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How Businesses can Weather COVID-19: Start with Empathy to Employees

businesses

How Businesses can Weather COVID-19: Start with Empathy to Employees

Major U.S. businesses are adjusting operations, laying off employees or reducing hours in response to the coronavirus outbreak.

It’s uncharted territory for the nation, and companies from large brands to small businesses, like everyone else, are operating without a playbook to deal with an unprecedented public health threat that will also have economic implications. How businesses adjust to the pandemic and respond to this “new normal” is critical to the future of their business.

“The most important part is showing empathy to employees – now more than ever in these uncertain times,” says Ed Mitzen (www.edmitzen.com), founder of a health and wellness marketing agency and ForbesBook author of More Than a Number: The Power of Empathy and Philanthropy in Driving Ad Agency Performance.

“While every company is dealing with the effects of the COVID-19 outbreak, it’s important to keep in mind that your employees are being affected in more ways than one. Added challenges to daily life now include your partner working next to you, your children being home from school, and having to keep an extra close eye on elderly relatives. In these unusual circumstances, people will notice which companies are treating their employees with empathy and compassion and which are not.”

A business leader’s response during a time like this defines who they are as a leader.

Mitzen thinks this challenging time could be used by business owners to assess their company culture and consider that how they treat employees is central to that culture and vital for business results. He explains how leaders can show empathy to employees, strengthen company culture and drive performance:

Lead with support, not force. “Culture starts at the top, and the best results come when leaders support their people and help them get the most out of life, rather than trying to squeeze them to work harder and harder,” Mitzen says. “People can sacrifice for the job for only so long before they burn out. It may sound counterintuitive, but sometimes prioritizing life over work actually improves the work product. Once you hire good people, you don’t have to push them with crazy deadlines to squeeze productivity out of them.”

Build a team of caring people. “Business is a team sport,” Mitzen says. “To have an empathetic culture, you need people who care for each other and work well together. Build teams by looking for people who lead with empathy.  Don’t hire jerks. People who are super-talented but can’t get along with others tend to destroy the team dynamics, and the work product suffers.”

Define a positive culture – and the work. Showing empathy to employees can be an engine generating creativity and productivity. “The internal culture at a company defines the work the company produces,” Mitzen says. “Culture influences who chooses to work for you, how long they stay, and the quality of work they do. And the core of the culture is empathy, starting with employees and extending to customers and the communities that you live in. There’s a strong connection between a healthy work culture, which inspires people, and the work customers are receiving. That kind of company makes sure customers are treated the same way they are being treated.”

“Now more than ever, empathy, kindness and compassion are important values to keep at the forefront of your organization,” Mitzen says. “Business leaders can take the lead in doing the right thing, starting with their employees.”

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Ed Mitzen (www.edmitzen.com) is the ForbesBook author of More Than a Number: The Power of Empathy and Philanthropy in Driving Ad Agency Performance and the founder of Fingerpaint, an independent advertising agency grossing $60 million in revenue. A health and wellness marketing entrepreneur for 25 years, Mitzen also built successful firms CHS and Palio Communications. Fingerpaint has been included on the Inc. 5000 list of fastest-growing companies for seven straight years and garnered agency of the year nominations and wins from MM&M, Med Ad News, and PM360. Mitzen was named Industry Person of the Year by Med Ad News in 2016 and a top boss by Digiday in 2017. A graduate of Syracuse University with an MBA from the University of Rochester, Mitzen has written for Fortune, Forbes, HuffPost, and the Wall Street Journal.

4PL

ONE, TWO, 3PL … or 4PL? DETERMINING WHICH MAKES THE MOST SENSE FOR YOUR BUSINESS

The supply chain ecosystem is becoming more demanding as consumers are conditioned to expect nearly instantaneous free shipping and where order delays can inflict serious damage to brands. As a result, shippers must carefully select their supply chain partners, as their performance has a much greater potential impact on customer satisfaction and the bottom line than ever before.

However, shippers are often perplexed when faced with the choice of partnering with a 3PL or 4PL to tackle their logistics and transportation challenges.

“Every shipper is unique, but many face the same challenges and share the same goals: reducing costs, optimizing their network, consolidating shipments, changing behaviors, improving customer service, and improving visibility, to name a few,” says Ross Spanier, senior vice president of Sales and Solutions at GlobalTranz, a Phoenix, Arizona-based tech company that provides a cloud-based, multimodal transportation management system (TMS) to shippers, carriers and brokers.

“The common thread that links these challenges and goals is data,” Spanier continues, “and many companies lack the data they need to make truly informed business decisions.”

He should know. Spanier brings more than 17 years of experience—which includes stops at C.H. Robinson and Logistics Planning Services—to the discussion of 3PL versus 4PL partnerships. Shippers, he maintains, should focus on the capabilities of the prospective partner and seek out partners that combine the technology, people, multimodal services and solutions they need to in gain a competitive advantage.

“Many shippers really cannot afford to staff and maintain an internal transportation and logistics team,” he notes. “Finding a partner that can act as an extension of their business is key. It’s also extremely important to make sure your partner can provide technology and experience in implementation, execution and integration. That can be a significant cost and a disruption for businesses that attempt to do that by themselves.”

Whether you’re a medium-sized business or listed on the Fortune 1000 annual list, deciding between a 3PL and a 4PL sets the stage for all moving parts.

“A common misunderstanding is that a 3PL is just a broker, when the reality is they can be much more than that,” Spanier says. “At GlobalTranz, our managed solutions are a great example of that. We can offer a more strategic and consultative approach for our customers including having ‘skin in the game’ on the broker side, where we’re taking on pricing commitments, service level commitments, managing the risks and owning the contracts.

“Many times, that is one of the common misunderstandings because a 3PL can act very strategically with customers and not necessarily need a fourth party. The 4PL typically offers strategic insights and management of a company’s entire supply chain, and often if one goes back to the question of ‘what is the difference between a 3PL and 4PL,’ 4PLs are the right fit for much more mature, large or complex organizations.”

GlobalTranz positions itself as a leader in customized solutions for a wide variety of shippers across many industry verticals. From LTL to truckload, final mile or white-glove service, intermodal, ocean, air, and cross-border Mexico transportation … are all part of the GlobalTranz offering. In addition, the company offers an award-winning TMS. The company takes pride in collaborative efforts between the people driving their technology as an integrated solution offered to their customer base.

“Whether a customer is best-suited for a 3PL or 4PL solution is typically not already known when we walk in the door, Spanier explains. “We like to show where a customer can gain the most value based on the solution and its capabilities. More times than not, it’s about voicing that to the customer and understanding where their constraints are and how we can put a solution together–a 3PL or a 4PL solution.”

GlobalTranz boasts a different approach when it comes to serving its customer base. Its robust managed solutions offerings serve a variety of needs that can be tailored upon identifying where the client’s business needs it the most. The experts at GlobalTranz take the process of solution identification one step further by evaluating the needs and configuring a solution from there. There is no “one-size-fits-all” solution, which is exactly how GlobalTranz separates itself from the rest as a leader in logistics solutions–whether that be a 3PL or 4PL solution.

“People, processes, and technology are important, and it’s crucial to establish relationships and communications that are aligned with company goals,” Spanier contends. “Without strong relationships in place, technology and process won’t deliver the needed support or what they’re looking to get out of a partner. When you have a customer looking at a 3PL solution, you want to make sure that a 3PL has the ability to bring in carriers no matter what markets they operate in. This is critical because they may be in one market today but with growth, both organic and through acquisitions, and the changing dynamics in customer demand and expectations, the footprint could expand and it’s important to have a partner that is quick to react and agile in respect to their carrier partners as well.”

So, when deciding on what makes the most sense for your business, consider partners that not only provide solutions but are agile and customizable based on specific business goals.

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As the GlobalTranz Senior Vice President of Sales and Solutions, Ross Spanier leads the enterprise sales organization as well as the design and delivery of innovative and customized supply chain solutions that drive efficiency, cost savings and competitive advantages for current and prospective customers. With more than 15 years of experience in the supply chain and logistics industry, Spanier has developed and grown sales and operations teams specializing in best-in-class service execution of LTL, TL, expedite, supply chain management, projects & heavy haul, white glove and managed transportation service lines. Prior to joining GlobalTranz in 2017, he held sales and operations leadership roles at both C.H. Robinson and Logistics Planning Services (LPS).

congress

DRIVING CONGRESS TO ACT ON NATIONAL SECURITY TARIFFS

Volkswagen GTI is turbocharged with room for…tariffs?

The Volkswagen Golf GTI is a perennial winner of Car and Driver’s 10Best award. The German-built sport hatchback combines “speed, handling, build quality, an attractive interior, and room for the family,” all for under $30,000. Car and Driver raves about the GTI’s turbocharged engine and notes it’s a formidable challenger to competing “hot hatches.”

Apparently, the U.S. Department of Commerce believes that the GTI poses another challenge — maybe a turbocharged threat to America’s national security.

In a still-confidential 2019 report, the Department reportedly found that imported autos like the GTI “threaten to impair the national security” and recommended that the president impose tariffs as high as 25 percent.

All revved up

The president would enact these tariffs under Section 232 of the Trade Expansion Act of 1962. As TradeVistas’ Andrea Durkin has detailed, Section 232 is a little-used Cold War-era law under which Congress delegated broad authority to the president to restrict imports for national security reasons. The law is also the basis for current controversial duties on steel and aluminum.

The proposed tariffs have generated opposition from vehicle manufacturers, suppliers, economic analysts and members of Congress. The Alliance of Automotive Manufacturers notes that a 25 percent tariff on autos and parts would raise the price of an average imported car by an estimated $6,000 (and add $2,000 to a U.S.-built car) while potentially leading to the loss of over 600,000 American jobs. The Association of Global Automakers (now merged with the Auto Alliance to form the Alliance for Automotive Innovation) questions how passenger cars and light trucks are relevant to national security, suggesting that “America does not go to war in a Ford Fiesta.” Statements from Administration officials suggest that the “national security” justification for auto tariffs may be a pretext to gain negotiating leverage in other contexts.

Sourcing of US Light Vehicle Sales 2017

Congress may put the brakes on Presidential tariffs

With the possible exception of avid inventor Ben Franklin, America’s founders would be astounded by the GTI. They might be equally astonished, however, by the Trump Administration’s assertion of broad authority to impose tariffs. After fighting a revolution against “taxation without representation,” the founders believed it was vital to entrust the power to impose tariffs and other taxes to the people’s representatives. Specifically, Article I, Section 8 of the Constitution vests Congress with the “power to lay and collect taxes [and] duties.”

Since 1934, after its disastrous experience with the Smoot-Hawley tariffs, Congress has increasingly delegated specific trade and tariff powers to the president, subject to a variety of limitations. Presidents have generally used these powers judiciously and to reduce tariffs to expand trade. For example, when President Kennedy signed the 1962 Trade Expansion Act (which enacted Section 232), he emphasized the importance of opening trade and reducing trade barriers and warned against “stagnating behind tariff walls.”

President Trump has taken a maximalist approach to his delegated powers to impose tariffs, particularly for “national security” reasons. In response, Congressional critics from both parties point out that under the Constitution, Congress should be the ultimate driver of tariffs, not the president.

Other concerns with the Administration’s application of national security tariffs include a lack of transparency in determining tariffs and administering tariff exclusions, its use of an overly broad definition of national security, and the cascading impacts on U.S. producers from higher metal prices. Legal experts are also concerned that the Administration did not follow the law when it imposed new tariffs on derivative steel products (including nails and bumpers) and when it extended its review of auto tariffs when time limits under Section 232 have likely expired.

Cost of Autos 232 Tariffs

Time for a trade law tune-up?

Congress could rein in presidential national security tariffs by simply repealing Section 232. However, even critics of current tariffs recognize that there are circumstances where the president might need authority to adjust trade in response to national security threats. Accordingly, Congress has focused instead on bipartisan proposals to place additional limits on the president’s ability to employ Section 232.

The Trade Security Act of 2019, introduced by Senator Rob Portman (R-OH) and Representative Ron Kind (D-WI), would bifurcate the Section 232 process. The Department of Defense (DoD) would first investigate whether there is a national security basis for restricting imports of an article. If DoD finds that an article poses a security threat and the president decides to act, the Commerce Department would then recommend tariffs or other measures to address the threat. The Portman-Kind bill would also enable Congress to disapprove any Section 232 trade restriction imposed by the president through a resolution of disapproval that would itself be subject to a veto by the president. This legislation would not impact current Section 232 tariffs on steel and aluminum.

The Bicameral Congressional Trade Authority Act of 2019introduced by Senator Pat Toomey (R-PA) and Representative Mike Gallagher (R-WI) would also require DoD to take the lead in investigating whether an article poses a national security threat, while also adopting a tighter definition of national security. Notably, under this legislation, no proposed Section 232 action by the president could take effect unless Congress first passes a resolution of approval. The Toomey-Gallagher bill would also (i) repeal current steel and aluminum duties unless Congress passes an expedited resolution of approval, (ii) direct the independent U.S. International Trade Commission to report to Congress on the economic impacts of Section 232 actions, and (iii) require that the USITC administer the tariff exclusion process for future Section 232 actions.

Two bills in Congress to brake 232

Getting out of neutral

For the past year, Senate Finance Committee Chairman Chuck Grassley (R-IA) has been attempting to meld the Portman and Toomey bills into a compromise measure that would attract veto-proof majorities in Congress. Despite considerable bipartisan support, Grassley notes that this effort has faced two challenges. First, there’s opposition from Republicans who see the legislation as a rebuke of President Trump. Second — as any student of U.S. trade history could have predicted —interests that benefit from new national security tariffs are now lobbying intensely to retain these tariffs. Despite this opposition, Grassley has vowed to continue efforts to enact Section 232 reform in 2020.

More potholes ahead?

Meanwhile, Volkswagen’s GTI and other imported autos will continue to face the threat of national security tariffs. And that threat won’t necessarily subside if a Democratic president takes office next year. Some Democrats have already proposed using the Trump Administration’s expansive reading of Section 232 to advance their own policy goals — particularly to address the climate crisis. Carbon-emitting autos like the GTI would be a prime target for new tariffs.

The GTI was designed for Germany’s smooth, high-speed autobahns. When it comes to U.S. national security tariffs, however, the GTI’s road ahead may continue to be full of potholes.

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Ed Gerwin

Ed Gerwin is a lawyer, trade consultant, and President of Trade Guru LLC.

This article originally appeared on TradeVistas.org. Republished with permission.

artificial intelligence

Artificial Intelligence Market to Reach $54 Billion by 2026

According to a new study published by Polaris Market Research, the global artificial intelligence market is anticipated to reach USD 54 billion by 2026. The advancements of robots and the rise in their deployment rate particularly, in the developing economies globally have had a positive impact on the global artificial intelligence market.

Augmented customer experience, expanded application areas, enhanced productivity, and big data integration have highly propelled the artificial intelligence market worldwide. Although, the absence of adequate skilled workforce, as well as threat to human dignity, are some of the factors that could affect the growth of the market. However, these factors are expected to have minimal impact on the market attributed to the introduction of advanced technologies.

An extraordinary increase in productivity has been achieved with machine-learning. For instance, Google, with the help of its experimental driverless technology has transformed cars including, Toyota Prius. The integration of various tools by artificial intelligence has helped in the transformation of business management. These tools include brand purchase advertising, workflow management tools, trend predictions among others. For example, Google’s voice accuracy technology has a 98% accuracy rate. Furthermore, Facebook’s DeepFace technology has a success rate of approximately 97% in recognizing faces. Such accuracy in technologies is further anticipated to bolster the market growth during the forecast period.

Currently, North America dominates the global artificial intelligence market attributed to the high government funding availability, existence of prominent providers in the region, and robust technical adoption base. Also, the region is expected to continue its dominance during the forecast period. Moreover, the adoption of cloud-based services in key economies, such as the US and Canada, is considering adding to the market growth in the North American region. The markets in Asia Pacific, MEA and South America region are expected to notice a high growth during the coming years. The growth in the Asia Pacific region is attributed to the increasing demand for artificial technologies by the developing economies. Thus, the region is anticipated to grow at the highest CAGR during the forecast period.

 

Major companies profiled in the report include Google Inc., Intel Corporation, Nvidia Corporation, Microsoft Corporation, IBM Corporation, General Vision, Inc., Qlik Technologies Inc., MicroStrategy, Inc., Brighterion, Inc., and Baidu, Inc. among others.

Key Findings from the study suggest North America is expected to command the market over the forecast years. APAC is presumed to be the fastest-growing market, developing at a CAGR of more than 65% over the forecast period. The artificial intelligence market is presumed to develop at a CAGR of over 55.9% from 2018 to 2026. The high implementation of artificial intelligence in several end-user verticals including, retail, automotive and healthcare is projected to boost the growth of the market over the forecast period. Several companies are making considerable investments to integrate artificial intelligence competencies into their portfolio of products. For instance, in 2016, SK Telecom and Intel Corporation signed an agreement for the development of the artificial intelligence-based vehicle-to-everything (V2X) technology as well as video recognition.

For More Information About Artificial Intelligence Market @ https://www.polarismarketresearch.com/industry-analysis/artificial-intelligence-market/request-for-customization
blockchain

Blockchain and its Impact on Business Operations

When one thinks of blockchain, one thinks of cryptocurrency, but even though much of this article is dedicated to the use of cryptocurrency, the truth is that more can be done with blockchain technology. This is because blockchain technology allows people from all over the world to create a transaction on a computer system. This transaction is secure (cannot be tampered with), it is dated, and it can be signed in many secure ways.

In short, if you wished, you could conduct a large digital Mexican wave around the world, and not only would the entire process be secure and efficient, it would also be traceable and wouldn’t rely on a central authority or third party to action.

The Omise Story

Omise is a company the operates a payment gateway for Thailand, Japan and Singapore. Rather than moving money from one country to another, convert it and so forth, they created their own coin OMISEGO, which they can quickly transfer anywhere. It can be deposited with an Omise office in another country. To help keep the price of their coin from fluctuating too much, they only conduct inter-office transfers as a way of getting money from one country to another. This is far faster and cheaper than using an Automated Clearing House, and far cheaper than using wire transfers.

But, what about the problem that each transaction creates a little more OMISGO coin? The answer for them was simple. They released the coin onto the general market, which gave it a market price, which therefore solved the “bit-extra” problem and introduced the problem that transactions now had to happen quickly for fear of sharp rises and falls in the coin’s price, which pushed up the potential transaction fee. However, the increase was marginal, and it was still cheaper than wire transfer and is still almost as fast.

Can the Omise Story Transfer Over?

Well, it certainly transfers to other payment gateways, and even modern US banks have stated their intentions to create their own cryptocurrency so they may move money within their own branches more easily. They would maintain full control of the currency, including its mining, which means that theft is more difficult and price fluctuations are not a problem.

Still, if it is to be applied to business operations, it needs to somehow improve efficiency, otherwise it is just another path to the same objective. If your business has an international element, then there is a chance that blockchain technology, specifically cryptocurrency, will help you. Otherwise, cryptocurrency needs to evolve and be retooled before it can do things like pay separate departments on demand more efficiently than the methods you are using right now.

What About Automated Clearing Houses?

ACH is hardly in its death throes since despite online transfers being as common as salt in the ocean, companies are still wrapping themselves in the warm blanket that is ACH, so what are their arguments against blockchain?

Argument – Costs pretty-much the same for each transaction.

Counter – Yes, on a per-transaction basis, but you receive your money up to 24 hours quicker with cryptocurrency.

Argument – We conduct thousands of transactions per day that only a clearing house could handle.

Counter – Dealing with fiat money yes, but transacting thousands of blockchain transactions per day can be done in house with almost no security risks.

The truth is that there are many ways that blockchain technology can replace Automated Clearing Houses, especially in terms of speed, security and traceability. But, ACH is trusted, tried and proven, whereas blockchain is still too new for most companies to trust.

The Demand for More Transparency

Let’s say there is a new law where every company had to track every supplier from its source. Every screw and every wire from every phone ever made, and so forth. A similar thing already happens with products labeled “Organic” in stores. Such a law would cost most primary and secondary industries a fortune, but the costs could be reduced in such an event with blockchain.

They could use blockchain to track transactions from start to finish. That way, every product being sold could have its own history that is stored in digital form. If required, an authority figure could back track every single element within a product, from where the coffee beans were bought to where the glue was manufactured for the label. Plus, the system could be set up so that each supplier need not consult a central authority to execute transactions, and each transaction would be protected with encrypted data. It would be difficult for a single entity to disrupt the history of transactions, which on its own will make the transactions a lot more secure.

Supply Chain Tracking

Using the same method as above, a company could track its supply chain, which is more important in the food industry than anywhere else. Walmart is unable to trust the record-keeping of companies in China, so it is using blockchain to track the supply of pork. Record-keeping transactions are marked at intervals so that Wal-Mart can see if a piece of pork sat in a warehouse for six months before being processed. The record-keeping process happens with regards to where the meat comes from, is slaughtered, processed, and stored, and this information is then used by the company in the US to create its sell-by-date.

Conclusion – A Tool is Only as Good as Its Use

A paintbrush in the hands of a novice is no more useful than a shotgun in the hands of a kangaroo. The intrinsic benefit of blockchain, as described in the introduction, is very powerful, but businesses are having a hard time integrating it into their companies. There are plenty who claim they have tried, such as Tyson, Nestle, Unilever and Dole, but they are more like nervous children dipping their toes in the shallow end of the pool.

Blockchain will benefit those who wish to transact payments domestically and overseas, and those who wish to track a process, a supply chain, and/or who just wish to be more transparent about their business operations. However, it is only the really competitive industries like the financial and food industries that are worth the added benefits of blockchain for the slight edge that blockchain technology gives them over their competitors.

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Ava Williams is a Resumeble editor and a career expert from Vancouver. She finds her inspiration in blogging and career courses. Meet her on Twitter and LinkedIn

breakbulk europe

Breakbulk Europe to Return to Bremen in 2021

Breakbulk Europe, the world’s largest event for the project cargo and breakbulk industry, will return to Bremen, Germany, for the fourth consecutive year in 2021 at Messe Bremen from 18-20 May.

“It’s a great pleasure to be returning to Bremen in 2021, a city that has gone above and beyond to welcome breakbulk and project cargo professionals from more than 3800 companies,” Nick Davison, Portfolio Director for Breakbulk and CWEIME events, Hyve Group (formerly ITE Group) said. “The city of Bremen has proved to be a good fit for the Breakbulk attendees with its unique blend of historical charm, modern amenities, maritime environment and visitor affordability.”

Breakbulk Europe has grown significantly since the move to Bremen in 2018, and with over 120 countries represented, its reach embraces the world. Exhibitors at the 2019 event overwhelmingly demonstrated their satisfaction with Breakbulk Europe, Messe Bremen and the city itself, by rebooking 89 percent of exhibition space for 2020 by the end of the show. Along with many repeat exhibitors, the 2020 edition will feature 70 new companies, such as Sarens, CEVA Logistics, DP World, and Airbus, who has chosen Breakbulk Europe to promote their Beluga XL aircraft.

“We are committed to bringing a world-class event to this industry that is critical to the world’s economy,” Davison said. “As we move further into this decade, we will consider alternate locations for 2022 and beyond to deliver new markets and fresh thinking, but for now, Bremen is the right choice and we would not hesitate to return in the future.”

The 2021 announcement comes three months before the opening of Breakbulk Europe 2020, and already the indicators point to another success. Online registration is tracking 13 percent ahead compared to this time last year. A strong lineup of partnerships has been secured, including companies for each of the three content areas: Masters Arena by Aurelis Real Estate Service, Main Stage by Port of Gdańsk and Tech & Innovation Hub by Erhardt. New to the 2020 experience will be a pair of professional workshops focused on risk management and chartering essentials, Education Day for local students and those new or looking to enter the industry, and the first Europe-based Women in Breakbulk breakfast, part of Breakbulk’s global networking platform for female professionals.

About Breakbulk Europe

Breakbulk Europe has become the global hub for the industrial project supply chain, including the world’s foremost manufacturers, oil & gas companies, EPCs, carriers, ports, logistics firms, specialized transporters and related service providers. This year’s event is expected to bring together around 10,000 professionals from more than 120 countries. To request exhibiting and sponsorship information and to register for the event, visit europe.breakbulk.com.

Breakbulk Europe is one of four Breakbulk global events, along with Breakbulk Middle East in Dubai, 25-26 Feb. 2020, Breakbulk Asia in Shanghai, 18-19 March 2020 and Breakbulk Americas in Houston, 29 Sept.-1 Oct. 2020.

____________________________________________________________

Hyve Group plc is a next generation FTSE 250 global events business whose purpose is to create unmissable events, where customers from all corners of the globe share extraordinary moments and shape industry innovation.  Hyve Group plc was announced as the new brand name of ITE Group plc in September 2019, following its significant transformation under the Transformation and Growth (TAG) programme. Our vision is to create the world’s leading portfolio of content-driven, must-attend events delivering an outstanding experience and ROI for our customers.

Press contact: Leslie Meredith -Marketing  & Media Director, Breakbulk Events & Media

E: Leslie.Meredith@breakbulk.com

T: +1 801 201 5971

slavery

“Free” Trade and Modern Slavery

Modern Slavery

It’s more common than you might think. Seeking a means to provide for themselves and their families, millions of people routinely put their fate in the hands of brokers who promise factory, fishing, farming, hospitality or healthcare jobs overseas. They leave their country, greeted in a strange land not by honest employers but by traffickers. They are now bonded laborers who are told they must work to pay off their debt under threat of violence. Sometimes that “work” is commercial sex. Against their will, by force, fraud or coercion, they have become slaves.

The International Labor Organization estimates that 20.9 million men, women and children are victims of forced labor at any point in time. Although a person does not need to be physically transported to be subject to slavery, 29 percent of victims end up in forced labor after moving across international borders.

$150 Billion in Illicit Profits – Every Year

In small numbers, we should be concerned. But this is no small problem. According to the Alliance to End Slavery and Human Trafficking, human trafficking is one of the largest criminal enterprises in the world, generating an estimated $150 billion in illicit profits annually.

In the United States, January has been designated National Slavery and Human Trafficking Prevention Month. To recognize the 20th anniversary of the landmark Trafficking Victims Protection Act of 2000 (TVPA), the White House held a Summit on Human Trafficking on January 31.

The summit culminated in the signing of an executive order to improve prevention, increase prosecutions, and strengthen protections for victims in the United States, recognizing that “millions of individuals are trafficked around the world each year — including into…the United States.”

To combat it requires a comprehensive government effort involving labor and criminal enforcement, public services to aid victims, counter-trafficking policies and programming in overseas assistance, intelligence and diplomatic coordination – and trade policy.

Human Trafficking Across Borders Stat

Trade Policy and Trafficking

As far back as the Tariff Act of 1930, the United States prohibits the importation of foreign goods made by means of slave labor. But more recently, Congress has debated whether the United States should grant trading privileges to governments that do not respect human rights or fail to combat trafficking. That question featured in the annual debate over whether to grant “most favored nation” trading status to China before it entered the WTO. It arose again when some Members of Congress questioned whether Malaysia should be included in the Trans-Pacific Partnership negotiations.

In January 2018, Senators Menendez and Portman introduced the Anti-Trafficking Act to suspend countries from U.S. trade preference programs for one year for failing to address trafficking.

The U.S. State Department spearheads an annual Trafficking in Persons (TIP) Report to assess the extent to which our and other governments are making efforts to meet minimum standards to eliminate human trafficking. On that basis, countries are placed into one of three tiers or on a watch list. “Tier 1” countries are deemed compliant with minimum standards under TVPA for making “serious and sustained efforts” to eliminate human trafficking.

On the other end of the spectrum, governments on “Tier 3” do not fully meet the minimum standards and are not making significant efforts to do so. A country in Tier 3 may be restricted from receiving certain U.S. foreign aid, though the president may issue a partial or full waiver, particularly if withholding such assistance would cause adverse effects to vulnerable populations. The concept of withholding benefits to Tier 3 countries has also been applied to trade.

A “Principal” Trade Negotiating Objective

The Bipartisan Congressional Trade Priorities and Accountability Act of 2015 as amended (the legislation that gives the executive branch its trade negotiating mandate and authority) added a principal trade negotiating objective on human rights. The expedited voting procedures afforded to trade deals under the Act can be conditioned on progress toward achieving this objective.

Principal negotiating objective smaller font

More powerful a lever, the Act explicitly prohibits applying so-called “fast track” voting on trade agreements with countries ranked on Tier 3 of the TIP Report.

Tier 3 exception smaller font

However, the Act was amended to allow the President to submit a waiver to Congress. The waiver is not meant to rest its case on new, untested commitments. Rather, it should describe “concrete steps” that country has taken to implement recommendations in the TIP report and should include supporting documentation. To date, no country has been denied a trade deal on this basis.

Free Trade Begins with Free

Trafficking in humans is an abomination and the worst form of illicit trade. Some policymakers believe that trading with the United States is a powerful incentive to government action and is therefore an effective tool to deploy as a punishment or carrot to improve human rights. Others argue that engagement in trade opportunities should not be withheld, lest it hold back economic progress in places and for people who need it the most.

Human rights as customary international law came into being and “grew up” alongside the international trade regime after WWII. The primacy of human rights over trade liberalization obligations is consistent with trade law itself, which explicitly provides exceptions where necessary to protect human life.

Wherever the debate comes out on how to use trade agreements and policies to promote human rights, we can all agree that free trade begins with free. The human right to be free will always come prior to free trade.

Dive Deeper: Trafficking in Persons Report 2019

________________________________________________________________

Andrea Durkin is the Editor-in-Chief of TradeVistas and Founder of Sparkplug, LLC. Ms. Durkin previously served as a U.S. Government trade negotiator and has proudly taught international trade policy and negotiations for the last fourteen years as an Adjunct Professor at Georgetown University’s Master of Science in Foreign Service program.

This article originally appeared on TradeVistas.org. Republished with permission.
climate change

Businesses Must Adjust To Climate Change; 5 Ways Toward Sustainability

As climate change causes worldwide concern and prompts calls for governmental action, consumers are putting the onus on businesses to step up their sustainability standards and practices.

A Nielsen survey, for example, showed that 81 percent of global consumers feel companies should help improve the environment. And with governments across the globe struggling to reach an international consensus on climate change, close observers of business and the environment, along with a high number of CEOs, agree: Private industry should take the lead in driving sustainability.

“Some forward-looking companies are seeing it’s an issue they can no longer ignore, morally and economically, and that you can go green and succeed in business,” says Hitendra Chaturvedi (www.hitendrachaturvedi.com), a professor at the Supply Chain Department of W.P. Carey School of Business at Arizona State University and expert on global supply chain sustainability and strategy.

“Business strategies must include sustainability in their core beliefs and practices. Part of the problem is that they are missing the simple, sensible ways that can drive sustainability and bring a return on investment at the same time.”

Chaturvedi suggests the following ways businesses can exercise sustainability practices to help fight climate change and connect with consumers:

Find the facts. “When a package gets delivered to you by an online commerce company, most people see the packaging as mainly contributing to the pollution, but that is not the case,” Chaturvedi says. “The packaging contributes less than 5%, but the main culprit is the returned/defective item which accounts for close to 50% of the pollution because it is not properly disposed of. I call it sensible sustainability. Identify and focus on low-hanging fruits.”

Seek education. “Finding the facts brings an important issue – education of consumers,” Chaturvedi says. “I see too many data points floating around that are put forth to create hysteria and are flat-out wrong, causing well-intentioned people to be waylaid in unproductive directions. Too many times this causes even a well-wisher of the environment to lose interest. We need a proper way to educate consumers about what is real and what is fake news.”

Implement business model changes. “Look at your business model holistically,” Chaturvedi says. “I propose a 5R model that simply, sensibly, and holistically integrates forward and reverses supply chain within any organization to ensure reduction in waste – and without sacrificing profits or competitiveness.”

Embrace technology. “It will lead to quick solutions to many vexing sustainability problems,” Chaturvedi says. “For example, advancement in technology has given us economically viable micro-factories to processing plastic waste, something that was not possible a few years ago. Now we can package it into a business model and scale it. Technologies like blockchain and dendrites will have far-reaching effects on sustainability as they will drive tracking and accountability.”

Find sensible solutions. “Sustainability needs sensible solutions, not a panacea, not motherhood and apple pie solutions,” Chaturvedi says. “We need solutions that are practical and profitable. We see many solutions that promise to solve the world’s pollution problem but are either one-off, or do not make money or both. We need businesses to step in and partner with scientists, universities, and government so a practical/viable perspective can be applied to sustainability solutions. A business will bring that perspective along with what can scale and what can not.”

“Businesses can see significant benefits, both economically and socially, from incorporating sustainable practices,” Chaturvedi says. “Some of the steps you incorporate can seem small at first, but day by day those efforts will produce great results.”

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Hitendra Chaturvedi spent over 30 years in progressive technology leadership positions with Microsoft, Newgistics, E&Y e-Business and A.T. Kearney. Chaturvedi also built a $100 million software company in India, GreenDust, where he implemented proprietary reverse logistics software at Amazon, Flipkart (Walmart), Samsung, Panasonic and Whirlpool. A computer engineer with a master’s degree from Louisiana State University and an MBA from Southern Methodist University, Chaturvedi has been widely covered in the media and is a subject matter expert on global supply chain strategy, sustainability in supply chain, reverse logistics, ecommerce, artificial intelligence and machine learning. Now a professor at Arizona State University, Chaturvedi has been a visiting professor at Southern Methodist University, University of Texas-Dallas, Penn State and Purdue.

supply chain

Digital Supply Chain 2020: Here’s What Industry Players Should Know

The new year is here and with it comes a new set of opportunities, challenges, technologies, and trends to keep a close watch on, regardless of what industry your business caters to.

In 2019, global businesses saw an influx of unpredictable economic and political changes directly impacting the supply chain and customers. This year kicked off with IMO 2020, spurring panic for those that waited until the last minute to launch compliance efforts.

Beyond these concerns remains a variety of changes on the 2020 horizon that Pervinder Johar, CEO of Blume Global shares with us and how global and domestic businesses can prepare for success in the new year. Here’s a peek behind this year’s logistics curtain.

While shipment journeys are complex and fragmented, efforts to improve the flow of products will take precedence.

All the data in the world doesn’t matter if you can’t execute on it. We’ve been talking about the potential of the digital supply chain for more than two decades. In 2020, the balance finally shifts from future potential to current benefits. Connected devices and IoT-enabled solutions are giving us more data than ever to make better decisions — connecting the legs of the supply chain path while simplifying information exchange. To improve the flow of products and information from point A to point B, we will see more shippers adding sensors on almost everything, not just the most expensive equipment.

Maximized capacity and minimized empty miles.

We will see a more concerted effort to reduce waste in the supply chain. Eliminating the empty miles and excess CO2 emissions will become a bigger focus for smaller companies as larger organizations use it as criteria when selecting supply chain partners. Major manufacturers, shippers, and carriers have the clout to move the rest of the market. Smaller companies will invest in sustainable initiatives and the reduction of carbon emissions as a cost of working with major companies.

Better technology and planning will close the gap between planning and execution.

Traditional, long planning cycles don’t align to the expectations of today’s consumers. In addition to moving products, companies must deal with the added expectations from customers around product availability and expedited delivery — and in short, customers want what they want, and they want it now. While the Amazon effect has elevated customer experience across the board, it has also resulted in companies stockpiling trillions of dollars of inventory – a cost that very few aside from Amazon can justify. As a result, we can expect to see fewer companies stockpiling inventory and more focusing on improving inventory management and execution.

The American Transport Research Institute (ATRI) conducts an annual report on the operational costs of trucking. In its 2018 report, ATRI found that trucking companies traveled over 9.4 billion miles in 2017 and 20.7 percent of all those miles were empty. The industry can do better.

It has become essential for LSPs to be able to securely collaborate with their customers, carriers, and other service providers on a neutral digital platform. Accessible data and predictive analytics will remain key competitive differentiators. By establishing a centralized, digital repository that provides the same access to all reliable data across the supply chain, retailers can promise improved customer experience, competitive prices and a higher quality offering.

Low- or no-cost TMS-like solutions will become a priority for motor carriers.

Motor carriers are a critical link in the supply chain — yet they are the most dispersed and least connected of transportation modes. While they carry a huge volume of cargo — more than 70 percent of domestic tonnage— the vast majority are part of small organizations: 90 % of firms operate six trucks or fewer (source: American Trucking Association). Carriers, LSPs and shippers need to embrace solutions that provide low- or no-cost TMS-like solutions that empower even a single-truck firm with access to logistics and supply-chain networks.

Smart technologies will decrease the amount of time it takes for an invoice to be processed.

Currently, LSPs, freight forwarders and shippers need to wait weeks/months for invoices to be processed, which impacts their bottom line. But, with the increased investment in and use of smart technologies by companies along the supply chain, the amount of time it takes for an invoice to be received and paid will significantly decrease. This will also lead to better and stronger relationships between companies along the supply chain.

Artificial Intelligence will reach its potential by becoming domain specific.

The potential productivity gains from AI are anticipated to be anywhere from $13.7 trillion to $15.7 trillion by 2030, according to the McKinsey Global Institute and PricewaterhouseCoopers, respectively. The next phase of AI success happens when technical capabilities are matched with industry-specific expertise. We are at a significant inflection point in the adoption of AI-enabled solutions. Linking domain expertise and data with technical innovation is necessary for technology to reach its full potential to deliver measurable, effective results to the companies that implement them.

Tariffs and trade woes mean new supply chain opportunities in Southeast Asia.

Bigger, more sophisticated supply chains will seek out new primary sources. In part due to the tension over tariffs with China, companies are moving their supply chains out of the country and building up new footholds in Southeast Asia. Aside from tariff concerns, companies are looking at overall cost of business and the availability of resources to meet their needs.

IT Job Satisfaction: Six Keys to Keeping Your Top IT Talent

Technology roles are among the most difficult to fill. Demand exceeds supply in the industry, so talented tech workers can afford to be choosy when looking for work.

For IT teams, this makes retention crucial. When you struggle to replace employees who voluntarily leave the company, there are negative impacts to productivity, customer service, information security, and profitability. Employee loyalty is essential to your success.

So what inspires loyalty? Job satisfaction. Satisfied employees are less likely to look for new work and less likely to consider other opportunities. The latter is especially important in IT because the average IT pro receives 32 job solicitations each week.

To improve retention and loyalty and avoid the struggles that come with recruiting new employees, focus on boosting job satisfaction. We reviewed more than a dozen surveys and research studies to uncover the most important factors that contribute to IT job satisfaction. Here’s what we found.

Strong coworker relationships increase job satisfaction

In a survey conducted by Spiceworks last year, IT professionals ranked how 10 different factors contributed to their happiness at work. The results: strong coworker relationships have the biggest positive impact on employee satisfaction. Survey respondents rated coworker relationships as even more important than pay, stress levels, and work hours.

Unfortunately, improving coworker relationships is much more complicated than improving pay, work hours, or vacation time. Employees evaluate their coworkers independently, forming relationships based on compatibility of personality, shared goals and interests, and many other highly individualized reasons.

You can’t simply decide for everyone to become friends, but you can create an environment that encourages employees to form friendships. A few ways to do that is to:

Hire people you can see yourself being friends with. By hiring people compatible with your own personality, you build a team of people who are more likely to share interests and values.

Change your seating arrangement. Even if employees don’t have enough in common with their coworkers to form friendships, changing desks occasionally gives them an opportunity to meet people from other departments that might be worth befriending.

Provide opportunities for interaction outside of the office. It’s hard to get to know your coworkers on a personal level when all of your interactions center around work.

Boredom increases dissatisfaction

survey conducted by TEKsystems found that only 48 percent of entry- to mid-level IT professionals feel as though they’re doing the most satisfying work of their careers. And while the numbers are trending upwards—from only 39 percent in 2014—more than half are not as satisfied as they could be with the work they’re doing in their current positions.

To prevent job dissatisfaction resulting from boredom, provide employees with plenty of opportunities to do interesting, meaningful, or challenging work:

Change things up.  If employees aren’t challenged in their current roles, consider moving them onto a team where they can do something different or learn a new technology.

Encourage them to pursue other interests. Provide professional development funds that employees can use to learn something new, give them time to focus on pet projects that are outside of the scope of their day-to-day responsibilities, or make your employment contracts more flexible so they can work on a side gig in their own time.

Give them more responsibilities. When employees outgrow their current roles and find themselves bored and unchallenged, their natural inclination is to look for a new position.

Funding and awareness play a part in IT job satisfaction

survey by Campus Technology looked at job satisfaction for IT professionals in higher education institutions and found that inadequate funding for projects and new technology and administrators not understanding what they do both created job dissatisfaction.

Lack of funding is often the direct result of poor communication between IT and the individuals who make funding decisions. If leaders don’t understand how investing in technology will benefit the entire organization, they’ll never sign off on the investment.

For many organizations, IT operates in a silo—and often with an us-versus-them mentality. This is usually the result of non-technical sponsors and leaders making unreasonable demands and failing to see issues from the perspective of those who understand the technology.

But eliminating employee dissatisfaction caused by these issues requires breaking down those silos and working as a team. Consider hiring someone to operate as a liaison between IT and non-technical departments and leadership. Choose someone who’s spent time on both sides of the fence who has the ability to present IT concerns in terms of overall business benefits.

Improving communication between technical and nontechnical divisions reduces the risk of IT employees becoming dissatisfied because they feel misunderstood and underappreciated. Additionally, it increases the chance that your department receives the funding needed to stay on top of technological advances and trends.

Salary matters, but not as much as you think

A survey conducted by TechTarget found that salary also impacts job satisfaction. However, the impact of salary on job satisfaction is much smaller than that of other, more important factors like work that’s intellectually challenging and a supportive work environment.

And while company culture and interesting projects may be more important than salary, you shouldn’t neglect the role that salary plays in keeping employees happy. Few people will stay in a job—even one that they love—if they don’t make enough to pay their bills.

If you’re concerned that employee salaries are contributing to dissatisfaction, follow the lead of other companies in the industry and take an innovative approach to setting salaries:

Pay Silicon Valley rates, even if you’re not in Silicon Valley. Basecamp’s headquarters is in Chicago, but the company employs people who live all over the world. While the company could get away with setting salaries based on cost of living where employees work—or cost of living in Chicago—all employees earn Silicon Valley rates.

Pay people to move somewhere with a lower cost of living. If you can’t afford Silicon Valley rates, consider an incentive for employees to move somewhere less expensive. Zapier offers its employees a $10,000 relocation package to move out of Silicon Valley and into an area with a lower cost of living.

Work with HR to personalize employee benefits. Even if you can’t increase salaries, there are opportunities to put more money in employees’ pockets with personalized benefits. For example, Student Loan Hero offers its employees student loan debt repayment matching. BambooHR employees get an annual $2,000 vacation stipend.

Job training is important for both employees and employers

survey by The Conference Board found that one of the areas employees are least satisfied with at work is educational and job training programs. Data from a survey from CompTIA shows that this concern is particularly important for IT professionals because one of their top concerns is that their skills quickly become obsolete.

Wish list items for IT professionals further highlight the impact that training, education, and advancement have on job satisfaction.

More than half of IT professionals choose their careers because of their “passion/interest in technology.” That interest doesn’t subside when employees master a particular technology. IT pros are hungry to continue learning, experimenting, and innovating. When their job enables them to do so, they’re much more satisfied.

At the same time, employers expect that one of the most difficult hiring challenges they’ll face this year will be “finding workers with expertise in emerging tech fields.”

Professional development opportunities, on-the-job training, and education stipends increase employee satisfaction. Plus, they limit the need for employers to seek new hires who have experience with emerging technologies; you’re able to fill new roles with existing employees.

There are a number of ways to provide IT employees with development opportunities:

-Provide funds for employees to attend industry conferences, earn certifications, take courses, or pursue additional degrees.

-Distribute a list of local mentorship opportunities, trade organizations, and community IT groups, and subsidize any membership fees.

-Hire industry leaders/experts to host an on-site seminar or training for your group once a quarter, or host monthly lunch-and-learn events.

When work is meaningful, other factors are less impactful

In both 2017 and 2018, Elon Musk’s SpaceX landed a spot on Glassdoor’s “employees’ choice” list of best places to work. The company has an overall 4.4-star rating, 96 percent of employees approve of Musk as CEO, and 90 percent of employees would recommend working for SpaceX to friends. By all accounts, SpaceX employees are satisfied with their jobs.

But a recent study from PayScale shows that SpaceX employees earn less than employees of other top tech companies and experience the highest amounts of stress.

So why are employees who are underpaid and overstressed so satisfied with their jobs? SpaceX employees feel that their work is meaningful. SpaceX earned the highest rating of all of the companies PayScale compared in the “high job meaning” category.

Of course, when your job is to build the technology needed to colonize other planets, it’s not hard to find meaning in it. But not all companies have such inspiring goals. Even so, that doesn’t mean it’s impossible to make the work your employees do meaningful.

According to Michael G. Pratt, professor of management and organization at Boston College, “Meaningfulness is about the why, not just about what.” Help employees understand the “why” behind their day-to-day responsibilities to help them find meaning in their work:

-Connect IT’s tasks to overall company goals.

-Share stories of how IT projects helped end users.

-Publicize the company’s mission, values, and contributions.

The most important factors for IT job satisfaction

Like any employee of any industry, IT professionals want to earn a reasonable living, avoid unhealthy amounts of stress, and access important benefits. But those things are just the starting point for IT job satisfaction. True satisfaction stems from filling more complex needs.

People seek careers in IT because they’re good at what they do and interested in using their skills to build innovative products and solve complex problems. They seek challenges, are motivated by learning, and thrive when collaborating with like-minded people. They don’t mind dealing with stress if they’re contributing to something meaningful.

The companies that win the talent war will be those that work to improve the more fundamental aspects of IT job satisfaction. They’ll attract and retain top talent by building a department where employees find true fulfillment with their teams, work, and future prospects with the company.

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Jessica Greene is a staff writer at Spoke.