Archive for the ‘credibility’ tag

Decline and fall of Pak cricket

The corruption scandal that exploded this week is the latest damaging blow to Pakistan cricket and former players fear it could be the one that finally crushes the credibility of the sport in the South Asian nation. Profile of tainted players | How betting mafia fixes the game 
Full coverage

Five Ways to Build IT’s Credibility

Building trust in information technology requires CIOs to promote attention to detail while putting every action into business context.

Baradar – Our vote goes to the ISI

Back in March 2010, Indian officials were aware that Taliban leader Mullah Abdul Ghani Baradar had been picked up by the ISI who conned the CIA into helping them locate the man in the crowded city of Karachi a few weeks earlier.

US officials at the time were effusive about Pakistan’s "cooperation" , hoping to use Kayani’s smooth assurances to chart their exit out of Afghanistan. In fact, the line coming out of Washington then was – guys, we told you the Pakistanis have stopped loving the Taliban and are turning them over to us.

Indian intel officials following Pakistan said, wait and see. In the past few months the US has had several epiphanic moments about Pakistan. The Wikileaks revelations in July removed the fig leaf the US was using all along. My view then was, and remains, that the ripples from WikiLeaks will make fundamental changes to the entire war outlook.

Anyway, seven months later, some people in Washington seem to have seen the light. Check out this New York Times story by Dexter Filkins. The most telling quote in the story is this: "We picked up Baradar and the others because they were trying to make a deal without us," said a Pakistani security official, who, like numerous people interviewed about the operation, spoke anonymously because of the delicacy of relations between Pakistan, Afghanistan and the United States. "We protect the Taliban. They are dependent on us. We are not going to allow them to make a deal with Karzai and the Indians."

It isn’t that the US has just discovered they had been duped by the ISI for the nth time. Matt Waldman, who wrote a fantastic paper called The Sun in the Sky – the Relationship between Pakistan’s ISI and Afghan Insurgents had a lot more on the subject.

"The ISI has apparently established parameters of Taliban conduct and strategy, reinforced by the threat of arrest. Independent contacts between the Taliban’s former military commander, Mullah Baradar, and the Afghan government, possibly with a view to negotiations, apparently breached these boundaries, and so he and at least seven other Taliban leaders were arrested by the ISI in early February 2010. It appears that the arrests were intended to send a message to both the Taliban and the United States that negotiations could only take place if the ISI had a major role in, if not control over, the negotiating process."

This view, Waldman says, "was echoed by Taliban commanders, most of whom doubted Pakistan’s support for negotiations. As a commander from a central province said: ‘The ISI arrests [of Taliban leaders] were done for their own interests; they don’t want peace in Afghanistan, and they don’t want them to talk to the Afghan government. If there is peace, it is not to Pakistan’s benefit.’"

"One of the southern commanders claimed: ‘If any one rejects that the ISI backs or controls the Taliban, he has a mental problem … all our plans and strategy are made in Pakistan and step by step it is brought to us, for military operations or other activities.

"Pakistan [the ISI] does not have only one representative on the Quetta Shura, they have representatives everywhere. As for Mullah Baradar’s arrest, do you think they didn’t know where he and others were before that? … the ISI have more than two, three or four [representatives] on the [Quetta] Shura. … Some [other members of the Quetta Shura] know they work for the ISI, but it’s not discussed. … The reality is that the ISI controls the leadership. Mullar Omar has strong support of Pakistan; he has to listen to them and do what they say.’

"Arguably, it is consistent with the arrest of Taliban leaders that showed an interest in talks with the Afghan government, and with the ISI sanctioning, perhaps even orchestrating, the replacement of Mullah Baradar with the more hard-line Qayyum Zakir.

"Both Haqqani commanders echoed the comments of Taliban commanders about the presence of ISI on the Quetta Shura. According to the senior commander: ‘Yes the ISI control the Quetta Shura. When Mullah Baradar and Mullah Omar talked directly to the Afghan government – peace talks – the ISI arrested Baradar … because they want peace talks to fail. I don’t know how many ISI are on the Quetta Shura … Honest Afghans who want jihad and are honest to their country, were disarmed, detained and became powerless … I know many good high-ranking [former] Taliban who are not supporting the fight in Afghanistan … the rest are listening to the ISI, [and] still have the control. I don’t like this. Without the support of the ISI, Afghans cannot do anything, can’t even have meetings. Both former and current ISI are on the Quetta Shura. New ISI members are not so reliable and do not have such a strong role in it; the former ISI have more credibility and influence. All the Taliban interested in the peace process are detained.’ — from The Sun in the Sky.

Pakistan’s ISI has over the past few months made it clear to all stakeholders in Af-Pak that all "peace" negotiations will have to be made through them, to emphasise the centrality of the Pakistani role in the resolution in Afghanistan. These stakeholders range from Taliban leaders, US officials and generals and all countries around them.

In digital age, credibility of data is under threat

A few days back, Amartya Sen had some uncharitable words about Facebook. He was upset that the social networking site offered him no help in closing down a fraudulent Facebook site of someone impersonating him.

The 1998 Economics Nobel Prize winner is not the only victim of online impersonation. Shashi Tharoor — while serving as the Union minister of state for external affairs and while his popularity was peaking at a fast pace — clarified that he had no Facebook account, and whatever that existed was not his. At one point it was said there were three Facebook accounts in Tharoor’s name!

Amartya Sen was also upset that Facebook didn’t have a system to verify the authenticity of the user. Well, Facebook is not alone. Leave aside social networking sites; it’s very easy for anyone to create a website and to get any particular URL registered. So too the case with e-mail IDs. One needs to take information on cyberspace with huge tons of salt!

CREDIBILITY OF DATA

This brings us to the wider issue of credibility of data floating around in cyberspace. It’s ironic that it should happen when we have sophisticated technology. Earlier, the genuineness of documents and photos — always on paper — were never disputed. There was a sense of truthfulness about it. Technology should have actually helped us in making data more secure, genuine and less vulnerable to mischievous alterations.

But unfortunately there’s plenty of information on cyberspace that’s either suspect or not authenticated with credible attributions. The aam janatha is not aware of this either. This is most evident in the way people mass forward emails and sms-es containing information — often very interesting — without even lending a minute’s thought to the genuineness of the contents. And we all know email forwards eat away a major chunk of inbox space and our time.

Many of these forwards have fanciful photographs and anecdotes. Most of them are nothing more than leisure reading. But there are plenty of others which refer to events and personalities that sound very credible, but have no authentication. For example, a few speeches of former President Abdul Kalam made rounds of emails. There was no mention of when he made that speech or where. It merely overflowed with patriotic hyperbole and dreamy visions of making India great. The tone of the language looked so exaggerated that it was unbelievable that Kalam would have delivered it.

There are also emails about someone lying critically ill in a hospital. The language is intended to persuade the reader to offer help to the patient. To make it all the more credible there are names of contact persons, telephone and fax numbers. Once, out of curiosity, I called up a hospital in Bangalore mentioned in one such email. Not surprisingly, I was told that it was a prank, and there was no such patient. Interestingly, I was also told that the same email had done the rounds some 4 years back!

More recently, when Jyoti Basu was critically ill, a rumour spread on Twitter saying he had passed away. Worse, someone went on to incorporate that bit of false information on the Basu page of Wikipedia. But the mischief was quickly noticed and corrective steps taken. In fact, on that particular page, the feature to edit contents was temporarily disabled to prevent any further pillage.

One point that needs to be mentioned here is that credibility of institutional media organisations remains very high. The best indication was when Twitter was flooded with all sorts of updates about Basu. At that time, many users preferred to quote and retweet feeds of media organisations — rather than unknown bloggers or tweeple — to establish the actual situation.

VERIFICATION OF AUTHENTICITY

All of us who use internet extensively to mine information, need to be very cautious. As a rule of thumb, rely only on websites of genuine institutions. For example, if we were to look for some information on Chandrayaan, the best place would be the Isro website or websites of well-known media organisations. This is not to discredit bloggers who may definitely have the facts right. But given the vulnerability of the medium, bloggers need to properly authenticate the information so that their sites gain credibility.

Going back to Amartya Sen, he is right in saying that Facebook doesn’t have a mechanism to signal the genuineness of the account. It’s very evident that Facebook puts the onus of verifying the authenticity on the users. It’s an inbuilt disadvantage, though there are ways of doing it.

Going by the way websites, blogs, microblogs, social networking sites and mobiles are disseminating information to people at large; and by the way people are also falling prey to online frauds, it’s clear there’s a dire need to educate people on reliability of online information, or rather the lack of it.

Twitter, the other social networking site, which also doubles as a microblog, has a system of authenticating the genuineness of users, especially of well-known personalities or celebrities. Users who think they are or could be victims of cyber impersonation can make a request to Twitter, which will personally verify the genuineness of the user and signal it with a tick mark indicating it’s a Verified Account".

STATUTORY DIGITAL WARNINGS

* Don’t be gullible in this tech-driven era. Most of the digital stuff can be doctored.

* Always be cautious of what’s online. Check the genuineness of the website or email before believing or acting on its contents. Check and cross-check with multiple sources.

* Don’t mass forward emails and sms-es unless you are convinced that the information contained therein is genuine or at least credible; or they have attributions to establish the authenticity of the information.

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In a drug fix

The credibility of a recent Lancet report blaming India for spreading a cure-resistant superbug is in serious doubt. Sanchita Sharma writes.

Pak Senate committee summons Butt on Aug. 19

Pakistan senate standing committee on privileges motion has summoned the PCB chairman Ejaz Butt on Thursday to respond to charges that he maligned and questioned the credibility of some of its members on sports.

Senator Tahir Mashadi, who heads the privileges committee, said that Butt would be given a fair chance to defend himself.

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Pakistan Senate committee summons Butt on Aug 19

Pakistan senate standing committee on privileges motion has summoned the PCB chairman Ejaz Butt on Thursday to respond to charges that he maligned and questioned the credibility of some of its members on sports.

Donors not pledging funds because of Pak’s "corrupt" govt: Khan

Cricketer-turned-politician Imran Khan has claimed that local and foreign donors are not providing adequate aid for victims of the country’s worst floods because of the lack of credibility of the Pakistani government, which he branded as “corrupt”.

Football and friendship in Hills

Hoping to win back some of the credibility lost since GJM relaunched the Gorkhaland movement, the state police kicked off a week-long football tournament in Darjeeling on Thursday.

Sri Lankan war commission begins public sitting

A Sri Lankan government-appointed commission to look into the country’s civil war opened public hearings today amid international skepticism about its credibility and mandate to probe and punish war crimes.

Why did govt keep mum on flawed contract with Oz firm?

 The Commonwealth Games Organizing Committee (OC) might have tried to restore some of its credibility on Thursday by terminating its contract with the Singapore based Sports Marketing and Management (SMAM), the firm responsible for negotiating and procuring sponsorship contract for the games.

To Pillory Omar Is To Give Into Blackmail

Kashmir is in the grip of a serious crisis. Bloody conflagrations between security forces and a Palestinian variant of ‘stone-pelting’ protestors have plunged the Valley into turmoil. In the face of this new ‘intifada’ the state government is finding it very difficult to cope. While there is more than ample evidence to suggest that the roots of this ‘spontaneous agitation’ lie in the Pak-ISI nurtured terror camps across the LoC, perplexingly the blame for this ‘engineered’ show of public dissatisfaction has been squarely laid at the doorstep of the Omar Abdullah government.

Over the last few weeks experts of every stripe have come out and accused Omar Abdullah of mismanagement and the consequent mob fury. Lengthy prescriptions have been read out to him in the mainstream media: That he must show solidarity with those affected by the violence to win hearts and restore credibility, that he must carry the Opposition along to build consensus, that he must bridge the trust deficit by releasing Separatists and then build on that move by quickly announcing a ‘game changing’ political package. By this logic, it appears upholding democratic ideals and norms is a burden only for Omar to carry.

In other words its perfectly legitimate for the PDP, the main Opposition party in the state, to obstreperously refuse not one but several offers of dialogue from the State and Centre alike. It is perfectly alright for it, in the name of furthering Kashmiri aspirations, to not lift a finger to dissuade the protesters from resorting to mindless violence.
 
Furthermore, if the experts are to be believed it’s perfectly legitimate for Omar Abdullah to dent the morale of our security forces by commiserating with the families of a murderous mix of alleged terrorists and stone-pelting hooligans. Those who believe these agitations are driven purely by public sentiment are ignoring the facts: The spools of video tape that show Kashmiri separatists sharing the stage in Islamabad with the bosses of the Lashkar-E-Toiba and the Hizbul Mujahideen; the ravings of Masarat Alam Bhat, an underground radicalised political activist whose fiery exhortations to Kashmiri youth to pick up the gun are splashed across You Tube; the confessions of David Coleman Headley linking the ISI to unrest in the Valley.

And then there is the Congress, what of its role? Why isn’t anyone reminding it of its obligations as an equal partner in government to refrain from politicking? All through the crisis its leaders at the state level have done little else but to beseech the Centre to step in and if not impose President’s rule then at least place the Assembly under suspended animation. It is as if throwing the Constitution out of the window is the solution?

It is curious that Kashmir watchers are today urging Omar to open a line to ‘all shade of public opinion’ in the Valley. Not so long ago the hold of the separatists on the public was palpably waning. Bandh calls went unheeded and several separatists in fact joined the mainstream. The split within Separatist ranks threw up a profound ideological confusion, so much so that in the desperate search for a constituency the moderate faction of the umbrella separatist group the Hurriyat reverted to its ‘core’ agenda even boycotting a Prime Minister led initiative for talks. It’s therefore, all the more inexplicable that today, when once again they’ve begun to dictate via their words and actions an implacable line, the liberal lobby wants them back at the talks table. The question is: Are we going to reward blackmail? Are we going to legitimise the desecration of Constitutionalism?

Should it not be the equal moral obligation of the moderate Hurriyat leader Mirwaiz Umer Farooq, the self-styled advocate of peace to call upon the protesters to obey curfew orders? Is he silent because he fears that if his call goes unheeded it may become clear that his writ doesn’t extend beyond the walls of the Jama mosque? Or is it because in the protests the Separatists see a political lifeline?

The Centre has done well to back Omar Abdullah. And the Chief Minister has done well to send a firm message out to the agents of terror: End the violence for change to take effect. It is one thing to criticise Omar Abdullah for administrative lapses and quite another to lose all perspective and underwrite the violence and the prevarication of co-stakeholders as a legitimate reaction to the inefficiency. To do so would be to endorse a sell out to the politics of terror and blackmail.

 

 

Act now, or pay the price of giving the Reddys a long rope

With the Congress garnering a lot of mileage from the `Bellary Chalo’ padayatyra, and the Reddys taking out their own padayatra defying the party diktat, the BJP’s credibility has taken a severe beating.

Ten questions to ask before you give – II

Once you know whether the work of an organization interests you or not, you are still left with the challenge of knowing whether the organization is actually CREDIBLE and trustworthy. Are they using your money responsibly, and putting it to work hard? Or will it get spent in funding fancy lifestyles for the people working at the NGO? Here are 5 questions that can give you an insight into the NGO:

1. Can I send the money directly to the NGO online or by courier?

The biggest rip-off in the nonprofit world today are Direct Sales Agents. Very similar to the guys who sell credit cards and home loans, these guys "sell donations" and typically retain, hold your breath, a whopping 40%-50% of your donation! They’ll lie through their teeth and tell you they are students or volunteers. If they really are, they shouldn’t mind if you donated online or couriered your donation cheque to the NGO directly!

2. Does your organization meet the Credibility Alliance Norms?

The Credibility Alliance is a consortium of NGOs that has defined "norms" of good governance for NGOs, which  ensure you are donating to a professionally run, transparent and accountable organization. The norms are not at all difficult to comply with, so if your organization doesn’t, you may want to ask them WHY. And verify what they say independently with the Credibility Alliance team!

3. What percentage of ALL donations and income is used to further the organization’s work?

Yes, organizations do need overheads to cover their management costs and other expenses. Depending entirely on the kind of work being done, anything between 10% and 30% would be reasonable. If it is less than 10%, you must worry as much as if it is above 30%. And even if 100% of YOUR donation will go directly to the cause, you should still look at this ratio for ALL the donations that the organization receives, because it tells you about the efficiency of the organization itself! Merely because the trustees pay for all the overheads, it doesn’t make sense to accept a 70% overhead.

4. Can I see your audited financial statements?

This is the key! Ask to see the audited financial statements, the auditor’s report and the schedules. Glance through the balance sheet, income & expenditure statement and the receipts & payments account if there is one. Get a finance/accounts friend to spend five minutes and give you a "summary". But more importantly, judge the integrity of the organization by how willing they are to even share all of this with you!

5. How can I know what you did with my money?

You do need to look at what the organization is doing overall — how much money it spent last year and what did it accomplish? But specially for small donors, who don’t sit on the board of the organization nor have any say in its management, it is a good idea to know exactly what your money will be used for (to educate a child or to buy an incubator or to pay someone’s salary), how the NGO will be tracking this and what report they’ll give you on the end-use (details of the child that was educated or the incubator that was bought or the person whose salary was paid). Make sure that the organization allows you to "visit and verify" for yourself!

Economic policies affecting credibility of India’s economists: BJP

India’s economic policies are impacting the credibility of the economists who run the country, the Bharatiya Janata Party contended in the Rajya Sabha today as the upper house began debating the price rise issue that had stalled parliament last week.

MEA questions authenticity of letter shown by Kalmadi; OC launches probe

Caught in a web of corruption allegations, the Commonwealth Games Organising Committee’s credibility took a further beating today after a revelation that an e-mail made public by Suresh Kalmadi to justify payments to a UK-based company was “doctored”, forcing it to launch a probe.

Product Supervisor at Fanateer Int'l for Entertainment

Career Objective:

A dynamic, innovative and highly talented product specialist with an exceptional track record in purchase/logistics, product management, analyses/research skills and quality control, seeking a growth-oriented position with a dynamic organization that provides ample opportunities for application and up-gradation of accrued skill sets.

Responsibilities:

• Managing and supervising the entire product life-cycle from strategic planning to tactical activities.

• Streamlining all purchases, establishing supply chains, handling legal procedures related to shipping and clearing of imported goods.

• Planning, organizing, directing, controlling and evaluating purchasing activities, maintaining uninterrupted flow of materials – to support sales plans.

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• Targeted budgeting to ensure alignment with overall budgetary objectives. Aligning supply chains to enhance profitability and eliminate procedural redundancies, appointing suppliers with an emphasis on price and reliability.

• Evaluating suppliers based on key deliverables (production, pricing, distribution and service capabilities) conforming to turnaround time, quality and cost.

• Maintaining purchase records, progressive expenditure statement, vendor performance records. Coordinating with Insurance companies to ensure accurate valuations of purchased and “in-transit” materials.

• Updating G.M on the status of respective indents, factoring delays for specific critical supplies. Maintaining accurate database of prices, sources, specifications by attending international fairs.

• Provided strategic guidance on procurement decisions, negotiated with suppliers to source products from economically viable sources. Renewed/ terminated contracts of suppliers in view of past performance.

• Devised annual budgets, ascertained effective implementation, supervised performance against targets to implement cost control strategies.

• Analyzed market and delivery conditions to determine present/ future material availability/price and prepared market analysis reports.

• Identified risks/ opportunities, analyzed commodity market trends and changes to supply /demand, developed recommendations based on industry dynamics, economic outlook and geopolitical environment.

• Trained/ guided staff through the whole procurement procedure (receiving, transporting, stacking, order filling, shipping, and maintaining stock records in warehouse) to ensure alignment with overall organizational objectives.

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Senior – Organizational Transformation, Competitive Salary – Riyadh, Saudi Arabia

Ernst & Young are looking for an experienced Organizational Transformation Senior Consultant to join our successful Middle Eastern team. Additional skills requirements

* Be professional, quickly establishing personal credibility and demonstrating expertise.
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Senior – Organizational Transformation

Ernst & Young are looking for an experienced Organizational Transformation Senior Consultant to join our successful Middle Eastern team Additional skills requirements Be professional quickly establishing personal credibility and demonstrating expertise Have strong personal impact and resilience and be able to influence and persuade clien

Logistics Coordinator at Confidential Company

• Responsible for the day to day operations of the warehouse pertaining to Restructuring, Creation and Classification of Item codes.

• Follow up with head office – Logistics Department, Purchase Department for PO and other queries.

• Keep items master up to date, create and recreate parts number.

• Coordinate & plan for suppliers, clearances, distributions, etc.

• Maintain inventory for supplies & order supplies as required.

• Coordinate the transfer of funds to the suppliers.

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FOREX-Euro falls as doubts over bank stress tests grow (at Reuters)

* Concern grows over stress tests credibility * Euro falls below $1.28, erases gains versus yen

Pakistan misses the Wagah moment

About three weeks back, on a rainy morning on the India-Pakistan checkpoint at Wagah, a fleeting moment of cheer appeared like a beam of sunlight through the monsoon clouds. As the massive iron gates creaked open on either side, scores of children from a school in Amritsar rushed with arms outstretched and embraced kids from a Lahore school. Even the harsh glare of the goose-stepping border guards softened. That was a poignant moment that captured what was not to be between India and Pakistan.

In sharp contrast was a joint press conference by Pakistan’s foreign minister Shah Mahmood Qureshi and India’s S M Krishna. No sign that the Wagah moment had percolated to Islamabad. No glimmer of hope that history was being made. Qureshi did say that the mood had changed in Pakistan, implying that civil society wanted peace, but showed no sign that the ruling class was going to change its negotiating rhetoric to reflect that change.

Pakistan is at a precarious point in its political journey towards democracy. Yet its leaders don’t seem to have reached that moment of realization. The alpha-male attitude is all too pervasive in the power corridors of Islamabad. The security mindset all too overarching at the negotiating table. Pakistan’s rulers are frustrating their own people by taking a meaninglessly tough line in peace talks. Ask any Pakistani and you’ll hear an expletive-laden description of its politicians. Instead of using these talks to shore up their credibility as mature managers, Pakistani leaders appear too happy to squander away what little had been achieved at the anvil of parity. The problem is India is being left increasingly little room to negotiate. At a time when we are far from closure on 26/11, it appears both absurd and petty for Qureshi to say that progress against LeT terrorists is being held up because Pakistan doesn’t have access to "Mr. Kasab".

Pakistani people understand what its leaders refuse to acknowledge – that peace with India is a necessary pre-requisite for the nation to grow or even survive. Yet talks stall over parity and tit-for-tat issues. Really, how puerile!

The reality is that parity point has long gone. India needs to ooze humility and even offer concessions. But what Pakistan has to realize is that India will negotiate from a position of strength. That’s the reality. The two countries have taken a completely divergent political trajectory and that has brought us to this reality. Pakistan can benefit from this. It can leverage on the proximity to a huge market, access to education and technology and the cultural commonality.

On Thursday, there was no signal that Islamabad was prepared to go down that road. Pakistan must understand that India’s leadership isn’t insecure. That it is backed by a robust economy and a healthy civil society. Most Indians don’t obsess with the military getting newer toys and our leaders usually don’t power-dress for photo-ops. India has moved towards sensitive governance, far from the security mindset. Our ministers discuss corporal punishment in schools, legislate to bring about gender parity and officials work hard to make sure kids get lunch in schools so they don’t drop out. We are glad to have largely left behind our partridge-hunting, polo-playing lot to their own chukkers. There are a few, but mostly confined to their gilt-edged anachronistic cocoons fuelled by voyeurs of history. 

Mechanical Sales Engineer – Bearings at Ma Foi

Working Conditions:

Environmental Condition: Outdoor and Indoors environmentally controlled.

Physical Demands: This position requires a person to travel within Qatar.

Sensory Demands: Technical / Commercial Skills.

Person Specification:

Preferred Education:

Graduate of Mechanical Engineering

Preferred Experience:

2-3 years experience in sales of bearing is mandatory, especially for the Well Known brands such as SKF, NSK, FAG, TEMKEN ….etc

Preferred Qualification:

Same as above. Having valid GCC driving license is an added advantage.

Organisational Competencies:

1. Teamwork: Working cooperatively and productively with others to achieve results.

2. Leadership: Taking initiative and assuming personal accountability for goals, outcomes and deadlines. Hold others accountable for achieving individual and organizational objectives. Willingly cooperates and works collaboratively toward solutions that generally benefit all involved parties; works cooperatively with others to accomplish company objectives.

3. Customer focus: Exceeding customer expectations by displaying total commitment to identifying and providing solutions of the highest possible standards aimed at addressing customer needs.

4. Quality orientation: Accomplishing tasks by considering all areas involved, no matter how small; showing concern for all aspects of the job; accurately checking processes and tasks; being watchful over a period of time.

Unit Competencies:

1. Initiative: Does more than is required or expected in the job; does things that no one has requested that will improve or enhance products and services, avoid problems, or develop entrepreneurial opportunities. Plans ahead for upcoming problems or opportunities and takes appropriate action.

2. Credibility: Honest and forthright in sharing information. Respected as a valid source because actions. Behaviours are consistent with words.

3. Personal effectiveness: Able to work effectively according to departmental standards to achieve targets.

4. Technical expertise: Possessing, acquiring, and maintaining the technical/professional expertise required to do the job effectively and to create customer solutions. Technical/professional expertise is demonstrated through problem solving, applying technical knowledge, and product and service management for the functional area in which one operates.

Specific Competencies:

1. Planning and organising: Defines an end result. Sets or follows a course of action to achieve it. Anticipates potential obstacles and monitors progress. Breaks tasks into component parts in a rational, methodical way. Collects and uses relevant information, data, and opinions.

2. Negotiation Skills: Proposes or accepts sensible alternatives to reach agreement.

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Omar govt demonised its own force

People’s Democratic Party (PDP) president Mehbooba Mufti on Monday defended her decision to boycott the all-party meeting called by Jammu and Kashmir Chief Minister Omar Abdullah to discuss the current crisis in the state. Speaking to Hindustan Times’s Toufiq Rashid, she said there was no point holding  discussions with the Abdullah government as it has lost credibility. Excerpts from the interview:

Dutch agency admits to error in UN climate report

A leading Dutch environmental agency, taking the blame for one of the glaring errors that undermined the credibility of a seminal UN report on climate change, said it has discovered more small mistakes and urged the panel to be more careful.

Director-Finance at Confidential Company

Financial Management:

•Formulates plans and policies for effective management of the Finance function. Organize various functional areas within Finance and implement plans so that the organization’s fiscal operations can be reported, documented, evaluated and accounted for in a quality manner.

Strategic Management & Business Planning:

•Participates in the development of the organization’s strategic and business plans and provides critical inputs and advice.

•Evaluates and advises on the impact of long-range planning, introduction of new programs / strategies and regulatory action that is likely to affect the Company’s business.

Budgets, Financial Reports & Decision Making:

•Develops credibility for the Finance function by providing timely and accurate analysis of budgets, financial reports and financial trends in order to assist the Board and CEO in decision-making.

•Participates in the continuous improvement of the budget process through training and orientation of department managers on financial issues impacting their budgets.

•Provides strategic financial input and leadership on decision-making issues affecting the organization such as evaluation of potential alliances, acquisitions and/or mergers and pension funds and investments. Acts as an advisor from the financial perspective on any contracts into which the Company may enter.

New Initiatives:

•Provides strategic financial input and leadership on decision-making issues affecting the organization such as evaluation of potential alliances, acquisitions and/or mergers and investments. Acts as an advisor from the financial perspective on any contracts into which the Company may enter.

Policies & Procedures:

•Enhances and develops, implements and enforces Finance related policies and procedures of the organization by way of systems that will improve the overall operation and effectiveness of the Company.

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Now, politics is all about posturing

Power is the glue of politics. That is why a government is expected to be in array and opposition generally in disarray. Ideology is a fickle custodian of unity in an age of convenience. Its absence has eliminated the difference between single-party rule and coalition government. Both are held together by individual or sectarian self-interest, which is why they last. Ideology is a differentiator; it makes a partnership untenable even if the partners consider it sustainable. Sentiment is irrelevant to any political marriage.  This is true of all democracies where coalitions become necessary.  Politicians live for power; why would they invite a premature death?

Indian politics, reduced to minimalist, notional ideology, devoid of individual or party accountability, is peculiarly suited to coalitions.  If there were accountability, the DMK’s A Raja would not remain in  Manmohan Singh’s Cabinet. Because there is none, the current coalition will survive without either condemnation or confession. An occasional spot of PR-driven tinkering is all that is needed.

Sometimes alliance parties find it convenient to simulate conflict, but this is public posturing to satisfy populist opinion before an election. Bengal and Bihar are the new templates of posture-politics.

Mamata Banerjee would, ideally, like to marginalize Congress and usurp the Congress vote. But as long as Congress has some vote she cannot afford to destroy the alliance. There will be variations in the mathematics of the equation, which is perfectly reasonable, since even a municipal election jerks the kaleidoscope to induce new patterns. The entrails of Bengal’s May municipal results must have been fully read by now, but a glaring fact was obvious very early: the Left Front did far better against Congress than against Trinamool. Mamata will consequently squabble for additional space, but she has not lost her political marbles. She knows the tensile strength of her alliance with Congress and will not stretch it to breaking point. Nor does Congress care if her nickname in Delhi has become Derailways Minister. The game is political. A new game may or may not begin after the Bengal Assembly elections next year.

In Bihar, Nitish Kumar and the BJP are equipped with multi-megabyte calculators, which work on long-lasting batteries powered by mutually-beneficial ground reality. The photograph of a Nitish-Narendra Modi armshake was not exactly news to the Bihar voter. It made the front page much before the last general election. A substantial number of Muslims voted for Nitish Kumar in 2009 despite that photo because they wanted to thank him for keeping the peace as well as giving them jobs. They knew they were voting for the NDA.  Since then, however, there has been some slippage in minority support for Nitish. Nitish’s political gasp at the reappearance of the photo was an attempt to buy a few brownie points at easy rates, a familiar tactic of electoral politics. Similarly, the BJP’s gruff huff and puff was intended to energize its own core vote. Neither party will win in Bihar if they split their support, and their leaders have tasted the comforts of office.

The real conflicts in the UPA2 era are not inter-party but intra-party. The BJP has done signal service to news media over the past year, feeding it with a constant supply of stories about personal bickering  such as the one over Jaswant Singh’s Jinnah book. The author-MP’s return to the party marks a partial restoration of sense but much more reparation is needed on the long road ahead to credibility. Congress, as the main ruling party, should have been happily becalmed.

But it has been restive, pushing unpopular policy decisions such as deregulation of petrol prices while its spokespersons shoot themselves in both feet with gold-medal accuracy. For the first time in years they seem to be happier abroad than in domestic TV studios. Congress is complacent because it believes that it has time to recover before the 2014 general election. The states have dropped off the radar because most of them are in a mess.

Congress is suffering from insurrection in Andhra Pradesh, abdication in Karnataka, uncertainty in Maharashtra, indifference in central India, bondage in Bengal, futility in Bihar and drift in Punjab. Its spirits are concentrated around a single hope, that Rahul Gandhi will engineer a miraculous rebirth by offering himself as candidate for UP chief minister in a diamond-versus-dimple election.

Regional parties need their share of headlines and so Mulayam Singh Yadav discovers  ways in which to expel Amar Singh, while no soap opera could ever have the courage to script any serial akin to the inheritance wars of the DMK. It is perfectly logical that a feudal culture should breed feuds. There is calm in the one-woman party because its leaders cannot expel themselves. The glue of power melts only in the heat of public anger. Corruption, prices and Bhopal have induced a simmer, but it will need more heat to reach boiling point.
 

CFO (Chief Financial Officer) at Confidential Company

Main Duties & Responsibilities:

- The Chief Financial Officer (CFO) will report to the Chairman and is a primary advisor on a broad range of strategic, financial and operational issues.

- Understand and ensure that appropriate attention is paid to the key financial drivers of the company.

- Provide the leadership necessary to ensure the delivery of timely and accurate and operationally useful financial statements and reports to the CEO, the Board of Directors, and the investment community.

- Develop and implement plans to optimize the Company’s capital structure and the financial strategies to support growth and development.

- Direct all treasury activities, including maintaining the Company’s banking relationships.

- Provide financial support for all mergers and acquisitions activities.

- Further develop strong internal and financial controls, information systems, reporting systems, and analytic tools that effectively help top management as well as other key executives to understand, manage and grow the business.

- Develop a reliable cash flow projection process and reporting mechanism – oversee cash management and weekly cash forecasting;

- Review and sign-off, as necessary, any contracts into which the Company may enter;

- Develop credibility by providing timely and accurate analysis of budgets, financial reports and financial trends in order to assist the President and others in performing their responsibilities;

- Develop effective relationships with external constituencies, such as outside auditors, Board members, especially that audit committee, investors, bankers and financial analysts.

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Corporate Sales Executive – Marcus Evans Summits at THG

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1- Candidates must have excellent communication, networking, and influencing skills,

2- Candidates will be responsible for researching, contacting and negotiating with senior level decision makers from across some of the biggest companies in the world and bringing closure to business.

3- Successful Sales Executives will get the opportunity to travel overseas to our Summits, move up quickly within the team, with opportunities for early promotion to management, attend global trainings and work for a global company.

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- A team player, hard and dedicated worker, commission orientated, enthusiastic, supremely confident, able to cope with pressure, ambitious and personally goal and target oriented.

- Candidates will be provided with the industries best and ongoing training, working in a young, multi-cultural, positive and motivated environment, with strong managers to support you, which will ensure your best chance of rapid success.

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Chief Financial Officer at S.O.S. Recruitment Consultants

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Position:

As a key member of the Executive Management team he/she should assume a strategic role in the overall management of the company. The CFO will have primary day-to-day responsibility for planning, implementing, managing and controlling all financial-related activities of the company. This will include direct responsibility for accounting, finance, forecasting, strategic planning, job costing, legal, property management, deal analysis and negotiations, investor relationships and partnership compliance and private and institutional financing.

Responsibilities:

• Provides leadership in the development for the continuous evaluation of short and long-term strategic financial objectives.

• Ensure credibility of Finance group by providing timely and accurate analysis of budgets, financial trends and forecasts.

• Take hands-on lead position of developing, implementing, and maintaining a comprehensive job cost system.

• Direct and oversee all aspects of the Finance & Accounting functions of the organization.

• Evaluates and advises on the impact of long range planning, introduction of new programs/ strategies and regulatory action.

• Establish and maintain strong relationships with senior executives so as to identify their needs and seek full range of business solutions.

• Provide executive management with advice on the financial implications of business activities.

• Manage processes for financial forecasting, budgets and consolidation and reporting to the Company

• Provide recommendations to strategically enhance financial performance and business opportunities.

• Ensure that effective internal controls are in place and ensure compliance with GAAP and applicable federal, state and local regulatory laws and rules for financial and tax reporting.

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Corporate Communications Manager at Confidential Company

I. Basic Functions:

1. Our company Brand Management: Strategic and operational management of our company corporate brand on a national level.

2. Reputation Management: Design and implement strategies to increase the awareness, image, reputation and credibility of Our company to internal and external audiences.

3. Sponsorship Management: Identify, manage and measure sponsorship activities that support development of Our company brand and brand attributes.

4. Media Training and Messaging: Develop, maintain and train our company spokespeople (President/Managing Director. ExCom members) on our company corporate and national the company messaging.

5. Media Relations: Establish, maintain and cultivate relationships with key media contacts.

6. PR Network Relations: Establish and cultivate internal and external PR network partners including PR agencies, BU communicators, VC Communications and industry partners.

7. Press Release Management: Develop, produce and distribute press releases, corporate and national, based on HQ VC standards.

8. Internal Communications: Develop and manage strategic and operational employee communications programs to unify employees under the company brand and build the company culture which will direct employee behavior, all based on the minimum standards of Internal Communications established by HQ VC.

9. Crisis Communication: Develop and manage a Crisis Communications program that compliments our company Crisis Management plan that will insure clear, timely and orderly communications in time of crisis, product recall or related issues that require fast and unified responses to internal and external audiences.

10. Change Management: Use communications to move employee opinion and actions toward corporate objectives.

11. Product Brand Management: Develop and manage local Brand Communication strategies nationally, if applicable.

12. Communications Expenses: Plan, manage and report communications expenses according to VC and local Controlling standards.

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