Nation Branding

Attachment & Pride Nation Branding

By SIMON ANHOLT

Attracting Talent is Not Just About Companies

A powerful, positive national image makes it relatively cheap and easy to attract immigrants, tourists, investors, talent, and positive media coverage, and to export products, services, ideas and culture. A weak or negative image usually means spending more to achieve less.

SOMEONE ONCE SAID

As the financier J.P. Morgan famously observed, “A man always buys something for two reasons: a good reason and the real reason”. Skilled and unskilled immigrant workers, students, academics, and high net worth individuals and their advisors tend for obvious reasons to focus on the ‘good reasons’ for choosing their new domicile, but, as analysts have increasingly come to recognize, the ‘real reasons’ – what are sometimes misleadingly referred to as ‘soft factors’ – are often the determining factors in the equation.

MOBILE POPULATION

AND COUNTRY DESTINATION

From the viewpoint of the world’s increasingly mobile professional population, the image and reputation of a destination country is one of the ‘real reasons’ why one place is preferred over another.

SUCCESS IS LIKE HONEY

If the country is successful in attracting significant numbers of immigrants, especially if they are prominent, highly skilled or particularly wealthy, this will play a part in altering the image of the country itself. This effect is very similar to what in the commercial sector is known as ‘co-branding’: the combination of the incoming residents’ own image, the image of their country of origin, and the image of their new country of choice, will bring about changes to the image of each.

STEREOTYPES STILL EXIST

In the busy and crowded global marketplace, most people don’t have time to learn about what other places or their populations are really like. We make do with summaries for the vast majority of people and places and only start to expand and refine these impressions when for some reason we acquire a particular interest in them. When you haven’t got time to read a book, you judge it by its cover. These clichés and stereotypes fundamentally affect our behavior towards other places and their people and products. So all responsible governments need to measure and monitor the world’s perception of their nation, and to develop a strategy for managing it.

THE NATIONAL REPUTATION CAN BE CHANGE The countries are judged by what they do, not by what they say, as they have always been; yet the notion that a country can simply advertise its way into a better reputation has proved to be a pernicious and surprisingly resilient one. The message is clear: if a country is serious about enhancing its international image, it should concentrate on the ‘product’ rather than chase after the chimera of ‘branding’. There

Individual countries

by Katherine Olson

Canada Occupying the top spot on the Country Brand Index, Canada boasts a world-renown brand and represents, for nearly 26,000 of those surveyed (and likely many more), an ideal work-life balance. Michele McKenzie, president and CEO of the Canadian Tourism Commission, attributes Canada’s second year in the number one place to the fact that “our country actively and consistently manages its country brand to constantly improve performance.” Germany Jochen Wolter, the press attaché of the Consulate GeneralUnited Nations views Germany as, quite simply, “a nice country to live in!” Wolter credits the nation’s business appeal, and its spot at number eight on the brand index, to three factors : 1) a stable economy, 2) efficient infrastructure, and 3) its developed education system. Germany, weighing in at eighth place on the Country Brand Index, maintains an economy comparably stable to other nations’ in Western Europe. “We came out of the financial crisis much better than many people expected,” says Wolter. The country’s reputation as an efficient, organized place is, he says, a deserved one, and a benefit to workers and businesses “organized, this is always what we hear about Germany."

Switzerland According to Caroline Blaser of the Switzerland Trade and Investment promotion, Consulate General, who helps North American companies plan or maintain operations in Switzerland, top reasons for choosing Switzerland are outlines as follows “high quality of life; geographically located in the heart of Europe; a diverse, multi-lingual and highly educated workforce; excellent infrastructure and easy access to public transportation; business-friendly and liberal labor laws; globally competitive, and politically stable.”

Denmark Merete Juhl, director of Invest in Denmark, a part of the country’s Ministry of Foreign Affairs that assists foreign companies, sees links between the country’s branding and its appeal to foreign workers and companies. Denmark is particularly interested in bringing over Cleantech companies. Explains Juhl, “we focus our branding efforts

are no shortcuts. Only a consistent, coordinated and unbroken stream of useful, noticeable, world-class, and, above all, relevant ideas, products and policies can, gradually, enhance the reputation of the country that produces them.

SECTORAL PROMOTION

Of course, sectoral promotion is a different matter, and much confusion is created by the conflation of sectoral promotion with national image. The confusion isn’t helped by the fact that people who are responsible for marketing places as investment, study or tourism destinations often describe their work as ‘branding’. However, the distinction is really quite clear: when you’re selling a product or service (such as holidays, investment opportunities, exported goods or even – at a stretch – culture) then of course advertising and marketing are legitimate and necessary. Your competitors are doing it, and consumers accept it: the underlying message (“Buy this, it’s good”) is fundamentally honest and straightforward. Nation ‘branding’, on the other hand, has nothing to sell, and the underlying message (“Please change your mind about my country”) is government propaganda, which investors and most other people rightly ignore. Nations are not a fizzy drinks or running shoes, and nations need to earn their reputations, slowly and patiently, through their policies, their investments, their innovations, their people, their culture, their companies, their tourism, and, above all, their contribution to humanity. •

Comparing country branding

campaigns.The central creative concept of the Chile’s campaign is "Chile is good for you" according to the executive director of the Fundación Imagen de Chile, Juan Gabriel Valdes. It's a substantially traditional campaign showing the advantages of the country both landscape and products wise. On the other hand, the strategy adopted by Finland is a brave and against-the-tide campaign, that, playing with words, pushes the public to rummage in their memory and confront stereotypes. 01, 02, 03, 04 Courtesy of Fundación Imagen de Chile. 01 Courtesy of Visit Finland

Would you like to live and work in this country?

(Sample: 26.000 people in 26 countries, Source: Anholt-GfK Roper Nation Brands Index, 2011©)

on strongholds where we know that Denmark has something unique to offer. Those are Life Science, Cleantech and Information and Communications Technology (ICT). For instance, Denmark is a global Cleantech hotspot, where sustainable development goes hand in hand with increasing consumption and economic growth. Additionally, our government has a very ambitious plan of being completely independent of fossil fuels by 2050.”

Japan According to Masaki Fujihara, Director of Business Development for the Japan External Trade Organization (JETRO) in New York, “the rapid reconstruction in the areas devastated by the earthquake and tsunami and the fast recovery of damaged supply chains shows Japan's high capability of maintaining established infrastructure.” Other qualities include innovation, which is often exemplified through technology advances. “Japanese SMEs launch innovative products into the market. Japan has the highest expenditure on R&D as a percentage of the GDP among the advanced nations.” Another coveted quality – loyalty – is also prized. Australia Lea Seaton, the media relations manager for Australia’s national tourism organization, explains that Australia has a long-term growth plan, which is intended to double Australia’s overnight tourism expenditure. “Within this we have key strategies focusing on individual key markets such as China,” explains Seaton. “We are working on a similar plan for India, which is expected to be unveiled next year. The markets are selected according to their expected contribution, in terms of tourism value and visitor numbers, to the overall 2020 Plan.” 01 Canada 02 United States 03 Australia 04 United Kingdom 05 Italy 06 France 07 Switzerland 08 Germany 09 Sweden 10 Spain 11 New Zealand 12 Holland 13 Scotland 14 Austria 15 Denmark 16 Ireland 17 Japan 18 Finland 19 Belgium 20 Luxembourg

Communication Best Work Style Award 2012

Our Selection 2012

The journey towards Best Work Style 2012 began at last year's Work Style Talking in Milan, where 150 professionals from a wide range of fields discussed working identity and changes in the workplace.

By LUCA BRUNONI

WS Talking helped us define a concept of “Best Work Style” based upon five carefully balanced criteria: identity, emotion, architecture, environment, and organization. In particular, it encouraged us to stress that employees value highly an environment where their personal identity is respected, and can be expressed. The Best Work Style Award was born out of our belief that excellence and commitment to positive values deserve recognition. We are pleased to announce 2012’s ten Best Work Style companies (selected from a large number of international candidates), as well as the two winners for the categories Large and Medium/ Small categories.

LARGE WINNER: PATAGONIA

“We consider our stockholders to be planet earth” says Yvon Chouinard, Founder of Patagonia, “and that leads to a different way of looking at business.” Patagonia’s mission is to build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis; for this purpose, it makes sure to hire collaborators that share the same values and beliefs. Out of “900 applications for every open position”, Chouinard says, the company looks for people who demonstrate commitment to its cause and that inspire confidence. “We hire very independent and self motivated people, and then leave them alone; as long as they get the job done, they can go surfing in the middle of the day.” From an emotional point of view, the belief in a larger purpose than product quality is fundamental; employees are aware of their contribution in developing a sustainable business model. As a result, employees’ identity and company identity are brought closer together. This awareness is also the glue linking people in a company that values personal identity highly “all the people that are working here” says Chouinard “are extremely individualistic … we cannot have a top down management system, everything must be done with consensus.” Thanks to its focus on people, Patagonia has grown in harmony with its core values. “If you are a big corporation” says Chouinard, “and you want to start having open offices and a ‘let my people go surfing policy’, you can’t do it overnight … it has to start with who you hire.”

MEDIUM/SMALL WINNER: RE-BAG Re-Bag supplies businesses with re-usable bags, packaging and accessories

Top Ten Companies in alphabetical order

ConTe.it

• Italy, Rome • Insurance • 500 employees • Launched in 2008

Ecotraining

• South Africa, Nelspruit • Sustainable tourism and training • 33 employees • Founded in 1993

Elica

• Italy, Fabriano • Kitchen hoods designer and manufacturer • 2.300 employees • Founded in 1970

Ericsson AG

• Switzerland, Bern • Supplier for network operators and service providers • 150 employees • Founded in 1964

Frøs Herreds Sparekasse

• Denmark, Rødding • Financial services • 133 employees • Founded in 1872

Management Centre Türkiye

• Turkey, Istanbul • Consultancy • 34 employees • Founded in 1992

Patagonia

• United States, Ventura (California) • Outdoor clothing and gear • 1,300 employees • Founded in 1973

Pini Associati

• Switzerland, Lugano • Engineering • 95 employees • Founded in 1950

Re-bag

• Denmark, Copenhagen • Re-usable shopping bags and pack • 20 employees • Founded in 1998

Société Ricard

• France, Marseille • Wines and spirits • 300 employees • Founded in 1932 Criteria Identity. A BWS Company is sensible to its employees’ need to preserve their identity, and of the way it dialogues with the outer company/brand identity. Emotion. The employees of a BWSC work in a positive environment, feel that they are important and that they have room for development, and are encouraged to build boundaries between work and private life. Architecture. A BWSC structures its workplace focusing on the creation of an excellent atmosphere, and takes into account how space relates with hierarchy, emotion and identity. Environment. A BWSC takes environmental issues to heart and gives them the highest priority, both by creating and supporting initiatives and by adopting green policies at all levels of business. Organization. A BWSC is not afraid to break new grounds in order to strike a balance between productivity and respecting the needs of the employees.

made from alternative materials. The company’s model is being environmentally friendly, and through their products they hope to help their clients make a step in the same direction. “Our identity and brand image is the direct result of our concept” says Mette Vinding, Re-bag’s CSR and Marketing Manager. “Our employees feel a connection with both our products and the spirit behind them.” Re-bag’s working environment fosters the familiar atmosphere that can be the strength of a small company with few employees “we wanted a space that was comfortable, warm, and had a raw simplicity connecting it to our Scandinavian roots. Everybody feels encouraged to share their opinion and their good ideas.” The theme of re-using is reflected in Re-bag’s workplace as well, where discarded wood found behind a sawmill was used to build the walls around a kitchen. “The idea it communicates is that things can have a second life and that you can be proud of them and their history.” As Re-bag’s business grows, so does its ambition to make a difference on an environmental level “Re-bag has obtained certificates from Climate Care, FairTrade, PSV (Plastica Seconda Vitae) and it, is negotiating for the EU Ecolabel, and is developing an “Environmental assessment model” in collaboration with the Danish Science Council.”

ROAD TO BEST WORK STYLE 2013 Next year, Work Style Magazine will organize the second edition of the Best Work Style Award. We wish to sincerely thank all past and future participants for helping us along our journey. •

Patagonia grew out of a small company that made tools for climbers. Alpinism remains at the heart of a worldwide business that still makes clothes for climbing – as well as for skiing, snowboarding, surfing, fly fishing, paddling and trail running. These are all silent sports. Their mission is “build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.” 01 Fitting products (Photo T. Davis®, Patagonia 2011) 02 A vivid memory from the past (Courtesy of Patagonia)

The company was established in 1998 in Copenhagen. Since then, the company has expanded and Re-bag® now has agents in several countries selling bags and other accessories to leading brands. Re-bag combines environmental awareness, low cost and high marketing effect by providing re-usable shopping bags at very reasonable prices (often lower than a good quality paper bag). 03 Showing products 04 Kitchen area (Courtesy of Re-Bag)

Internal Communication Teleconference

By NIGEL PHILLIPS

Death of a (Traveling) Salesman

International travel used to be one of the best perks in certain jobs. Flying (particularly on a business class ticket) was fun, relaxing and almost romantic. In leaner times, companies are increasingly downgrading even their most senior employees to economy class, and airlines have found inventive ways to turn international travel into a misery.

Teleconferencing once meant using telephones to communicate in business settings, but the internet has increased options and many teleconferencing systems now allow instant communication as well as the sharing of ideas on virtual boards.

TRAVEL IS PROBLEMATIC

Human Productivity Lab and Brockman & Company regularly produce the "InterCompany Telepresence & Video Conferencing Handbook", the latest edition of which estimated that currently businesses conduct seven times more meetings in face-to-face scenarios, than using telepresence services. There are several reasons for this, including a strong cultural belief that nothing cements strong working relationships like meeting in the flesh, but also some considerable technical and operational hurdles.

COST CUTTER

The point of video conferencing is to reduce company costs and increase productivity, but setting up networks can be hard work. Security is a big issue and the policies of the least secure participants will tend to become the security policy for all, so network integration becomes increasingly fraught and huge attention needs to be paid to interfacing technologies, so as not to compromise network integrity. One blue-chip company, as part of an internal "culture adjustment" program, sent their sales team hotel soaps and complimentary peanuts to make up for the small losses they would incur, but also literature highlighting the benefits of video conferencing: less time in security queues at airports and more time spent with the family and working efficiently. What if you can't afford this kind of outlay? Telepresence suites are available, like the tie-up between Cisco and AT&T at Grosvenor House and the Marriott Hotel in London. They offer a professional "pay as you go" service. The good news, however, is that the future of telepresence systems, like the future of so much technology, is in the area of 'apps'.

SKYPE: THE PIONEER

Rod Bailey, CEO of ExecutiveSurf, tells an interesting anecdote "we worked for one client and carried out the first screen, including an English test, over the phone. It turns out when we spoke English we were actually talking to someone else. When it came to the Skype interview and the inevitable English question, we saw his hand move to the mouse and all connection was lost. We got hold of him ten days later and he had found another role, but Skype had saved us the plane fare from Spain to London." The MIT Media Lab has worked out how to use a Microsoft Kinect device to detect depth and make Skype conferencing more interactive and useful. Teleconferencers can blur out the screen, except for the speaker, which is helpful if you're not in an office, but at home or in a coffee shop. You can even freezeframe yourself if you want to appear on screen, but go to buy a coffee. Bailey agrees new developments will move teleconferencing on in leaps and bounds and that the figure of seven to one in terms of meetings may well be reversed when it comes to international business. Skype has just joined with Panasonic to put Skype on Panasonic's 2010 VIERA CAST-enabled HDTVs and provide crisp video calls, TV-to-TV or PC-to-TV. These new televisions have a built-in USB hub, so a webcam can be plugged in, with a special microphone system that easily picks up sound from couch distance. As the iPad tries to become the ubiquitous tool for those in business, its camera must provide potential options for relatively simple, highend, inter-company teleconferencing.

TELECONFERENCING V2.0

One of the first such apps is Idea Flight, developed by publisher Condé Nast, which enables a presenter to run a presentation from an iPad, with up to 14 other iPads, following it through the same wifi network (three via Bluetooth). It is not yet big enough for large conferences, but it, or something similar, will inevitably be scaled up very soon. The Idea Flight app is free for the "passengers" and costs the presenter only a few Euros. It has a smart feature which integrates with LinkedIn profiles, so attendees can all exchange their professional details, without the need to hand over business cards. Telecom’s company, Polycom, has just launched an enterprise grade HD video application for the iPad, the Motorola Xoom and the Samsung Galaxy Tab. Surendra Arora, VP of mobility, says "we have fulfilled our promise of extending to the enterprise. Unlike our competitors, what's truly impressive about our offering is the HD capability." Polycom's offering has VPN client compatibility, keeping conference conversations behind closed firewalls, which is probably more reassuring than the security Skype currently has to offer. Research in Motion (RIM), is also keen to get in on the act and has just released a beta version of its new BlackBerry Mobile Conferencing application. It integrates with BlackBerry OS and RIM

01

03

02

handheld users can easily invite other BlackBerry users to a teleconference and add new information to conference calendars. RIM is expected to announce a video-conferencing application for the BlackBerry PlayBook tablet soon. The mobile video collaboration is becoming mainstream for diagnostics and analysis and that Verizon expects the healthcare industry to be a major adopter, along with education, financial, and creative fields. Verizon is looking to make inroads into such industries with its Fuze Meetings, which complements existing conferencing solutions, extending video conferencing capabilities beyond the boardroom, to anyone with a smartphone. Essentially, making video calls is quite easy and is getting cheaper. You just need a web camera and a headset for free videoconferencing, through services like Skype, or Yugma, which caters for up to ten participants; VBuzzer, which offers free video conferencing on invitation and Ekiga (previously GnomeMeeting), an open source Linux native application.

FREE SERVICES

Other free services include Tokbox, for up to six participants, Eyejot, which has a strong video email function, SightSpeed, a free PC-based call and single party video conferencing tool, and iChat, for Mac users, which comes with Leopard. For larger companies looking to source paid video conferencing, there is also increasing choice, including the WebEx Meeting Center, which is free for 14 days and provides chat and file sharing services for up to ten, and includes Outlook integration. AT&T Connect is intended for corporations and has completely scaleable IP software architectures for voice and video, at a fixed price for unlimited use. It is partly hosted, partly on site. Adobe Acrobat Connect Professional is a powerful audio and video conferencing file sharing and whiteboard solution, with several pay-per-use plans.

COMMUTING OPENING THE WAY TO TELECOMMUTING

As the cost of commuting increases and telecommuting (working from home) becomes a more attractive proposition, teleconferencing becomes a valuable aid to employer and employee. The key to working from home is communication and, as the cost of teleconferencing equipment has dropped, teleconferencing can be an effective way for telecommuters to keep in touch with their office; plus, actually seeing colleagues may help those who feel their physical absence puts them at a disadvantage.

04

In the current recession, there are not too many practices that provide tangible environmental benefits, ease the pressure on employees and save companies money. Effective televisual collaborations are here to stay, in bad times and in good. They are improving on a weekly basis – the salesman is not dead, he's probably just working in his lounge, and his ability to manage his televisual presence will become just as important as his ability to hustle face-to-face.•

Teleconferencing on site and on the go

A new frontier that is everyday more and more a reality: teleconferencing. Many telecommunications organizations have it available for desktop or mobile devices. (01) Blackberry Torch. Research In Motion has launched a new application for teleconferencing on mobile devices such as their tablet and smartphones which allows people to be available from anywhere on the planet (02) Teleconferencing on the go with Polycom. The company launched an enterprise-

grade application for mobile devices targeting the growing amount of tablets equipped with front-facing cameras. (03) Fees like if they were in the same room. Adobe Connect is a solution for web meetings, eLearning and webinars. Enabling organizations to improve productivity. (04) Ideas can fly. Idea Flight is an iPad application to share presentations and ideas. This app lets one person (the Pilot) use their iPad to control a presentation to an audience (their Passengers) of other iPads via WiFi or Bluetooth.

Data Transfer Compliance

Inside Industrial and Office Waste Management

Industrial and office waste come in many forms, and companies must comply with multiple laws and regulations to dispose of it legally. Because waste comes also in the form of electrical and electronic equipment, the issue does not relate only to the environment, but also to protecting companies’ data.

By ROCCO PANETTA

Two different points of view for waste management

1) A more legal approach

2) A more best practice and advice oriented approach

THE DIFFICULT TASK OF MANAGING INDUSTRIAL WASTE

The management and removal of office and corporate waste is a critical issue, and one which begs discussion as businesses struggle to transform into environmentally friendly operations. Certain regulations apply specifically to European companies seeking to handle their waste efficiently and in accordance with the law. Handling, management and disposal of industrial and office waste is a crucial issue in the EU. There are, indeed, several legal provisions that aim at ensuring that the waste produced by businesses is treated in an efficient, safe and environmental friendly way.

BEHIND ELECTRICAL AND ELECTRONIC EQUIPMENT

As far as the waste of electrical and electronic equipment (WEEE) concerns, the EU is taking measures to prevent its generation and to promote the reuse, recycling and other forms of recovery in order to reduce the quantity of such waste to be eliminated, while also improving the environmental performance of economic operators involved in its management. For this reason, producers of electrical and electronic equipment (EEE) must apply the best available waste treatment, recovery and recycling techniques, including the removal of fluids and selective treatment. Moreover, for each new type of EEE, producers must provide, within one

Knowledge is power

It is vital to share information and best practices in CSR. Companies must communicate effectively and truly care about the way they dispose of waste. Aveda is a personal care products company, part of the global brand Estée Lauder.

Where Does Waste Come From?

Aveda’s approach to managing waste is to look at waste not just in the physical sense of waste, but seeing it as anything that doesn’t provide value to the consumer with whom they do business. Aveda customers are primarily salons which sell them to consumers. In terms of operations they started thinking, “How can we organize ourselves such that we’re not producing waste in the first place?” Producing waste, Aveda realized, meant the company wasn’t producing the product that customers want. Thinking about waste as anything that the customer ends up paying for but doesn’t really get is a great way to think through problems of how to eliminate or prevent waste in the first place. For example, making shampoo requires cleaning tanks, which generate waste water. But waste also comes from packaging. Aveda rethought the company's way of being supplied with raw material, so as to avoid enormous amounts of waste resulting from packaging.

Cutting on Waste

They decided to have ingredients delivered in a tank car, rather than individual bulk packages. Also for much smaller ingredients, they try to have them delivered in reusable pails and drums, so that they can return these to the ingredients supplier, which can refill them and send the pails and drums back to Aveda. In this way, packaging is reduced as are the amounts of materials that require improvement in terms of their quality management. Via the design system, manufacturing system and better forecasting, Aveda has fewer products left unsold.

Legally Better

Many companies around the world have an environmental management system and are ISO14001 certified. Aveda, because of the nature of its products, is covered by very specific legal requirements on how they track their waste, how they store it onsite, how they ship it, the type of shipping they use, whether it’s to be recycled, incinerated for energy recovery or buried in a landfill. Aveda tries to avoid sending any kind of waste, whether hazardous or non-hazardous, to a landfill. The vast majority of the waste they send

By MICHAEL BROWN

out is recycled or sent to a facility where waste will be incinerated and energy recovered. They work with a licensed facility and licensed transporters, who they audit. The so-called invisible waste, which is ordinary trash, is sent to an energy recovery facility. Aveda puts in place a comprehensive effort, and for those parts that are regulated, they have an internal system to ensure that they understand what the legal requirements are and that they meet those requirements through using licensed facilities; they audit these facilities to ensure that they are complying.

Staying Good

A good company that wants to stay good has to have a system in place - it doesn’t work very well otherwise. A company needs to have a person in the company responsible for managing waste who is knowledgeable, trained and receives constant, ongoing education on

year after it is placed on the market, information on its reuse and treatment. Finally, by August 13, 2005, producers must have provided for the financing of the collection, at least from the collection point, of the treatment, recovery and environmental sound disposal of WEEE, while Member States must have determined the fines applicable to any breach of the Directives’ provisions.

WASTE MANAGEMENT: NOT JUST FOR THE ENVIRONMENT

These Directives, however, focus solely on the environmental risks related to the disposal of WEEE, while the potentially damaging effects on the protection of personal data stored in “used equipment” have not been considered in the impact assessment, although it would have been advisable to carry out such an evaluation, with the development of best available techniques for privacy, data protection and security in this area. The same happened with regards to the “Proposal for a Directive of the European Parliament and of the Council on waste electrical and electronic equipment”, adopted by the Commission on December 3, 2008.

PRIVACY ISSUE: INSTITUTIONS STAND UP

European Data Protection Supervisor (EDPS) raised the problem and on April 14, 2010 issued an opinion on the above mentioned proposal. “The unlawful access to or disclosure of personal information, sometimes consisting of special categories of data, revealing racial or ethnic origin, political opinions, religious or philosophical beliefs, tradeunion membership, and data concerning health or sex life, are indeed capable of affecting the privacy and dignity of the persons to whom the information relates,” the EDPS said.

FINDING THE WAY

A possible solution to that problem could be, according to the EDPS, the inclusion into the proposal, of specific provisions: a) stating that the Directive on WEEE applies without prejudice to its relevant regulation; b) prohibiting the marketing of used devices which have not previously undergone appropriate security measures; c) regarding the principle of “privacy by design” and of “security by design", privacy and data protection should be integrated into the design of electrical and electronic equipment “by default”. In this way, privacy risks would be brought to the attention of data controllers that dispose of EEE containing personal data after using them in discharging the respective tasks, with particular regards to industrial, business, profes sional and/or institutional ones. • -

both rules and good practices. This means that they need to attend conferences and talk to peers from other companies, as it is not possible to just sit in an office and do the job without talking to people. Companies are coming up with many ideas for waste management, so it is necessary to share and listen.

Becoming Awesome

Bad companies need to recognize that they can’t just send off waste to a landfill and not perform a followup. Moreover, they just can’t sit and stay because they’ve never had an inspection – sooner or later they’ll be inspected, and, if you’re a bad company, you’ll be identified. Rather than have that happen, it is better to react and understand, first and foremost, what sort of waste the company is generating, by putting in place a system that counts what it is that is being created and ends up as waste, going somewhere other than the product or service.

Legal Illegal Workers

By MATTHEW SEMINARA

The Illegal Economy

The economy in recent years has certainly not flourished, leading many workers to rely on "under the table" jobs to increase their income. The economic crisis and rise in unemployment has resulted in many people, the majority of whom are illegal immigrants, supplementing their income through illegal work.

As jobs have continued to dry up in recent years based upon the financial and economic turbulence of our times, many individuals (the majority of whom are illegal immigrants) have found themselves supplementing their income, or even doing full-time illegal work, being paid “under the table” by a surprising large number of legitimate companies.

SPREADING OUT

According to the Organization for Economic Cooperation & Development, 1.8 billion people are thought to be part of what is described as an “informal workforce,” consisting of mostly blue-collar jobs. It is estimated that the size of the “informal workforce” is anywhere from 13-15% in developed nations such as the U.S. and as high as 21-30% in developing nations according to the International Monetary Fund. (Undocumented workers hold 12 million to 15 million jobs in the U.S.). It is believed to have expanded 5.6% per year since the early 1990s, and it is thought that the total size of the underground economy is about 8.8% of the gross domestic product.

WORKING UNDER THE TABLE

In the U.S. alone, colleges, fast food restaurants, hospitals, childcare, construction, agriculture, food processing, staffing services, manufacturers, retail establishments, and fine-dining establishments have all been found to have engaged in this illegal practice. The carrot for the employer is not having to deal with paying additional payroll taxes, unemployment insurance, or worker’s compensation insurance. According to Shiri Zuravicky, a client services immigration manager in New York City, “the costs that a company could end up paying for immigration services to legally employ these individuals can be daunting. The company involvement in the immigration process can also become very time-consuming. Whereas the employer may expect to hire an immigration lawyer who will prepare the necessary paperwork, the majority of these ‘blue-collar’ positions require a test of the U.S. labor market to ensure that there aren’t currently U.S workers who are willing and available to do these jobs. The above reasons can certainly be a deterrent to doing things the right way.” For other employers, the recent economic meltdown has forced some small and mid-sized companies to pay their employees “under the table” simply because they cannot afford the taxes and health and disability insurance costs. “Employers have chosen to use new immigrants over native-born workers and have continued to displace large numbers of blue-collar workers and young adults without college degrees,” said Andrew Sum, the director of the Center for Labor Market Studies. “One of the advantages of hiring, particularly young, undocumented immigrants, is the fact that employers do not have to pay health benefits or basic payroll taxes.” On the employee side, the individual doesn’t have to pay federal and state income and social security taxes. Other employees will take “under the table” payments because that’s the only work they can get at the moment. Some argue that U.S. citizens don’t even want many of the illegal jobs because they pay poorly and offer little opportunity for advancement, or the unemployment and welfare benefits appear to pay more, thus serving as better options.

WEIGHING THE PRACTICE From nations where the rule of law is superior to countries where the rule of law is shattered, individuals will always

Illegal immigrants often benefit businesses by filling low-wage jobs that are difficult to fill with American workers. But illegal immigrants can add to the costs of U.S. social programs. On balance, has the U.S. economy benefited more than it has been harmed by its current population of undocumented workers?*

96% It has benefited more than it has been harmed

4% It has been harmed more than it has benefited

do what they feel necessary to help their families survive. As the global financial crisis continues, many employers and employees will do what they can to weather the storm. What the government must do is crack down on those businesses that hire and pay employees “under the table,” and companies that exploit vulnerable immigrants working to feed their families need to be prosecuted to the fullest extent of the law. Tax-withholding employers currently enjoy too vast a network of benefits. Quite simply, the chance to earn money, illegal or not, is the motivation for the individuals. If the employee were to ask her employer to start paying her social security taxes and to also pay her salary on the books rather than “under the table,” she could easily be replaced by someone else. The employee can certainly seek legal recourse, but the employer would summarily deny any knowledge of her working to escape any legal liability. Then, there are those collecting unemployment benefits, while simultaneously working “under the table,” so-called “double dippers”. Here the employee is paid unemployment benefits along with food stamps and Medicaid, and still earning his pay “under the table.” For example, this individual may be required to pay his ex-wife child support, but due to the fact he is paid “under the table”

and there is no record of his income, his ex-wife doesn’t receive anything. Even though the ex-wife and child are lawabiding citizens, they are ultimately left to suffer.

PUBLIC BODIES VS. ILLEGAL WORK

The law in the U.S. is clear that no foreign national may accept employment in the U.S. unless they have been authorized to do so. Some foreign nationals may have employment authorization, as legal permanent residents, asylees or refugees, or by way of applying as a derivative on a spouse’s employment base of petition. Other foreign nationals need to apply for employment or family sponsorship through a U.S. relative. Many foreign nationals in the U.S. who entered illegally, overstayed visas, or those who have engaged in fraudulent activity to enter the U.S., have absolutely no authority to work in the U.S. This, however, rarely stops prospective employees from attempting to gain employment in the U.S. Shiri Zuravicky says that, “some illegal workers figure that since they haven’t been caught yet, they might as well continue to illegally earn money for their families. What they may not realize, especially if they entered legally, but illegally overstayed on an expired visa, is that the government scrutinizes this very carefully. If and when an individual applies for a visa again, down the road, chances are once a mistake like this has been made, future visa requests to the U.S. will be denied.”

THE GOOD SYSTEM AT WORK

Most recently, the Obama administration put the onus on employers to police their employees and turn over all employee records to the federal government. Under federal law, employers are obligated to ensure their employees are eligible to work in the U.S. The result has been that thousands of undocumented workers have been pushed out of their jobs by federal and state government audits, and companies have merely paid civil penalties while very easily replacing the undocumented workers. The federal audits have been conducted by Immigration and Customs Enforcement (ICE), a unit of the Department of Homeland Security in the U.S. ICE is the second largest law enforcement organization in the U.S., topped only by the Federal Bureau of Investigation. As of August 6, 2011, ICE reports that 2,393 companies were being audited, the largest number in a single fiscal year. Employers must verify that an individual they plan to hire or continue to employ in the U.S. is authorized to work in the U.S. If a company is caught paying any employee “under the table,” some illegal workers are arrested, but more often than not, they are quietly let go. It simply catapults the employee deeper and deeper underground, perhaps to even more unscrupulous employers. This does nothing to help solve or discourage the problem. An additional argument in support of solving the issue of illegal immigrants in the workforce is finding a way to legalize low-wage undocumented workers. Former Federal Reserve Chairman Alan Greenspan said that illegal immigration makes a “significant” contribution to U.S. economic growth by providing a flexible workforce. In his April 30, 2009 testimony before the U.S. Senate Subcommittee on Immigration, Refugees, and Border Security, he said “there is little doubt that unauthorized, that is, illegal, immigration has made a significant contribution to the growth of our economy. Between 2000 and 2007, for example, it accounted for more than a sixth of the increase in our total civilian labor force. The illegal part of the civilian labor force diminished last year as the economy slowed, though illegal immigrants still comprised an estimated 5% of our total civilian labor force. Unauthorized immigrants serve as a flexible component of our workforce, often a safety valve when demand is pressing, and among the first to be discharged when the economy falters. Some evidence suggests that unskilled illegal immigrants (almost all from Latin America) marginally suppress wage levels of native-born Americans without a high school diploma, and impose significant costs on some state and local governments. However, the estimated wage suppression and fiscal cots are relatively small, and economists generally view the overall economy benefit of this workforce as significantly outweighing the costs.” According to Shiri Zuravicky, “the Administration has suggested that some actions may be taken to help reduce existing barriers in certain immigration processes in support of promoting acceleration of entrepreneurialism. These efforts are much more focused on professional occupations though, and for now, are speculative at best.”•

Change Management A Greek Architect's New Way

Dreams are Vasilis’ Reality

Vasilis Traxanas looks like a Sioux Native American chief, his hair held back in a ponytail and his eyes like blades that run through you in a blink, but he’s actually one of the most notable architects in the Attic and Peloponnese areas.

I meet Vasilis in the mountains between Stromi and Panourgias, near the edge of the woods, after having travelled for a full day on airplane, subway, train and by car. This place smells of “out of this world”; Athens is 200km south of this place; the air is crisp and the sun shapes that magic light that outlines Greece.

Vasilis, how did you end up living on these mountains, in the woods, and with all the great things nature has to offer?

vt I studied architecture at the University of Athens. I wasn’t even a graduate when I already had my first client: the Ideal Cinema, the second movie theater in the capital. As soon as the works were finished, the cinema burnt down. It was a dramatic event. Then I was commissioned to rebuild it. This was the beginning of my life as an architect.

Not a bad start! Great luck or also talent?

vt Both. I was lucky, but also had innovative ideas and I was also driven by great will of doing things. I designed a lot back in those days. I was always working. I did a huge amount of restaurants, especially in the Peloponnese, and some other works in Athens and in the cities nearby. My studio, Theròs, was getting bigger and bigger every year, the workload was increasing and I wasn’t able to follow all commissions by myself. I needed new blood, young and talented architects that I would hire and that then would become partners. In 2002, I won the tender for building the Olympic Village in Athens. It was a huge undertaking. I was at the top of my career; nevertheless, that was the moment that permanently marked my life: I was never paid for a consistent part of the entire project. I lost a million Euros.

Was it the Alpha and the Omega?

vt Not yet. The following period was difficult, the economic damage I had and the frustration undermined the bottomline of my life and of my profession. At the time I lived in a residential area of Athens and my studio was in the central area of the capital. I would spend so much time stuck in traffic; I would leave the house early in the morning and I would get back late at night. The street and tiredness, together with very little motivation and wanting to continue, threw me in a very deep crisis. My life entered that state of mind that us Greeks call “Thelma.”

This is an engaging story. How did you get out of “Thelma?”

vt I kept working on minor projects, but with no interest. I lived in a sort of passive state; I felt like a robot while my marriage was going to the dogs. I couldn’t stand living in the city anymore. Being an architect had become boring and as soon as I could I’d escape to the mountains to walk alone in the woods or to ski. Every day I was more conscious about who I was and what I wanted out of life; I started to react. Deep down I felt something new was going to happen. I didn’t know where to go yet, I was just trying to be present. One day in 2004 I met Maria; she was a hostess at Olympic Airways. We fell in love. Some time after that, working on a project in the Peloponnese, a client told me about a possible loan that the European Union would give for projects on the territory. That was the unaware inspirer for my dream.

Did you have a dream?

vt My dream was nature, the woods, the mountains, the snow. I had been go-

Text and Photos by ROBERTO BENZI

Silence can be so deep that you are able to hear its sound.

01 Vasilis 02 The landscapes and mountains

around the Katafygio

03 Vasilis and Maria

04 Vasilis and Maria on the period BMW that Vasilis restored 05-06 Interior details of the Katafygio Cafeteria 07 Vasilis and Maria’s home that is located a couple of kilometers away from the Katafygio Cafeteria 08 The Katafygio or Cafeteria 09 Interior environment at Katafygio 10 Some of the cats that Vasilis feeds every morning in his courtyard.

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ing to Stromi, a village in the woods between Athens and Thessaloniki, situated at 1200 meters above sea level, for years. In these places nature is strong; you can meet bears, wolves, foxes. There are also semi-wild horses that run free on these mountains. This was my dream.

How did you make it reality?

vt It has been the quickest and firmest purchase of my life. Maria and I would come here every weekend and one day while driving we saw a sign that said “for sale”; there was a phone number. I called with no hesitation, I negotiated and bought the land without even getting out of the car. I owned a part of land, I didn’t know what to do with it yet. I felt euphoric, satisfied and happy. I had defeated “Thelma,” I felt as if my life had started running again. The year after Maria and I got married.

It really was love at first sight. How much did you pay for this land?

vt 15,000 Euros. A ridiculous amount, today it would cost me at least three times that money. Another year went by before I really understood what I wanted to do with it. At the beginning, we, together with my sons Alexandros and Stamatis, thought about making it an area for winter sports, but then we developed itineraries for trekking and biking.

When did you start building the mountain hut?

vt Work started in January 2006 and, 11 months after, the refuge was completed. We all worked very hard, day and night, Saturdays and Sundays included. It was an exceptional experience.

How much did the construction, furniture and equipment cost?

vt At the end of the day we needed 800,000 Euros, 120,000 Euros of which came from the European Union. Besides walls, furniture, plumbing, electric and heating systems, we also bought a snowmobile, a dozen snowbikes, mountain bikes and other equipment.

Did you have all the money or did you ask for a loan?

vt I scraped off all of my savings. I don’t have much left, but I have no debts and I can sleep peacefully.

Your refuge is a cafeteria built in a very personal style. How does it work?

vt Clients come all year round, particularly during weekends, during summer months or in winter to ski. The cafeteria is open every day. There are no ski tows; I accompany skiers at altitude with snowmobiles. There are many kilometers of single-track for those who love mountain bikes or wonderful walks for those who like trekking. There’s no

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To be honest I dreaded going to work.

Marc Chivers11 is a 48-year-old boat builder from England who used to work as a Training Education and Workforce Development manager for the NHS and at age 45 decided that his life was not quite what he wanted and decided to capsize it and start a new career in boat building.

What were the main reasons that pushed you to make this big change?

mc My marriage collapsing provided me with the opportunity to take stock of my life. I had always loved boats and had a yearning to learn wooden boat building.

Why boat making?

mc The strange thing is that the more time I spend around wooden boats the more I love them. For the last year I have been working for Butler and Company who build and restore wooden boats down in Old Mill Creek in Dartmouth, Devon. For the first time in my life I enjoy going to work. The pay is poor but the guys I work with are brilliant. My new partner and I have simplified our life, for the last year we have been living in a white panel van I have converted into a motor home. We love our van even when outside it was minus eight and snowing.

What sort of investment did you make for this shift?

mc I met the financial cost of the course by using some of my share of the equity from the sale of the house when I got divorced. The other investment I have made which is probably more challenging is time and an awful lot of patience.

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time to be bored and those who visit us most of the times come back. You become friends and it is difficult to forget these sweet and wild places.

How can customers find you? What sort of communication do you offer?

vt First and foremost internet, through our website. We are also included in various touristic and naturalistic websites and many customers reach us through word of mouth. At present we are trying to improve with new ways of communication to let people know us better.

What were the main difficulties you encountered when you settled here?

vt The climate is the first hurdle. Winters are rigid, it snows a lot and we are almost isolated. We need to take care of everything: repairing a pipe that breaks, cleaning the road, repairing machinery, being electricity-savvy, taking care of the woods and preventing fires in the summer. Even buying food can result in a difficult task. At first the locals would look at us with a certain curiosity they wouldn’t try to be in our way, but weren’t exactly helpful either. Eventually many friends disappeared on us, luckily not all of them, but perhaps it was just a bitter discovery: friends are precious because they are only a few.

Did the economic crisis that is currently gnawing Greece change your habits?

vt We are all affected by the crisis, perhaps less here than in Athens where all the major economic activities are centered and life costs much more. We try to save where we can, through little things: avoid keeping the lights on when is not necessary and lower the heating when it is possible; we pick wood in the forest instead of buying it. In other words, we avoid wasting money. Also experience has taught us to save on purchases. Substantially I believe we should do more to improve the service to the customer. I am not afraid of the economic crisis; I am afraid of the lack of ideas and will.

Do you earn more money now or when you were an architect in Athens?

Vasilis looks at me and smiles. This architect with the complexion of a Sioux sachem has learned to talk without using words, it is as if he was telling me that earnings don’t come only from money and that, in the end, life is one. Maria, his wife, smiles too and answers in his place “I keep the money and he trusts me.” •

I wouldn’t say banks are 100% evil, but I felt that there was a lot more good to be done.

Tom Savage13 is a 32-year-old Brit who worked as a research analyst at UBS. With his friend Alasdair founded a marine conservation voluntary project, before going on to open S&H an executive search firm that recruits in the environmental and sustainability fields.

What were the main reasons that pushed you to make this big change?

ts I wanted to go and do something where I could see the difference I was making, and where I could help people who were underserved in the market.

So, you were one of the lucky ones to do what they love as a job?

ts By working with local communities and also mapping what was there, we could start to conserve some of what we felt were the most precious ecosystems that existed, and also some of the ecosystems that were most under threat. So that was the rationale for going to those kinds of places and working specifically on coral reefs in less-developed countries.

What sort of investment did you make?

ts I used the last few thousand pounds of my student loan, and I also asked my father for a loan of about two thousand pounds. So we started out with very little capital. We did everything we could. I think overall it was an investment of six or seven thousand pounds that we started with, so it wasn’t really a huge sum of money.

I’m someone who always finishes what I start, so I didn’t want to just give it up.

Jackie Cawthra12 is the CEO and Creative Director of Belen Echandia, a London-based handbag and accessories luxury brand that she founded in 2004.

From law to handbag design: How did that happen?

jc After my three years of university I stayed in Madrid and while I was there, I fell in love with some handbag shops. I went in and talked to them, asking if I could sell their bags in England, but they were all reluctant saying “Yeah, maybe, we’ll see what happens.” In about a year I got a call from this company in Madrid, saying “Do you still want to sell our handbags in England?" In August 2002, I flew to Madrid to talk to these people and selected a few styles from their catalogue along with materials, and then we basically had our first collection.

What were the main reasons that made you go for it?

jc I think what happened was a pivotal moment for me: I had this idea and I had realized it was possible and I decided to try it.

How much did you invest in this new project?

jc I invested two thousand pounds in my company, that’s all. That’s all I’ve ever invested in my company, apart from the fact that I’ve invested my time, but in terms of a monetary investment, I spent two thousand pounds and grew it.

Culture Integration Transgenders

By JILLIAN WEISS

Transitioning in the Workplace

“Transgender” is a relatively new umbrella term referring to many different types of gender variance, and is a more common term now in the U.S. than the older term “transsexual,” which was often used to refer to one who lives as a member of the opposite sex on a full-time basis, or desires and plans to do so.

In 2009, Christina, 26, a competent and efficient computer software expert at a mid-sized computer company in New York City, came to speak with Fiona, her human resources manager, about a sensitive personal issue. Fiona was quite surprised, especially since she did not know Christina. Rather, she knew this person as David. David explained to her that he had known since he was young that he was different, that his sense of gender did not comport with the masculinity and maleness that he was told he should experience, and that his peers around him experienced. Over time, he came to realize that he was, or, more accurately from David’s point of view, that she was a transsexual person. Having established himself in a career, and having spent several years working with a psychotherapist specializing in gender identity issues, he was now ready to take further steps and to transition to living as a woman. Fiona took this in stride, given her commitment to diversity leadership and desire to make her company an employer of choice. She also knew that the law in New York City prohibited employment discrimination based on “gender identity,” the legal term referring to one’s sense of identification as male or female, whether or not congruent with one’s birth sex. But she wondered what steps she should now take, what her confidentiality duties were, and when and how this would be broached to other managers, co-workers and customers. Some of the other employees, based on her experience, might not take this well. And what were the requirements in terms of name and gender changes on company and government documentation, restroom accommodations, and the health benefits provided by the company? She had no idea what to expect.

POLICIES AND LAWS

“Transgender” is a relatively new umbrella term referring to many different types of gender variance, and it is a more common term now in the U.S. than the older term “transsexual,” often used to refer to one who lives as a member of the opposite sex on a fulltime basis, or desires and plans to do so. While most jurisdictions in the U.S. are covered by laws prohibiting discrimination against transgender or transsexual people based on their gender identity, these laws are fairly new and rarely enforced, and employers’ obligations are often unclear.

HANDLING THE ISSUE

Most large companies deal with these issues fairly well, likely because they have professional HR and legal staff with the time, budget and flexibility to take appropriate steps. With smaller employers, however, lacking HR and legal guidance, and often focused on local and regional business, employees undergoing gender transition in the workplace can be subject to the vagaries of regional prejudice, unprotected by busy and unprepared managers, and may endure great harassment on the job.

INJUSTICE AT EVERY TURN

A recent study of the problem, entitled “Injustice At Every Turn,” underwritten by two U.S. NGOs, surveyed over 6,400 study participants from across the U.S. It found that survey respondents experienced unemployment at twice the rate of the general population, with rates for transgender people of color up to four times the national unemployment rate. There was also near universal harassment on the job, with 90% of those surveyed reporting that they had experienced harassment or mistreatment on the job, or were required to take actions to avoid it. There was also considerable loss of jobs and careers, with 47% saying they had experienced an adverse job outcome, such as being fired, not hired or denied a promotion because of being transgender/gender non-conforming, and 26% of respondents saying that they had lost a job due to being transgender or gender non-conforming.

TOLERANCE IS IN THE AIR

The Human Rights Campaign, the largest gay, lesbian, bisexual and transgender advocacy organization in the United States, has created a Corporate Equality Index, which measures how well companies address the needs and concerns of this group of employees. My experience at these and other reputable companies shows that most employers, managers and co-workers respond compassionately and supportively, although often the issue is new to them and they have questions or concerns about how to address the issues.

SUPPORT YOUR EMPLOYEES First and foremost, most employers will ensure that their non-discrimination policies include gender identity, which provides a great deal of comfort for transgender employees. In addition, good HR managers will meet with the employee to discuss their needs, plans and concerns, as well as meeting separately with the employee’s managers to ensure that they have the knowledge and information they need. Many companies provide healthcare benefits that are transgenderinclusive. While restroom usage is often the most difficult point for people to figure out, most employers work this out amicably. One of the most impor-

TRICKY COMMUNICATION One area that is particularly tricky is communication with clients and customers.

In my work with one international company, we created a carefully vetted email list of customers who frequently interacted with the manager, who was transitioning from female to male:

I am writing to advise you that after long and careful consideration and consultation with health professionals, I am transitioning my gender from female to male, and I will be using the name of Clark.

With the strong support of my employer, I assure you that the quality of our work relationship will not be affected in any way. I realize that this may raise some questions, and I would be happy to speak with you to discuss any questions you may have about this change.

The email was sent immediately after the meeting with Clark’s direct reports, and was followed by meetings with co-workers, including the receptionist. In this way, we did not have the problem of co-workers wondering who “Clark” was, or customers calling for “Hannah” and finding out from the receptionist that “Hannah” was now “Clark.” Our expectations were that approximately 10% of the customers would have questions or concerns about this change.

tant elements of support is the careful planning of a meeting with co-workers to advise of the upcoming gender transition, to provide guidance on company non-harassment policies, to explain what changes they should expect to see at work, and to advise them as to behavioral norms and the types of questions and comments that are inappropriate.

NO PREJUDICE, THANKS! In the case of Christina, the HR manager mentioned that she was particularly concerned about one co-worker, and I took careful note. We explained to the colleagues of Christina the concept of gender transition, and told them that Christina would be transitioning from male to female. At this, the gentleman we had discussed earlier jumped up, clearly a bit rattled, and said “my respect must be earned! I cannot be ordered to give it!” There was an uncomfortable silence in the room, as I strove to determine how best to get across to this employee and turn disaster into success. Looking at the man’s face as he stood there, rather bravely, I thought, I could see that he was a difficult customer, but was more likely endowed with an excess of honesty rather than a desire to discriminate or harass. I calmly suggested that perhaps I had used the wrong words, but that we might be in agreement on the fundamental idea. “If I asked that you not disrespect Christina, would that be something you could honor?” He thought for a moment, nodded and said “yes, I can do that,” and sat down, as we all breathed a collective sigh. He turned out to be a strong supporter of Christina. •

People Unusual Job

By MARTHA TINTIN

Pets in Therapy

Animals, wherever they find themselves, have incredibly interesting inner lives. And like their two-footed friends (or sometimes enemies) animals can have relationships, communicate, and be damaged by traumas.

Ms. Smith's cat had started to urinate outside the litter box. After ruling out all medical possibilities, we started looking at the "psychology" of her cat and the litter box. We determined that the owner had recently changed the litter. Ms. Smith's cat did not easily adapt to change. Her "psychology" required consistency in litter box habits. It goes without saying that pets, or, more generally, animals, have a soul; this means that they can be affected by traumas, just like humans. When we talk about pet psychologists, we could often be left wondering whether such a profession really exists. The answer is both yes and no, meaning that, more than a psychologist, one can serve as an animal behaviorist or a pet trainer.

HOW TO SIT ON THE ARMCHAIR

“Animal behaviorism is considered a specialty. Although the term ‘pet psychologist’ may be more fun, it is a real career and a growing field”, says Amber Andersen, a veterinarian at Point Vicente Animal Hospital and a Certified Veterinary Journalist. She continues, “If you want to be a respected professional who works primarily with mental health rather than physical health challenges, it is a good idea to get traditional training in Veterinary Science and as a Certified Applied Animal Behaviorist.” She explains, “a career in pet psychology is a wonderful choice for someone who loves animals and has the drive to get the education and training necessary to do great work. Training for veterinarians is eight-plus years, while training for Certified Applied Animal Behaviorist also requires undergraduate training and an additional advanced degree.” Daniel Mills, European & RCVS Recognized Specialist in Veterinary Behavioral Medicine at Lincoln University, would likely concur “the best way to get into this subject is to undertake a good life sciences degree and then to specialize afterwards.” He warns “It is a very specialised area and I would urge people to be careful about simply attending short courses, as without a solid grounding in the underlying principles, there is the real danger that someone could get seriously hurt.” You are working with animals, after all. The risk of being hurt is always a possibility. Katherine Houpt, Professor Emeritus at Cornell University, says “A clinical behaviorist is a professionally trained individual, a veterinarian and/ or a PhD who diagnoses and treats behavior problems of animals, usually pets, but also exotic and zoo animals.” All of those who work in the U.S. are certified by the Animal Behavior Society, rather than by the Psychological Association.

BEHAVIORIST OR TRAINER? THAT IS THE QUESTION

Houpt acknowledges the role of pet trainers, claiming “It is difficult to find a college that offers courses in this specific field”, and continues, “although there are plenty of animal behavior courses, they are not focused on dogs or on behavior problems.” Trainers are those who do not necessarily have a higher level education in the field, but those who can be certified by such groups as the Association of Pet Dog Trainers. “One can obtain training in behavior counseling from a number of groups or obtain a degree on-line, also there are many seminars and short courses offered for people who are not free to pursue a degree” she says. There’s a difference between behaviorists and trainers, the difference being that the first knows the theory and the latter doesn’t. One can be a dog trainer and never deal with serious behavior problems like aggression and separation anxiety, or, one can be a dog trainer who is interested in helping with these problems. Victoria Stilwell, dog trainer and TV host of the show “It’s Me or the Dog”, believes that being a trainer today has changed. “It is more than having a dog learn how to sit and stay, and teaching a puppy how to toilet. I do the work of a behaviorist, the only work I don’t and can’t do is prescribe or recommend medication. If I feel a dog needs medication, I’ll send them to a veterinarian.” Starting out about 20 years ago, when there weren’t many courses and only a few veterinary behaviorists, she learned about the profession through mentors, people who were doing it at the time, and she also volunteered at shelters. She later became certified in the U.S. by the Animal Behavior and Training Associates. The certification process is the real deal, she says, “there are oral and written tests to pass.”

SWOT This profession, just like any other, has its own advantages and disadvantag-

es. OJ Knighten, also known as the K9 Coach, admits that “the advantage is the gratification you get.” On the same wavelength is Victoria, who states that the biggest disadvantage is the long training process “it took a long time to be out there and know what I was doing.” The risks exist first and foremost in getting hurt. A secondary risk is in getting sued, if one is working with a dog who becomes aggressive and hurts someone, it is the behaviorist’s responsibility. Daniel claims that the bigger risk is to get too emotionally involved with a case, which can cause a person to “let their professional standards slip as a result. The job of behaviorists is to try to reconcile conflicts of interest arising between owners and their pets, not to fight for one side over the other; in this way,” he says, “we must act as honest arbiters.” However the opportunities are abundant, since it is a field in which there is a lot yet to be learned. “It’s important one enters with a hunger for learning,” asserts Mills.

A DAY AS A BEHAVIORIST OR TRAINER

“When I was training, I would have about four consultations a day, go to people’s homes and each consultation was about one hour, 30 minutes, and that was for any kind of requirements – from ‘I want you to house-train my puppy’, to ’I want you to teach my dog how to come, sit and stay’, to all other situations, like socialization problems, anxiety and aggression issues. And that was for all breeds and all ages,” says Stilwell. While training, she became tired of seeing dogs being abandoned or euthanized for behavioral issues, of seeing trainers give bad advice or teaching people how to be dominant with their dogs and make them submit. “That’s such a gross way of teaching a dog, and it is also a weak way of doing it,”she says. She wanted to reach a broader audience, so she pitched a show idea to a TV network, which loved it and the show started to run. “For my show, it is about 12 to 14 hours a day. We’re with the family most of the day; the actual training time with dogs is three hours spread out during the day to make sure the dog doesn’t get too tired or too bored,” she explains.

HELPING IS REWARDING

This job is rewarding “the most rewarding part is saving animals' lives,” remarks Andersen. She explains how the major cause of pets ending up in shelters is behavioral, because the owners can’t understand their psychology. “Knowing you helped a family with their pets’ behavior is very rewarding.” Stilwell agrees and says that they enter a situation where there’s family disharmony and they try to sort the situation out, and understand why a dog is behaving in a certain way and understand their language. After all, it is all about understanding, communication and confidence. “When you see a desperate situation turn around for the better, that’s the best part of it,” she concludes.

A PIECE OF ADVICE

Mills’ advice is to “go for it”, but he recommends that you “make sure you are doing it for the right reason; sometimes you have to make tough decisions in the interests of everyone concerned.” Stilwell says, “what I found is that at the end of the day, you are not just training their dog, you become a family psychologist, because families will tell you all of their problems. So someone who wants to undertake this career better be compassionate, understanding, having a good listening ear and be able to come up with practical solutions. And also be able to acknowledge to what extent they can help, and be able to refer them to the right professional.” Humans are not good teachers; we demand before we teach. We tend to humanize dogs, asking them to act like us, but that’s just not possible. “Our primary job is to educate the people. Most of the time we want the dog to behave, but often we don’t realize that we humans are the first ones who must change with dogs; when you work with a patient, you become the counselor of everything, you have to be able to communicate to the humans, because otherwise the information will never get to the dog,” says Knighten.

IT’S NOT ABOUT THE MONEY, MONEY, MONEY Finally, the job is varied, satisfying and rewarding, and it allows people to explore, to research and learn new things. Good trainers have to be at the top of their game, but don’t expect to go in for the big bucks “income is low compared to other advanced degrees,” says Andersen. Houpt claims that “it is difficult to make a living doing this job, even for a veterinary behaviorist, people are willing to pay anything if their dog is being hit by a car, but not if the dog is aggressive and risks to be put down.” •

Principle & Values Company Reputation

By DANIEL DIERMEIER

Managing Reputation Successfully is Not an Easy Task

Trust is not something easy to gain. Trust levels are dramatically decreasing all over the world. Yet many companies still see reputation as an asset best left to PR departments or agencies and strongly believe that building a strong reputation is easy. These approaches need to be rethought.

CEOs and board members routinely list reputation as one of the company’s most valuable assets. Yet, every month a new reputational disaster makes the headlines, destroying shareholder value and trust with customers and other stakeholders. In every single case, observers have pointed out specific mistakes made by senior management, and have offered advice on how to avoid similar disasters. However, the frequency and severity of these incidents point to a fundamental mismatch between risks and corporate capabilities. In other words, while reputational risks have risen significantly, reputation management capabilities have not kept up. But an increase in risk without a matching improvement in prevention and preparation capabilities will lead to more and more severe incidents.

TRUST EROSION

The consequence is a sustained and significant erosion of trust. The PR firm Edelman’s 2011 Trustbarometer shows that trust in businesses in the U.S. is now approaching levels of trust found in Russia. The data for the rest of Europe are not much better. Only some of the other BRIC countries (China and Brazil) show slightly increased trust. Moreover, NGOs are now trusted more than companies in almost every country, even China. Business leaders and corporate boards are starting to take notice but are unsure of what to do. Many companies still view stewardship of the company’s reputation as a narrow issue best left to the PR department. Other companies still believe that building a strong reputation is easy and only requires common sense; it is merely a natural consequence of doing right by customers, employees and business partners. These approaches are flawed. Good business practices are important, even necessary, but they are not sufficient for successful reputation management. A company’s reputation needs to be actively managed by the business leaders, led by the CEO as the steward of the corporate reputation. The reason for this is that challenges to a company’s reputation typically arise out of a specific business decision, but reputational risk awareness is not part of the decision process.

REPUTATION MANAGEMENT IS DIFFICULT

Successful reputation management is difficult. It requires a high level of strategic sophistication and mental agility that sometimes runs counter to day-today business decisions. A company’s reputation is shaped not just by its direct business partners, customers, and suppliers, but also by external constituencies. Frequently, constituencies that have lain dormant for many years can suddenly spring into action, particularly in the case of reputational crises. Companies need to have processes to identify such risks. A company’s reputation consists of what others are saying about the company, and not just its business partners and customers. It is essentially public. This necessitates the ability to assume external actors’ perspectives and viewpoints, especially when they are critical or even hostile towards the company. This requires a strategic rather than defensive approach by business leaders.

STRATEGY IS THE WAY

A strategic approach requires the emotional fortitude to treat reputational difficulties as understandable and even predictable challenges that one should expect in today’s business environment. As a result, companies should handle reputational crises like any other major business challenge: based on principled leadership and supported by sophisticated processes and capabilities that are integrated with the company’s business strategy and culture.•

Reputation is everything

“It’s not what you say, it’s what people hear.*” That popular phrase, coined by American political strategist and wordsmith Dr. Frank Luntz, should be the motto for any leader. Your public reputation is fickle, dangerous and controllable – and once it’s gone, it most likely isn’t coming back. So how do you fix a bad business reputation? Simple: Don’t ever let it slip away.

By JIM NICHOLS

By practicing painting in tandem with photography throughout his career Saul Leiter altered photography with his exquisite vision. One characteristic of his style is the use of reflections. For example, he captures the reflections of a wall’s surface and of some bystanders in a window alltogether in one composition. This unexpected marriage reveals an unexpected image. In this way, a simple detail becomes a powerful visual effect.

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Photos by Saul Leiter Courtesy of Fifty One Fine Art Photography

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Reputation is not what you say, it’s what people hear*

GENERAL MOTORS

The American car company GM was forced to face some ugly facts in 2008 and 2009. The behemoth organization had languished for years by building automobiles that were out of touch with consumers, plagued with cost-cutting quality issues and deemed inferior by American buyers when compared to imported cars. GM has attempted a tremendous turnaround in the last year and a half, producing quality vehicles with features that drivers demand. Their quality and efficiency ratings are now comparable to, if not better than, the average imported automobile. The company has found its footing, but is still having a tough time turning around. Why? Because consumers can’t shake the memories of stalling cars, ugly features and a difficult buying process. Many aren’t giving the company a second chance.

WHAT WENT WRONG?

Where did GM go wrong? Many claim it simply lost touch with its customers, who were loudly complaining about GM’s ills.

WHAT DOES REPUTATION MEAN?

It depends on what your customers, employees or audiences feel is important. For some, it relates to price, features and convenience. For others it may be prestige, size or luxury. But there are two baseline elements of reputation that bridge all audiences: ethics and quality.

QUALITY CAN BE KEY

Quality is a core philosophy that can have a substantial impact on your reputation. Nobody likes to feel as though they’ve been taken advantage of. When you provide a low-quality product or service, chances are your customers won’t think highly of you. If you’ve failed in term of quality, the only recourse is to fix the situation with the damaged party. This could mean offering a refund, an apology, or both, very quickly and sincerely.

THE SCARY 2.0

Thanks to the explosion of mobile devices and social media, speed is often the most significant factor in protecting your reputation. In a poll conducted by my firm, Stern + Associates, marketing, and digital strategy firm, 46% of individuals would rather write a bad online review or post a negative tweet than contact an employee in a store where they had a bad experience. Almost half of the respondents would rather trash your reputation rather than bring the problem up in person. These online reviews and tweets can haunt many businesses well after the customer’s anger has subsided. •

Joining the Company New Economy

Flexibility = Evolution

One of the major challenges our economy had to face in the past years is the big crisis that has it the whole world. Fear has struck, many lost their jobs, now it's time to rise again rethinking completely the economical system.

By MICOLE IMPERIALI

One of the major consequences of the economic crisis is our need to rethink the way we do economics. This particular moment in history can be seen as an opportunity to begin drastic change in terms of conceiving the organizational system of firms of whom the system demands flexibility. This flexibility can be analyzed from different points of view. One way of conceiving the flexibility required of companies to cope with the crisis is the ability to go from a full-time concept of employment to a part-time one, a choice applicable to small-and medium-sized enterprises as well as large ones. Is this a real trend or just a remotely feasible hypothesis? French philosopher André Gorz said “work less, work all,” a principle that trade unions across Europe used in the 1980s to demand the reduction of working hours per week.

SATISFACTION AS PRODUCTIVITY

Nevertheless, history is history and times have changed. Houria Grana, Managing Director of AIMS International Belgium, says that “although this is a great effect phrase, it is not realistic, nor in line with the society in which we live.” The transition from a full-time concept of employment to a part-time one could be an advantage for companies only at first glance, because it would allow for example to reduce the excess staff while safeguarding the most qualified professionals. “However this would mean a large gap in terms of competitiveness for managerial figures, whereas it is an activity that already requires much effort, even outside of working hours,” explains Grégoire Depeursinge, Senior Partner of AIMS International Switzerland. “Not to mention the fall of motivation that would cause to employees” - says John W. Poracky, Managing Partner of AIMS International U.S. - Midwest. As a matter of fact, it would be impractical for both businesses and employees, as in most cases part-time employment within a company means having a limited role, while “the purpose of many companies such as AIMS International is to give the best both to its customers and its employees, and this occurs when they are satisfied with their position and optimistic about their future job opportunities.”

INVESTING IN EMPLOYEES

For a company switching to a parttime concept of employment would also mean, as Richard Joly, President of AIMS International Canada explains, to hire new staff for greater productivity and, therefore, to invest more in training activities and support activities for employees. “If you invest in your employees, it’s clear that you want to keep them tight. This of course depends on the business field. In the manufacturing sector, for example, there is a need for greater presence, so that being a parttime commitment could be seen as a positive factor. But in a strong economy does not work that way.”

FLEXIBILITY AND CONCRETENESS

What would be then the right interpretation for the flexibility required on the part of companies? As Mr. Joly points out, flexibility also depends on the employee’s needs. You can see more and more the tendency to organize work schedules according to the employee’s personal needs, such as working outside the traditional office, and this is a great opportunity. For example, the financial field doesn’t require physical presence to ensure continued productivity. “The fact is that you can give your best even while working from home,” Mr. Poracky adds. “We consider that organizing working times in this way is an advantage; for example, in the case of families where both parents work. Having the responsibility to take care of children can make this option a real need.”

“I think it's an excellent solution for those who have key roles within the company” Jerzy Potocki Managing Partner of AIMS International Poland admits. “The possibility to use technology at any time helps productivity a lot, although it can also be considered as a risk.” The important thing is being able to perform the tasks that have the greatest impact, reducing those that bring little value to the business. “Our work is measured by results, not by working hours,” he concludes.

RECESSION AS BRAINSTORMING

“There are many ways for a company to show the flexibility and to gain people’s commitment and motivation during the recession,” says Ms. Grana.

AIMS International works actively in about 50 countries across all continents and operates in over 90 offices with more than 350 consultants. As a partnership of owner-managed executive search firms, AIMS International provides a wide array of customized solutions in Retained Executive Search and in Talent Management.

Houria Grana

Managing Director AIMS International Belgium

Gregoire Depeursinge

Senior Partner AIMS International Switzerland

Jerzy Potocki

Managing Partner AIMS International Poland

John W. Poracky

Managing Partner AIMS International U.S. Midwest

Richard Joly

Managing Partner AIMS International Canada

• Nurture relationships to forge new connections and strengthen long-standing relationships, both inside and outside of the company.

• Focus on productivity by providing advice and programs that can directly increase the effectiveness of employees and managers and prepare them for the end of the recession.

• Talent and performance management to secure existing talent and invest in them, to ensure competitiveness.

• Ongoing training and development to consider low-cost options such as work shadowing and developing coaching and mentoring programs using existing talent to train developing talent.

• Increase employee innovation to accelerate innovation in product and service areas in order to compete. One way to do this is to implement specific actions to improve group’s ability to work with mission-critical business teams. This way firms can help identify barriers to innovation.

• Increase workforce flexibility to consider offering more paid time off as an incentive to increase employee motivation in these difficult times. To reduce expenses that don't add value.

• Link your HR metrics to the bottom

line; the HR department must learn how to convert traditional metrics such as turnover rate or time-to-fill into Euro impact.

• Keep communicating to be honest with employees. Letting them know how they're doing will allow them to understand the true financial picture. Often employees are willing to make cuts and changes when they understand the facts. There are no winners if the business goes down.

EQUAL PARTNERSHIP

When you are in difficult times, like those which have in recent years hit the world economy, you always ask yourself if a period of crisis can lead to something positive. "I have seen many companies, Mr. Potocki notices, "that have reduced costs and teams keeping to provide the same excellent results to its customers. Many of them were run in a not-so-optimal way before the crisis. Several companies have changed their employees and executives for cheaper ones, still getting very good people on board.” But what the economy would perhaps need to move towards is a more longterm view of the relationship between employees and corporations, one in which the needs of both parties are better taken into consideration. “Unfortunately, many people react to the crisis by implementing more emergency measures to obtain short-term productivity gains instead of looking for ways to reduce employee turnover and increase satisfaction at work. It is my belief that long-term success requires an employeremployee relationship where both are equal partners and take into account the other’s necessities” says Mr. Depeursinge.•

The cartoon on the two following pages is by Robert Sergel, a cartoonist currently residing in Cambridge, MA, USA. He graduated from college in 2005, and his work has appeared in publications such as New York Press, Noo Journal, Zine Arcade, Free Comics NYC and in The Wellesley Townsman, among others. Comics aside, Robert plays in a band called The Channels. Robert has freely interpreted the stories of managers Ian Worden, Didier Naveaux, Todd Recknagel, Jerzy Wasilewski, Michal Prazynski and Daniel Gosselin, all recruited by AIMS International. The story is invented and references to reality are purely imagined. The moral of the story is that even if sometimes we find ourselves stuck without knowing what to do next, we don't have to give up, but, instead, take advantage of all the opportunities that life gives us. And at that point, we'll find our way.

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