on multiple-skills approaches. Students who follow such courses acquire key competences in creativity, innovation as they enhance their business acumen. In addition, they usually develop their social skills, particularly if they work in groups. Students can learn how to work collaboratively in a team environment. Educators should try to adopt student-centred approaches, including case studies, active participation in cooperative learning, exercises such as role-playing, debating, and the like. In fact, assessments of entrepreneurship studies may also involve the delivery of a sales pitch and the drawing-up of a business plan. Both of these tasks can be carried out in groups of three or four students. Ideally, students should also demonstrate their written communications skills. They may be required to produce media releases which feature their unique selling proposition(s) to their chosen markets. Such methodologies may possibly entice students’ curiosity and motivation in the subject. In the process, the students will also learn how to work in tandem as they develop their interpersonal skills.

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In a similar vein, successful entrepreneurs also have to work closely with people. Perhaps, it is critical for business owners (including micro-enterprises) to foster great relationships with employees, customers, suppliers, shareholders, investors and more. It goes without saying that some individuals may exhibit higher interpersonal traits than others, but others can learn and improve upon their existing skills. As prospective entrepreneurs, the students are expected to come up with fresh, innovative ideas, and make good decisions in their projects. Arguably, creativity, problem solving and recognising opportunities in the marketplace are some of the specific skills that may be acquired. However, it is important that the students’ decisions are based on relevant market research. The entrepreneurship programme will have to provide practical skills and knowledge to enable the student to produce effective goods or services in a profitable manner. One of the learning outcomes of this subject is to help students to set their goals and to create good plans to achieve them. Afterwards, the students can proceed with the organisation, leadership and implementation of their project. The students’ multi-skills will help them leverage themselves and to achieve a competitive advantage over others.

 

The theoretical aspect of the entrepreneurship studies teaches students how to develop coherent, well thought-through business plans. The students acquire sufficient knowledge of the main functional areas of business (sales, marketing, finance, and operations). In addition, the students are taught how entrepreneurs raise their capital. They will also learn about financial projections and how to determine the break-even point of their projects.

 

Indeed, the entrepreneurship studies focus on developing the students’ potential skills. Throughout such pragmatic educational programmes, the students will have to use their abilities and talents to operate resources or to manage others with a reasonable degree of confidence and motivation.  The students who are successful in their entrepreneurship studies nurture their skills, knowledge and competences. This contribution suggests that multi-skilling approaches in education can bring increased competitiveness and productivity in the labour market.

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EU Commission’s propositions for the financial services sector

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The European Commission has recently published its draft proposals for further transparency and comparability of financial services, as it aims to simplify the process for the switching of accounts among its EU member states. It also wants to enhance accessibility to basic bank accounts – for the benefit of European citizens. The proposed directive posits that all banking service providers should provide their consumers with information document(s) listing their services and they are being obliged to disclose their costs.

The EU Commission maintained that all the financial documentation may be drafted using standardised terminology and formats in order to facilitate comparison across different jurisdictions. In addition, this EU proposal requires that every European member state should have at least one independent price comparison web site which gathers and disseminates all the relevant information (including fees and charges) which may be incurred by customers.

The Commission advocated that its proposal will facilitate the process for customers who may wish to switch their bank accounts. This directive suggests that the financial service providers themselves will have to deal with all the steps involved in the switch. It stipulates that the payment service providers must complete this procedure within 15 days (30 days if customer change their accounts in different EU countries). Interestingly, this service must be provided free of charge.

The EU Commission came up with “legally binding measures on payment accounts”. Arguably, with such a directive, the Commission will strengthen its single market. At the same time, the European consumer will be presented with competitive offers and lower costs for their banking services. It is anticipated that the EU bloc’s financial services industry will benefit from increased mobility of clients (including cross-border), with reduced barriers to entry.

Europa Press Releases

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Contemporary Pedagogical Philosophies

“Education is not preparation for life; education is life itself” (Dewey, 1897).

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Introduction

Education equips individuals with the right skills, substantive knowledge and competences to pursue their own goals. It enables them to become an integral part of the community as fully-fledged, autonomous citizens. In its broadest sense, education is a means of “social continuity of life” (Dewey, 1916:3). Even Plato in ‘the republic’ inquires about morality and the good life. He posits that human beings should be active within their community. The Greek philosopher maintained that every aspect of our life creates ‘harmonious people’. He went on to say that morals and ethics are part of an even balance of wisdom, courage, and restraint.

The main philosophical thoughts and the theoretical underpinnings of education are important social domains which have attracted the interest of many philosophers for thousands of years. For instance, Socrates floated his idea that knowledge is a matter of recollection, not of learning, observation or study (Dillon, 2004). Pertinent literature review suggests that education is a transmission of knowledge. Education fosters enquiry and reasoning skills that are conducive to the development of autonomy (Phillips, 2009). The question of learning and how the educative systems work relate to individual capacities and potentialities. Of course, the processes (and stages) of human development are shaped by many factors. Individuals experience different environmental contexts and settings. Their home country also possesses its own features, which often transcend from norms, traditions and cultures. The institutions of education should adapt their curricula to align themselves to the particular social fabric. Consequentially, the background of students as well as their educational environments (in which they are placed) ought to be carefully considered. For instance, Dewey advocated that human beings should be categorised into classes. He compared individuals to organisms situated in a biological and social environment, where problems are constantly emerging, forcing the individual to reflect and act, and then learn (Reed, and Widger, 2008).

Individuals can improve upon their existing knowledge as they reflect upon their actions, whether they are at school or in their work phase. Students are individuals with their own trails of growth. Teachers and employers are there to guide and facilitate this growth. The educators’ duties and responsibilities are to help in the academic (and non-curriculum) development of students in their learning journey. Dewey’s educational theories suggest that education and learning are social and interactive processes, and thus the school itself is a social institution through which social reform can and should take place (Dewey, 1916). In addition, the author believed that students thrive in an environment where they are allowed to experience and interact with their curriculum.Essentially, Dewey suggested that all students should be given the opportunity to take part in their own learning experience. Apparently, this approach focuses on the needs of students, rather than of all those involved in the educational process. The discourse revolving around student-centred pedagogy was also replicated in subsequent years by Jean Piaget and Lev Vygotsky. This perspective has many implications for the design of courses. In the student-oriented approach, the educator adapts to the pupils’ needs, abilities, interests, and learning styles.

Educators use more than one theory of teaching as they may be capable of wearing different hats with their students. They act as students’ philosophers, advisers, counsellors, motivators, demonstrators, curriculum planners, evaluators and the list goes on. Bloom (1956) has classified three types of objectives: Cognitive, Affective and Psychomotor. Similarly, Tolman (1951) put forth the notion that there are three parts to learning which work together as a gestalt. These are the “significant” goals of behaviour, the “sign” or the signal for action, and “means-end relations” which were internal processes and relationships. The author believed that  learning is an accumulation of these sign gestalts, and that they can be configured into cognitive maps. The input from the environment is on-going, and it influences behaviour, in that it causes certain gestalts to be selected or not. In this sense, learning is unique to each and every individual.

Beyond the notions of behaviourism, constructivism and the relevant theories and styles, the literature review in this field of study suggests that learning is a process of active engagement as an individual and in social contexts. Recently, the latest shift in educational discourse had been the distancing away from the conception of “learner as a sponge” (Maillet and Maisonneuve, 2011) toward an image of learner as an active construct. Although Dewey reminded us that learners were not empty vessels, education in many jurisdictions was usually based on teacher-centred approaches (Cuban, 1993). Evidently, there was an erroneous assumption that if teachers speak clearly and students are motivated, learning will be successful. When the students do not learn, the logic is that they are not paying attention, or they do not care. These conceptions may have been grounded in a theory of learning that focused on behaviour. Behavioural-learning theorists maintained that if teachers acted in a certain manner, students will react in particular ways. Central to this notion of behaviourism was the idea of conditioning, where the individuals are trained to respond to stimuli. Eventually, the “cognitive revolution” in psychology put the mind back into the learning process (Miller, 1956).

Behavioural psychology (based on factual and procedural rules) has given way to cognitive psychology (based on models for making sense of real life experiences (Lesh and Lamon 1992:18). Kandel and Hawkins (1992) maintained that the brain actively seeks new stimuli in the environment from which to learn and that the mind changes through use. Learning changes the structure of the brain (Bransford et al., 2000). Research suggests that young learners from a tender age – make sense of the world by actively creating meaning while they are reading texts. They construct their perceptions of social reality by interacting with their surrounding environment, or simply by talking to their peers. Even if students are quietly observing their teacher, they can be actively engaged in a process of active learning and understanding. This cognitive turn in psychology is often referred to as the constructivist approach to learning.

 

Teaching Philosophies

Overall, a statement of teaching philosophy should provide a personal portrait of the writer’s view of teaching. The narrative description of one’s conception of teaching as well’s as one’s rationale and justification for how one teaches and why, may be expressed in a variety of ways (Lyons, 1998). The overarching question in a statement of teaching philosophy is: Why am I teaching? Other relevant questions which follow are: What are my teaching goals and objectives? What is the student-teacher relationship which I strive to achieve? What behavioural methods will I use? What motivates me to enhance my knowledge about the subject I am teaching? What values do I impart to my students? How do I make sure that I have taught my students successfully? What code of ethics guide me?

One of the hallmarks of a teaching philosophy is its individuality. Ideally, this personal statement should be of a reflective nature in its content. A teaching philosophy is all about a vivid portrait of an educator who is motivated about teaching practices and committed to career advancement. The act of taking time to re-consider one’s goals, actions and vision provides an opportunity for self-development. The main components of teaching philosophies are descriptions of how educators think learning occurs, or how they think they can possibly intervene in their students’ learning process. Of course, educators set goals for their students. They may also decide to plan how to implement them. For some purposes, including a section on one’s personal growth as a teacher is also important for self-development. This reflective component explains how one educator has grown in the teaching profession over the years. It illustrates what challenges exist at present as it identifies what long term goals are projected for the future. Whilst writing this section, the educator revisits one’s concepts and methodologies. This exercise can turn out to be stimulating as the educator revises the old syllabi and the instructional resources. It goes without saying that the educator will need to remain abreast with the latest academic and research findings in his / her field of studies. It is in the educators’ self-interest to communicate and collaborate with their peers. There is scope for lecturers to work together with other colleagues. They are often encouraged to participate in workshops to share knowledge about best practices as well as resources. 

In a similar vein, the teaching philosophy should be communicated to the students as it is in their interest to know what is required from them and why (see Cerbin, 1996). Given this information, students are triggered to engage in a more productive manner in their learning journey. It is also likely that students learn much better and succeed in their course. Some empirical studies have shown that appropriate communication with students helps to increase their retention (Thomas, 2009; Braskamp and Ory, 1994). Nowadays, many educators are implicitly exhibiting their teaching philosophies as these are often evidenced to students through syllabi, assignments, approaches to teaching and learning, classroom environment and student –teacher relationships (Thiessen, 2012) The goal of sharing a statement of teaching philosophy is to value and respect students. One repays a teacher badly if one always remains nothing but a pupil (Nietzsche, 1891).

 

Conclusion

Literature review has revealed that many teachers are following the theories and principles which were discussed here. The theories I have described here have provided me with a good insight to develop and articulate my teaching philosophy. This contribution offers a good opportunity to rethink about your teaching practice. I believe that the best educators are the ones who use and create, adopt (or reject) theories of learning and teaching. These theories and principles are derived from many years of experience and careful inquiry as they are tested in class-room settings, critiqued by colleagues and continuously emerge from empirical findings and theoretical underpinnings.

 

“Education, therefore, must begin with a psychological insight into the child’s capacities, interests, and habits. It must be controlled at every point by reference to these same considerations. These powers, interests, and habits must be continually interpreted – we must know what they mean. They must be translated into terms of their social equivalents – into terms of what they are capable of in the way of social” (Dewey, 1897). 

 

References

Bloom, B.S. (1956) “Taxonomy of educational objectives: the classification of educational goals” Handbook I: Cognitive Domain. New York, Longmans, Green.

Bransford, J., A. Brown, and R. Cocking, eds. (2000) “How people learn: Brain, mind,experience, and school”. Washington, DC: National Academy Press.

Braskamp, L.A., and Ory, J.C. (1994) “Assessing Faculty Work: Enhancing Individual and Institutional Performance”. Jossey-Bass Higher and Adult Education Series. San Francisco.

Cerbin, W. (1996) “Inventing a new genre” The course portfolio at the University of Wisconsin La Crosse. In Making Teaching Community Property: A Menu for Peer Collaboration and Peer Review, ed. P. Hutchings. Washington, DC: American Association of Higher Education.

Cuban, L. (1993) “How teachers taught: Constancy and change in American classrooms 1890–1990”. New York: Teachers College Press.

Dewey, J. (1897) “My Pedagogic Creed”. Url: http://dewey.pragmatism.org/creed.htm accessed on the 25th April 2013.

Dewey, J. (1916) “Democracy and Education: an introduction to the philosophy of education”. Url: http://www.gutenberg.org/files/852/852-h/852-h.htm accessed on the 25th April 2013.

Dewey, J. (1938) “Experience and Education”. Url: http://www.schoolofeducators.com/wp-content/uploads/2011/12/EXPERIENCE-EDUCATION-JOHN-DEWEY.pdf accessed on the 25th April 2013.

Dillon, A (2004) Education in Plato’s Republic Url: http://www.scu.edu/ethics/publications/submitted/dillon/education_plato_republic.html accessed on the 5th May 2013.

Kandel, E.R. and Hawkins, R.D. (1992) “The biological basis of learning and individuality.” Scientific American 267.3, pp.78-86.

Lyons, N. (1998) “With Portfolio in Hand: Validating the New Teacher Professionalism”. Teachers College Press, New York.

Maillet, B. and Maisonneuve, H. (2011) “Long-life learning for medical specialists doctors in Europe”. CME, DPC and qualification. Presse médicale (Paris, France: 1983), 40(4 Pt 1), 357.

Nietzsche (1891) “Decadence, and Regeneration in France (1891-95)” In Forth, C.E. (1993). Journal of the History of Ideas, 54:1 pp97-117.

Phillips, D.C., (2009) “Philosophy of Education”, The Stanford Encyclopedia of Philosophy. Edward N. Zalta (ed.), Url: http://plato.stanford.edu/archives/spr2009/entries/education-philosophy/ accessed on the 2nd May 2013.

Plato. The Republic. 2nd ed. Trans. Desmond Lee (1987) Penguin Books, New York.

Reed, D.  and Widger, D. (2008) “Democracy and Education” by John Dewey. Url: http://www.gutenberg.org/files/852/852-h/852-h.htm accessed on the 4th May 2013.

Thiessen, D. (2012)”Classroom-based teacher.” Early Professional Development for Teachers 317.

Thomas, L. (2009) “Improving student retention in higher education”. AUR, 9.

Tolman, E. C. (1951) “Behaviour and psychological man: essays in motivation and learning”. Berkeley, Univ. of California Press.

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EU pledges financial support to SMEs

No longer are smaller businesses considered as reactive and peripheral forces in terms of innovation, employment and productivity.SMEs prevail in their contribution to the GDP of the world economies. The countries with a high percentage of SMEs tend to exhibit a relatively equal distribution of income. Therefore, SMEs may cause higher social stability in their local environmental setting. There are more than ninety-nine per cent of all businesses worldwide which are SMEs with less than 250 members of staff. Within the European Union there are more than 19 million SMEs, which provide employment for more than 74 million citizens. In aggregate, they are providing two out of three of the private sector jobs of the EU labour market. What might possibly be even more intriguing is that nine out of ten SMEs are actually micro-enterprises with less than 10 employees.

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It may be argued that SMEs are the true back-bone of the European economy, as they are responsible for wealth and economic growth, along with their key role in innovation, research and development. The perceived importance of SMEs in Europe is reiterated at the political level as well. For instance, in a recent communication, the European Union’s Enterprise and Industry Division has reiterated the importance of improving access to finance for SMEs. It is hoped that the small and medium sized enterprises (SMEs) will drive the recovery in Europe. On the 2nd May the European Commission / European Investment Bank (EIB) joint report maintained that their support for SMEs has reached €13 billion in 2012. In addition, the Commission-funded guarantees have helped to mobilise loans worth more than €13 billion, boosting nearly 220,000 small businesses across Europe. This latest report covers the results of the current funding schemes as well as the new generation of financial instruments for SMEs. It transpired that the financial resources for SMEs were significantly enhanced through the €10 billion increase in the EIB’s capital.

During a meeting of the SME Finance Forum, on the eve of an Informal Competitiveness Council on the 2nd and 3rd of May in Dublin, the European Commission launched a new single online portal on all EU financial instruments (for SMEs) and an information guide to promote SMEs’ stock listings. The Commissioner for Industry and Entrepreneurship held that access to finance of SMEs remains difficult and it is still one of the main reasons for the current economic downturn. Therefore, EU authorities will boost loan guarantees to SMEs under the new COSME programme (as from 2014). Every euro dedicated to guarantees will possibly have the power to stimulate 30 euros in bank loans.  Almost 220,000 SMEs profited from the Commission’s Competitiveness and Innovation Framework Programme (CIP) programme. CIP was able to stimulate more than €15 billion of financing for SMEs, so far. With a budget of €1.1 billion (CIP) has helped to mobilise over €13 billion of loans and €2.3 billion of venture capital for SMEs across Europe. Under its SME guarantee facility, CIP has helped nearly 220,000 SMEs to access loans. These loan guarantees are used where the individual entrepreneur or the small enterprises do not have sufficient collateral. In many cases, banks will not provide them with a loan (debt financing).

More than 90% of the beneficiaries of loan guarantees are micro-enterprises, with less than 10 employees. Such enterprises struggle to raise their capital. They find themselves in an equity gap, where it is very difficult to acquire finance to operate efficiently. Although banks are key providers of finance for most small firms through the provision of loans, unsecured bank finance is very limited. Therefore, the SMEs’s growth into viable investment opportunities may be severely restricted. Cashflow-based lending is relatively rare and growing businesses rarely have unused security available. Despite the changing debt market, one of the main reasons why small businesses fail to get the debt finance they need; is their inability to provide adequate collateral. Even small businesses with high growth potential can experience difficulty in raising relatively modest amounts of risk capital, which is inevitably required to fund their ambitions for growth. Moreover, the external forces and potential threats in the business environment may impact harder on the small businesses than on the larger corporations. For instance, changes in government regulations, tax laws, labour legislation and interest rates may usually affect a greater percentage of expenses for the smaller businesses than they do for their larger counterparts.

Europe is responding to the contentious issues facing SMEs by providing a mix of flexible financial instruments under programmes such as the Competitiveness and Innovation Framework Programme (CIP), Progress Microfinance, the Risk Sharing Instrument (FP7), EIB loans and Structural Funds.

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Leveraging Organisational Performance through ‘Shared Value’ Propositions

Many successful businesses are forging strategic alliances in their value chain in order to run their businesses profitably. They also promote the right conditions of employment, where they can. Arguably, several businesses are doing well by doing good as they create shared value opportunities in their supply chain. At the same time, they are instrumental in improving the lives of their suppliers. They do this as they want to enhance the quality and attributes of their products, which are ultimately delivered to customers and end consumers.

Nestlé, Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart are some of the multinational organisations who have somewhat embraced the ‘shared value’ approach. These successful global businesses have shown that they are capable of creating value for shareholders as well as for society in general. In many cases they are building partnership and collaborative agreements with external stakeholders (including suppliers) hailing from different markets. Evidently, these businesses are reconceiving their products as they are taking a broad view of their purchasing and procurement and on production activities. Several multi-national organisations are looking beyond their short-term profits for shareholders. They are also looking after their other marketplace stakeholders. Many multinational organisations are redefining productivity in the value chain and enabling local cluster developments to mitigate risks, boost productivity and competitiveness.

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Two Case Studies:

#1 Nestlé

Nestlé’s business principles incorporate the 10 United Nations Global Compact Principles on human rights, labour, the environment and corruption. It transpires that Nestlé is an active member of the Compact’s Working Groups and Initiatives. ‘Creating shared value’ has become an integral strategy of how Nestlé does its business. In a nutshell, this approach is focusing on stakeholder engagement as well as environmental sustainability. Nestlé maintains that it complies with international regulatory laws and acceptable codes of conduct, as it improves its company’s operations. Yet, at the same time it is nurturing its suppliers’ (the farmers’ in the developing countries) talents. Nestlé has revisited its numerous processes and its value chain activities. Each stage of the production process, from the supply chain to transforming resources adds value to the overall end product, for the benefit of the company itself. Nestlé sources its materials from thousands of farms; many of them are situated in poorer rural regions of the world. Nestlé provide training to their supplies  in order to encourage sustainable production whilst protecting their procurement, standards and quality of their raw materials. This brings positive, long-term impacts on the local economy. At the same time, the suppliers are running profitable farms, as they are offering their children a better education. Moreover, both Nestlé and the suppliers are committed to protecting their natural environmental resources for their long term sustainability. In their corporate site, Nestlé indicate that their key performance indicators for responsible sourcing include;

  • 89.5% of Nestlé‘s suppliers comply with the brand’s Supplier Code.
  • Nestlé’s sources 11% of its cocoa through the Nestlé Cocoa Plan, where they have trained more than 27,000 farmers and distributed more than 1,000,000 high-yield, disease-resistant cocoa plantlets.
  • Nestlé helped 14 cocoa cooperatives achieve UTZ or Fair Trade certification.
  • Nestlé purchased 133,000 tonnes of green coffee through Farmer Connect, trained more than 48,000 farmers and distributed 12 million coffee plantlets in 2012.
  • 80% of the palm oil that Nestlé purchased this year was RSPO compliant, out of which about 13% was traceable RSPO certified oil and 67% had GreenPalm certificates.
  • More than 8,000 farmers joined the Nespresso AAA Sustainable Quality™ Program in 2012 and we’ve sourced 68% of Nespresso coffee through the AAA Sustainable Quality™ Program.

#2 The Intercontinental Hotel Group

The Intercontinental Hotel Group (IHG) reaffirm that they are successful in identifying innovative opportunities within the environment as they foster closer collaboration with the community. IHG have aligned their CSR report with the Global Reporting Initiative Scorecard. The hotel chain claims that it is envisaging reductions in energy consumption of up to 10% over the next three years. IHG plans to achieve this target by using an online sustainability tool named, ‘Green Engage. IHG suggests that this tool has helped them in measuring and monitoring energy, water and waste management. The international hospitality chain prides itself of a dedicated web page entitled Corporate Responsibility Report which outlines innovation, collaboration, environmental sustainability and sustainable communities. These laudable initiatives deliver education programs to employees, diversity initiatives, and environmental protection among others issues.  According to IHG, their key ‘Green Engage’ achievements in 2012 were the following;

  • Exceeded their three-year target (2010-2012) to reduce energy per available room by between 6 and 10% in our managed and owned estate with a reduction of 11.7%
  • 50% of IHGs’ hotels (2,250 based on January 2012 hotel figures) have used Green Engage as at 14 January 2013.
  • Reduced their carbon footprint in IHG owned and managed hotels by 19% per occupied room in a year
  • Achieved an absolute reduction in global carbon footprint in IHG hotels and corporate offices by 76,000 metric tonnes in a year
  • Launched a carbon calculator within IHG Green Engage using the industry approved carbon measurement methodology
  • Launched a Green Meeting checklist for IHG hotels
  • Developed further new features within IHG Green Engage such as multi-unit reporting and a water benchmark.

Evidently, many multinational organisations have taken on board Porter and Kramer’s latest notion, “creating shared value” as they work hard to ensure a sustainable and high quality supply of their raw materials. Some of these latest corporate responsibility developments are focusing on training of suppliers, improving social conditions, buying from cooperatives and paying premiums, and working with certification programmes (such as FairTradeEcolabels et cetera). Of course, all these initiatives create value through the supply chain, particularly for the smaller businesses and sole traders. Effective communication with stakeholders is a very important element of responsible business behaviour. This contribution suggests that through stakeholder engagement, businesses are identifying emerging issues, shape their responses and continue to drive improvements in their financial performance.

This contribution was published in the TimesofMalta.com:

http://www.timesofmalta.com/articles/view/20130523/business-comment/Leveraging-organisational-performance-through-shared-value-propositions.470940

Similar contributions:

http://www.timesofmalta.com/articles/view/20130124/business-comment/Creating-shared-value-for-long-term-sustainability.454548

Additional Links:

Blogs about ‘Shared Value’

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CSR: new disclosure and reporting obligations for listed organisations | EurActiv

Commission accuses companies of ‘group think’, demands social responsibility | EurActiv.

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Existing Policies on Tourism and Sustainable Development in the Maltese context

Tourism is an economic activity capable of generating growth and employment whilst contributing to economic development and social integration.  The EU tourism industry generates more than 4% of the EU’s GDP, varying from 2% (in some EU states) to 12% in Malta. When related sectors are taken into account, the estimated contribution of tourism to GDP creation is much higher. In recent years, employment growth within this sector has been significantly higher than others in the economy. The tourism and hospitality industries are particularly important when it comes to offering career opportunities to young people, who represent twice as much of the labour force than in other areas of the economy.

 

Malta drew up a strategy for sustainable development in the aftermath of the United Nations Conference on Environment and Development, which was held in 1992. The governments of almost all nations committed themselves to adopt a sustainable strategy so as to build upon and harmonise the various sectors’ economic, social and environmental policies. The basic goal of such a strategy was to ensure socially responsible economic development whilst protecting the resource base and the environment for the benefit of future generations. In September 2000, some 150 Heads of States, including the Maltese counterpart signed the Millennium Declaration. They reaffirmed their support to the principles of sustainable development and Agenda 21. They also agreed on the Millennium Development Goals, including the need to integrate the principles of sustainable development into country policies and programmes and reverse the loss of environmental resources.

 

The Tourism Policies (Malta Tourism Policies, 2008-2011; 2012-2016) and the National Environment Policy Draft (NEPD) for Consultation issued through the Office of the Prime Minister (2011) attempt to address the issues of sustainable development in the Maltese context. The NEPD covers potential areas of contention such as the construction of the buildings of tourism establishments, environmental protection, environmental stewardship and public participation in the environmental issues. This policy ensures that the construction of tourism development should be sustainable and should not harm sensitive ecological habitats. Similarly, it has been suggested that there should be no degradation of historical-cultural resources. NEPD sought to encourage the general public to actively participate in environmental management and to take action on environmental issues. There was a growing recognition that the concept of environmental stewardship had to be universal, and not just limited to the public sector or non-governmental organisations. The empowerment of citizens to take responsibility for the environment was the focus of the Aarhus Convention (1998), which Malta has also signed and ratified. Malta has also transposed the two EU directives related to the Aarhus Convention on access to information and public participation into its national legislation. Interestingly, Malta is fully compliant with the EU Directives relating to public participation, although there is the potential to refine its current practices. Malta’s environmental policy’s strategy rests on the following 5 pillars of sustainability:

 

· “Providing easily-accessible information about the state of the environment;

· Educating citizens, the private sector, local government and policy and decision-makers, about the environment;

· Providing information to consumers about the environmental impacts of products, services and activities through eco-labelling;

· Working with stakeholders, encouraging and supporting the role of the voluntary sector, particularly environmental non-governmental organisations, in environmental protection;

· Encouraging local government to take a stronger role in environmental protection” (Malta’s National Environment Policy Draft, 2011).

 

Moreover, the tourism policies (2008-2011; 2012-2016) encourage the provision of training which is highly required for young people and those who are willing to work in the tourism sectors. The tourism studies lead to the delivery of a quality service and hence to the industry’s competitiveness. The investment in human resources at all levels is deemed essential towards improving the tourism product. The ‘new’ tourism policy (covering the period 2012-2016) addresses the shortcomings of appropriate skills and  knowledge which are highly demanded and valued by the hospitality sector. The tourism stakeholders want to ensure that training is available for all those who want to work in the industry. The training structures must continuously improve the quality assurance and standards of training. They must ensure that such training is in line with the requirements of the industry; in terms of availability and accessibility of courses. Training the future’s human resources is the key to delivering a positive experience to Malta’s prospective visitors. The policy suggests that training is already being delivered by specialised personnel (at the Institute of Tourism Studies and through MTA’s Tourism Training and HR Development Department) capable of meeting the needs of the industry. In addition, the policy does not exclude the possibility of private training enterprises which may deliver recognised qualifications from accredited overseas institutions. Lifelong learning opportunities are being provided for those interested to start or to continue working in the tourism sector. Following Malta’s EU membership in 2004, the ministry for tourism has made good use of the European Social Funds (ESF), which together with national funds, has successfully co-funded such training initiatives.

 

The Maltese tourism policy (2012-2016) strives to address the contentious issues about middle-aged unemployment and female workforce participation in the labour market. According to this policy, it is crucial to minimise staff turnover. It encourages staff retention, particularly female employees. This can only be achieved if and when the necessary support structures and work patterns are available and accepted. The national action plan (Ministry for Tourism and Culture, 2012) presents the necessary guidelines to encourage such improved work practices, which are to be taken up by the private sector. The Maltese government’s objective in the tourism sector is to have the right environment which leads to the creation of more and better jobs, as specified in the National Action Plan for Employment (see Ministry for Tourism and Culture, 2012).

Tourism and Sustainable Development Policies in Malta

Malta Tourism Authority

Tourism and Sustainable Development Unit, Ministry for Tourism in Malta

Institution of Tourism Studies

Draft National Environment Policy, Malta

A look inside Malta’s new, national environment policy

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Student Centred Approaches in Higher Educational Settings

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“One repays a teacher badly if one always remains nothing but a pupil.” Nietzsche (1891).

Traditionally, the teacher-centred learning involved the instructor’s active role, whereas the students exhibited a passive, receptive role. Of course, the student-centred learning has many implications for the design of the courses. In this perspective; within the student-oriented approach, the educator adapts to the pupils’ needs, abilities, interests, and learning styles. Handelsman et al. (2004) held that there is sufficient evidence that supplementing or replacing lectures with active learning strategies and engaging students in discovery and scientific process improves their learning and knowledge retention. Many educators are adopting a broad spectrum of the student-centred approaches, which include: Active Learning (Bonwell and Eison, 1991), Collaborative Learning (Bruffee, 1984), Inquiry-based Learning, Cooperative Learning (Johnson, Johnson and Smith, 1991), Problem-based Learning, Peer Led Team Learning (Tien, Roth, and Kampmeier, 2001), Team-based Learning (Michaelson, Knight and Fink, 2004), Peer Instruction (Mazur, 1997) among other methodologies.

As a proponent of active learning I suggest that exercises such as role-playing, debating, student engagement in case studies, active participation in cooperative learning and the like, may be used to create a context of material, where learners work collaboratively. Needless to say, the degree of the teacher’s involvement while the students are being “active” may vary according to the specific task and its context in a teaching unit (Bonwell and Eison, 1991). Examples of “active learning” activities include:

A collaborative learning group: Students are assigned in groups of 3-6 people and they are expected to work together, in tandem in a particular assignment. They are usually requested to answer a question to present to the class or to produce a project. A student debate: Students are urged to participate in activities by giving them the opportunity to express their views and opinions in verbal presentations. Debates will allow the students to take a position and collect information to substantiate their views and explain them to others. Class discussion are usually much more effective in smaller class settings. This educational setting allows the instructor to act as a moderator as s/he can guide the students’ learning experience, and foster the right environment. The students are requested  to critically reflect on the subject matter and use rationality to evaluate their peers’ positions. They are expected to discuss about any topic, in a constructive and objective manner. A discussion may be used as a follow-up activity when the lecture has already been delivered. Similarly, a think-pair-share activity is used when students are encouraged to reflect about the previous lesson. They are expected to discuss with one or more of their peers. Finally they are invited to share their concerns with the class as part of a formal discussion. The instructor is responsible to clarify any misunderstandings. In this case, the learners need a background of the subject to identify and relate what they know to others. Students need to prepared with sound instruction before expecting them to discuss any subject matter on their own.

A class game is a very innovative way to learn, as it provides an opportunity for students’ to review the course material. It also helps the them to enjoy the subject in creative ways. Different games may possibly include; jeopardy and crossword puzzles which keep the students’ minds going. Videos: It transpires that relevant video clips support students in their understanding. It is important that the video relates to the specific topic that students are covering at the particular point in time. The lecturer may possibly include a few questions before you start the video so to engage the students to pay attention to the video. After the video is complete, the students may be divided into groups in order to discuss what they learned. They may also be requested to write a review or points about the video clip or movie.

Evidently, it is up to the instructors to determine the educational goals and objectives. They have to analyse the environment in which they operate, identify the factors which may constrain their approaches, and choose any curricular model and methods that suit to their students. A diversity of approaches and varying methods are to be encouraged. This contribution suggests that a strategy that promotes a student-centred learning is likely to be very effective. Yet, I believe that there is a need for a fair evaluation of the students’ background before any approach can be considered to produce better results than others. The teacher’s duty and responsibility has inevitably changed to a  facilitator of learning. The learner-centred approach suggests that the students are the responsible participants in their own learning  journey.  Such a strategy puts the student at the very centre of the educator’s realms.

References:

Bonwell, C.C. and Eison, J.A. (1991) “Active Learning: Creating Excitement in the Classroom. ERIC Digest”, ASHE-ERIC Higher Education Reports, The George Washington University.

Bruffee, K.A. (1984) “Collaborative Learning and the” Conversation of Mankind”, College English 46.7: pp635-652.

Handelsman, J. et al. (2004) “Scientific teaching”, Science 304.5670: pp521-522.

Johnson, D.W., Johnson, R.T. and Smith, K.A. (1991) “Active learning”, Interaction Book Company.

Mazur, E. and Hilborn, R.C. (1997) “Peer instruction: A user’s manual”, Physics Today 50: 68.

Michaelson, L., Knight A., and Fink, L., (2004) “Team- based learning: A transformative use of small groups in  college teaching”, Sterling, VA: Stylus.

Nietzsche (1891) “Decadence, and Regeneration in France (1891-95)” In Forth, C.E. ( 1993) Journal of the History of Ideas, 54:1 pp97-117.

Tien, L.T., Roth, V. and Kampmeier, J.A (2002) “Implementation of a peer‐led team learning instructional approach in an undergraduate organic chemistry course”, Journal of research in science teaching 39.7: pp606-632.

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