Every business founder will be faced with the same decision at some point – “How do I exit this business I have created (or inherited)?” Nearly half of all business failures are precipitated by the owner’s death. Regardless of what stage your business or practice is at, thoughtful planning and communication with your family and business are critical components in a smooth business succession. Understanding how business, ownership and family are often interwoven is one pathway to success in any business transition process.
The document provides summaries from the presentations given on Day 3 of CPA Congress 2014. Key topics covered include global leadership and competitiveness, corporate tax updates, cashflow strategies, diversity and inclusion, financial performance, innovation through collaboration, doing business in China, using LinkedIn, reinventing the ATO, and frontline leadership. The summaries highlight the main points made by each speaker.
Financial Institutions – It is possible to retain and grow female talent. Mark Freed
The business case clearly demonstrates that gender diversity in financial services is good for boards, good for management, good for business, good for the economy and the right thing to do.
So why do so many businesses allow valuable female talent to slip through their fingers?
In this report we explore what the Big Four consultancies (Accenture, Deloitte, EY and PWC) are saying and doing about investing in women, and how we at E2W are reversing the trend and growing and retaining female talent for the financial sector.
CPA Congress Sydney 2015 - Day One Wrap UpCPA Australia
The summaries provided 3 sentences or less on the key information from each document:
The NSW Treasurer discussed the state's strong budget and economy due to fiscal discipline. The budget highlights infrastructure investment, job creation, and health and education services. Revenue comes from the federal government, stamp duties, and payroll tax.
CPA Australia's chief executive discussed the organization's vision to be the best member services organization. The approach involves global governance, regulating technology, and reclaiming the financial services space. The strategy is to widen audiences and personalize the brand through disruption, integration, communication and entertainment.
A Sydney Water executive outlined how measuring the value finance adds helped transform relationships. It established clear purposes for value
CPA Congress Melbourne 2015 - Day Two Wrap Up CPA Australia
The panel discussion focused on Australia's future of work and major trends in the industry. Key points discussed were:
- Working environments are becoming more flexible and jobs need to become more meaningful.
- Key future jobs will be in agriculture, tourism, hospitality and aged care. Robots will take over repetitive jobs.
- More people will become entrepreneurs and specialists in their specialized fields. Technology will give people more time to work on other activities and enterprises.
Every business founder will be faced with the same decision at some point – “How do I exit this business I have created (or inherited)?” Nearly half of all business failures are precipitated by the owner’s death. Regardless of what stage your business or practice is at, thoughtful planning and communication with your family and business are critical components in a smooth business succession. Understanding how business, ownership and family are often interwoven is one pathway to success in any business transition process.
The document provides summaries from the presentations given on Day 3 of CPA Congress 2014. Key topics covered include global leadership and competitiveness, corporate tax updates, cashflow strategies, diversity and inclusion, financial performance, innovation through collaboration, doing business in China, using LinkedIn, reinventing the ATO, and frontline leadership. The summaries highlight the main points made by each speaker.
Financial Institutions – It is possible to retain and grow female talent. Mark Freed
The business case clearly demonstrates that gender diversity in financial services is good for boards, good for management, good for business, good for the economy and the right thing to do.
So why do so many businesses allow valuable female talent to slip through their fingers?
In this report we explore what the Big Four consultancies (Accenture, Deloitte, EY and PWC) are saying and doing about investing in women, and how we at E2W are reversing the trend and growing and retaining female talent for the financial sector.
CPA Congress Sydney 2015 - Day One Wrap UpCPA Australia
The summaries provided 3 sentences or less on the key information from each document:
The NSW Treasurer discussed the state's strong budget and economy due to fiscal discipline. The budget highlights infrastructure investment, job creation, and health and education services. Revenue comes from the federal government, stamp duties, and payroll tax.
CPA Australia's chief executive discussed the organization's vision to be the best member services organization. The approach involves global governance, regulating technology, and reclaiming the financial services space. The strategy is to widen audiences and personalize the brand through disruption, integration, communication and entertainment.
A Sydney Water executive outlined how measuring the value finance adds helped transform relationships. It established clear purposes for value
CPA Congress Melbourne 2015 - Day Two Wrap Up CPA Australia
The panel discussion focused on Australia's future of work and major trends in the industry. Key points discussed were:
- Working environments are becoming more flexible and jobs need to become more meaningful.
- Key future jobs will be in agriculture, tourism, hospitality and aged care. Robots will take over repetitive jobs.
- More people will become entrepreneurs and specialists in their specialized fields. Technology will give people more time to work on other activities and enterprises.
CPA Congress Melbourne 2015 - Day One Wrap Up CPA Australia
The document provides summaries of presentations from a conference on October 12, 2015 in Melbourne. It summarizes talks on the Australian and global economic outlook, the future of the accounting profession, cybersecurity risks, tax reform, building organizational resilience, and creating an ethical corporate culture. Key points from each session are highlighted around issues like economic growth forecasts, technological trends impacting business, and strategies for leadership and reform.
Let’s face it, it is becoming harder and harder to attract the best talent. And without great people, you’ll never achieve a high-performance culture. As a result, your growth ambitions will be left unfulfilled. In short, it is critical to have an “irresistible” pay offer.
In this presentation, you will learn:
What a well-crafted pay philosophy should address and why it matters to the people you are trying to attract.
How to design a pay approach that appeals to the millennial employees you need to recruit.
Why a compensation strategy rooted in a value-sharing model is essential to an irresistible pay offer.
How top talent evaluates your compensation plan—and what they want it to help them achieve.
Why “how” you pay top producers is more important than “how much” you pay them.
How to create a rewards plan that offers unlimited earnings potential and pays for itself.
To watch the recording, visit https://www.vladvisors.com/webinars/the-3-parts-of-an-irresistible-pay-offer
Family owned businesses account for between 80-90% of all businesses. In the winery industry, possibly even more. As this industry has grown rapidly in recent year, those businesses are approaching succession. Here are some strategies to employ to keep your enterprise thriving.
The document discusses perspectives on the future of the banking and finance industry. It provides top ideas and insights, including thoughts from a chief strategy officer on how industries must consider potential disruption that could cause them to not exist in 5-10 years. Several links are provided to learn more about specific topics like changes to banking regulations in Australia, the rise of digital payment platforms in China, and attracting and developing talent in the finance sector.
This document provides nine tips for accountants, including becoming a client's de facto CFO by outsourcing services offshore, having conversations with clients about downturns and how to avoid losing money, building moral character to fulfill duties and do the right thing, adapting to technology changes that bring new competition, building deep client engagement through relationships, using networking tools properly on platforms like LinkedIn, understanding the pros and cons of social media marketing, avoiding frequent errors in compilation reports, and identifying future trends to plan for changing conditions.
The document summarizes a presentation on the role of the CFO in a family business. It includes perspectives from Dann Van Der Vliet on communication and governance in family firms, founder Nord Brue on how the CFO can help grow, sustain and sell the business, and Lawrence Writer on the complexities of working for a family business as both CFO and COO of Louisville Slugger. Key topics discussed are the importance of the CFO providing objective financial strategies and analysis, effectively communicating the business story to stakeholders, and asking questions around shareholder alignment, succession planning and accepting the complex dynamics of a family-run company.
Goldman Sachs is committed to supporting small businesses and economic growth through its 10,000 Small Businesses initiative. This initiative provides practical business education, support services, and access to capital for small business owners in the UK and US. The program aims to help small businesses create jobs and economic growth. It is delivered through academic partners and includes workshops, business advising, networking opportunities, and a community of alumni business owners. Participants develop a business growth plan and the program has proven successful, with graduates growing revenue faster and creating more jobs than similar small businesses. The document provides details on the program components, eligibility, and impact.
The executive summary outlines key takeaways from the book "What's Your Green Goldfish" about boosting employee motivation and engagement. It discusses how small extras can demonstrate commitment to employees and help companies stand out. The summary also describes the R.U.L.E.S. framework for creating impactful "green goldfish" programs, including 15 types of programs related to recruitment, benefits, recognition, and empowerment. The overall message is that focusing on employee well-being and a strong company culture leads to higher performance and retention.
This document provides 15 ideas for successfully navigating the modern workplace. It discusses topics such as finding happiness at work, improving brain productivity, achieving gender equality, recognizing toxic work environments, the importance of sleep, using video-conferencing, and redefining retirement. Each topic provides a brief overview and encourages the reader to learn more in the associated article. The overarching message is that success today requires not just completing one's job but skillfully navigating various workplace issues and trends.
CPA Congress Sydney 2015 - Day Three Wrap UpCPA Australia
Todd Sampson discussed how modern science has proven that the brain is plastic and can be improved at any age through various techniques like mental flexibility, forced adaption, memory techniques, meditation, and managing fear and emotions. Jacqui Clarke emphasized the importance of succession planning for long term business survival and reducing complexity to develop talent. Anastasia Clarke discussed how finance can support business strategy through investing capital, managing debt and equity, and ensuring policies are board approved.
This document provides advice for long-term survival of family businesses. It includes 10 "commandments" such as paying taxes, appointing an outside advisor, committing to long-term family ownership, and prioritizing customer satisfaction. Communication within the family is emphasized as important to avoid problems. Having non-family members in senior roles and giving them ownership stakes is also recommended to professionalize management. Longevity is emphasized as the goal, with examples of family businesses lasting over 1000 years.
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking soft skills.
This document provides short profiles of various leaders and their lessons about leadership traits and becoming a better leader. It highlights stories from leaders in different fields and industries, such as Graeme Samuel who sets direction for the Australian economy, Kerrie Mather who is future-proofing Sydney Airport, and John Lo who is changing the world through digital technology at Tencent. The document encourages learning more about these leaders and others featured to gain wisdom from their experiences.
Covering workplace gender equality, innovative start-ups and how to get ahead, here are a collection of articles on women, leadership and the workplace
#CultureCode The little red book of answers for HR managers Naomi Simson
This pocket size book gives you a quick glance as to why employee engagement is so important - and why happy people = happy profits.
After all it is okay to have fun at work.
The document summarizes key points from the book "The Carrot Principle" which illustrates how strategic employee recognition is used by successful organizations to engage employees, retain talent, and increase performance. It discusses how case studies of companies like DHL and Pepsi exemplify the carrot principle in action. Recommendations are provided on how companies like Apple and Google utilize recognition techniques to keep employees satisfied and motivated, leading to business growth.
This document discusses the importance of employee engagement for businesses. It defines employee engagement as the emotional attachment employees feel towards their work, role, colleagues, and company culture. Research shows that higher employee engagement leads to increased productivity, customer satisfaction, employee retention, and company profits. The document recommends that businesses focus on senior leadership behavior, manager support, effective communication, and dedicating proper time to employee engagement initiatives in order to create an engaged workforce.
CPA Congress Melbourne 2015 - Day Three Wrap UpCPA Australia
Andrew Miller recently stepped down as Chief Executive of Guardian Media Group after transforming the company's business model. He drove costs down and reinvested savings while shifting the company's focus from print to a global digital brand. The Guardian now embraces digital and social media and has become a leader in global, open, and interconnected journalism.
The document summarizes key themes and issues to be discussed at a family business workshop, including:
1. Reviewing the founder's original vision and whether it remains valid as new generations become involved in the business.
2. Motivating potential successors and examining business processes to determine the best management structure for future growth.
3. Ensuring company values and the skills/ambitions of the next generation are aligned with the business's direction.
4. Discussing the founder's plans for partial retirement or exit and succession planning both within and outside the family to ensure continuity.
CPA Congress Melbourne 2015 - Day One Wrap Up CPA Australia
The document provides summaries of presentations from a conference on October 12, 2015 in Melbourne. It summarizes talks on the Australian and global economic outlook, the future of the accounting profession, cybersecurity risks, tax reform, building organizational resilience, and creating an ethical corporate culture. Key points from each session are highlighted around issues like economic growth forecasts, technological trends impacting business, and strategies for leadership and reform.
Let’s face it, it is becoming harder and harder to attract the best talent. And without great people, you’ll never achieve a high-performance culture. As a result, your growth ambitions will be left unfulfilled. In short, it is critical to have an “irresistible” pay offer.
In this presentation, you will learn:
What a well-crafted pay philosophy should address and why it matters to the people you are trying to attract.
How to design a pay approach that appeals to the millennial employees you need to recruit.
Why a compensation strategy rooted in a value-sharing model is essential to an irresistible pay offer.
How top talent evaluates your compensation plan—and what they want it to help them achieve.
Why “how” you pay top producers is more important than “how much” you pay them.
How to create a rewards plan that offers unlimited earnings potential and pays for itself.
To watch the recording, visit https://www.vladvisors.com/webinars/the-3-parts-of-an-irresistible-pay-offer
Family owned businesses account for between 80-90% of all businesses. In the winery industry, possibly even more. As this industry has grown rapidly in recent year, those businesses are approaching succession. Here are some strategies to employ to keep your enterprise thriving.
The document discusses perspectives on the future of the banking and finance industry. It provides top ideas and insights, including thoughts from a chief strategy officer on how industries must consider potential disruption that could cause them to not exist in 5-10 years. Several links are provided to learn more about specific topics like changes to banking regulations in Australia, the rise of digital payment platforms in China, and attracting and developing talent in the finance sector.
This document provides nine tips for accountants, including becoming a client's de facto CFO by outsourcing services offshore, having conversations with clients about downturns and how to avoid losing money, building moral character to fulfill duties and do the right thing, adapting to technology changes that bring new competition, building deep client engagement through relationships, using networking tools properly on platforms like LinkedIn, understanding the pros and cons of social media marketing, avoiding frequent errors in compilation reports, and identifying future trends to plan for changing conditions.
The document summarizes a presentation on the role of the CFO in a family business. It includes perspectives from Dann Van Der Vliet on communication and governance in family firms, founder Nord Brue on how the CFO can help grow, sustain and sell the business, and Lawrence Writer on the complexities of working for a family business as both CFO and COO of Louisville Slugger. Key topics discussed are the importance of the CFO providing objective financial strategies and analysis, effectively communicating the business story to stakeholders, and asking questions around shareholder alignment, succession planning and accepting the complex dynamics of a family-run company.
Goldman Sachs is committed to supporting small businesses and economic growth through its 10,000 Small Businesses initiative. This initiative provides practical business education, support services, and access to capital for small business owners in the UK and US. The program aims to help small businesses create jobs and economic growth. It is delivered through academic partners and includes workshops, business advising, networking opportunities, and a community of alumni business owners. Participants develop a business growth plan and the program has proven successful, with graduates growing revenue faster and creating more jobs than similar small businesses. The document provides details on the program components, eligibility, and impact.
The executive summary outlines key takeaways from the book "What's Your Green Goldfish" about boosting employee motivation and engagement. It discusses how small extras can demonstrate commitment to employees and help companies stand out. The summary also describes the R.U.L.E.S. framework for creating impactful "green goldfish" programs, including 15 types of programs related to recruitment, benefits, recognition, and empowerment. The overall message is that focusing on employee well-being and a strong company culture leads to higher performance and retention.
This document provides 15 ideas for successfully navigating the modern workplace. It discusses topics such as finding happiness at work, improving brain productivity, achieving gender equality, recognizing toxic work environments, the importance of sleep, using video-conferencing, and redefining retirement. Each topic provides a brief overview and encourages the reader to learn more in the associated article. The overarching message is that success today requires not just completing one's job but skillfully navigating various workplace issues and trends.
CPA Congress Sydney 2015 - Day Three Wrap UpCPA Australia
Todd Sampson discussed how modern science has proven that the brain is plastic and can be improved at any age through various techniques like mental flexibility, forced adaption, memory techniques, meditation, and managing fear and emotions. Jacqui Clarke emphasized the importance of succession planning for long term business survival and reducing complexity to develop talent. Anastasia Clarke discussed how finance can support business strategy through investing capital, managing debt and equity, and ensuring policies are board approved.
This document provides advice for long-term survival of family businesses. It includes 10 "commandments" such as paying taxes, appointing an outside advisor, committing to long-term family ownership, and prioritizing customer satisfaction. Communication within the family is emphasized as important to avoid problems. Having non-family members in senior roles and giving them ownership stakes is also recommended to professionalize management. Longevity is emphasized as the goal, with examples of family businesses lasting over 1000 years.
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking soft skills.
This document provides short profiles of various leaders and their lessons about leadership traits and becoming a better leader. It highlights stories from leaders in different fields and industries, such as Graeme Samuel who sets direction for the Australian economy, Kerrie Mather who is future-proofing Sydney Airport, and John Lo who is changing the world through digital technology at Tencent. The document encourages learning more about these leaders and others featured to gain wisdom from their experiences.
Covering workplace gender equality, innovative start-ups and how to get ahead, here are a collection of articles on women, leadership and the workplace
#CultureCode The little red book of answers for HR managers Naomi Simson
This pocket size book gives you a quick glance as to why employee engagement is so important - and why happy people = happy profits.
After all it is okay to have fun at work.
The document summarizes key points from the book "The Carrot Principle" which illustrates how strategic employee recognition is used by successful organizations to engage employees, retain talent, and increase performance. It discusses how case studies of companies like DHL and Pepsi exemplify the carrot principle in action. Recommendations are provided on how companies like Apple and Google utilize recognition techniques to keep employees satisfied and motivated, leading to business growth.
This document discusses the importance of employee engagement for businesses. It defines employee engagement as the emotional attachment employees feel towards their work, role, colleagues, and company culture. Research shows that higher employee engagement leads to increased productivity, customer satisfaction, employee retention, and company profits. The document recommends that businesses focus on senior leadership behavior, manager support, effective communication, and dedicating proper time to employee engagement initiatives in order to create an engaged workforce.
CPA Congress Melbourne 2015 - Day Three Wrap UpCPA Australia
Andrew Miller recently stepped down as Chief Executive of Guardian Media Group after transforming the company's business model. He drove costs down and reinvested savings while shifting the company's focus from print to a global digital brand. The Guardian now embraces digital and social media and has become a leader in global, open, and interconnected journalism.
The document summarizes key themes and issues to be discussed at a family business workshop, including:
1. Reviewing the founder's original vision and whether it remains valid as new generations become involved in the business.
2. Motivating potential successors and examining business processes to determine the best management structure for future growth.
3. Ensuring company values and the skills/ambitions of the next generation are aligned with the business's direction.
4. Discussing the founder's plans for partial retirement or exit and succession planning both within and outside the family to ensure continuity.
This document is a British Standard that defines a methodology for exchanging structured facility information between parties using COBie (Construction Operations Building information exchange). It establishes expectations for information exchange during the design, construction, and operational phases of a facility's lifecycle. The standard assists those demanding facility information, like owners and managers, to specify their needs, and helps those providing information, like designers and contractors, to prepare concise, unambiguous, and accessible information. It describes the business processes for when information exchanges are expected to occur between different participants over the course of a project.
Census communication and publicity: Technical Session 16bFAO
The document discusses the importance of communication and publicity strategies for agricultural censuses. It notes that the main goals are to raise awareness of the census purpose and ensure cooperation from respondents. An effective strategy involves situational analysis, identifying target audiences, developing messages, selecting appropriate communication channels and tools, and implementing the plan over time. It provides examples of communication materials and channels used in Cambodia and Canada, emphasizing the role of various media, meetings, and promotional items in getting census messages to rural communities. Proper monitoring and sufficient budgets are also highlighted as important for evaluation and success.
SEEA Agriculture Forestry and Fisheries Accounting Tools: Accounting ExercisesFAO
The document provides an outline and examples of physical flow accounts and asset accounts from the System of Environmental-Economic Accounting for Agriculture, Forestry and Fisheries (SEEA AFF). It discusses combined presentations that integrate environmental and economic data, and provides an example "Reference Combined Presentation". It also gives descriptions and examples of physical flow accounts for crops, including variables such as production, use, trade, and changes in inventories. Finally, it briefly introduces the concept of asset accounts that track changes in environmental asset stocks and flows.
El documento resume la experiencia profesional del arquitecto Jorge Ros Marsilla, incluyendo sus estudios en la Escuela Superior de Arquitectura de Valencia y su experiencia laboral en varias firmas de arquitectura y como profesional independiente, trabajando en proyectos nacionales e internacionales como el Complejo Deportivo de Atenas para los Juegos Olímpicos de 2004.
Buzoneo madrid. Publidirecta empresa de Buzoneo en MadridBuzoneo Madrid
Diapos y presentacion de Publidirecta, tu empresa de Buzoneo en Madrid. Especialistas en Buzoneo en madrid y tambien en reparto de publicidad, folletos, perching, GPV, Acciones BTL, ect
El docente virtual tiene la función de guiar y colaborar con los estudiantes en su proceso de aprendizaje, evaluando sus resultados y convirtiéndose en un facilitador del aprendizaje más que una fuente de información. Un buen docente virtual necesita experiencia didáctica para diseñar actividades que logren los objetivos y habilidades de comunicación para transmitir los mensajes claramente a través de diferentes medios. La educación virtual ofrece flexibilidad horaria pero puede afectar las relaciones sociales y se requiere manejo de la tecnología.
Este documento presenta un juego interactivo para niños en el que deben encontrar los sombreros correspondientes a diferentes personajes como un payasito, un pirata, una bruja y un niño llamado Omar. Al hacer clic en cada sombrero, los niños deben ayudar a los personajes a encontrar sus sombreritos perdidos y al final reciben felicitaciones por haberlo conseguido.
El documento describe los hitos del desarrollo de la tecnología de la información y la computación en México entre las décadas de 1950 y 2000, incluyendo la instalación de la primera computadora IBM en la UNAM, la transmisión de los Juegos Olímpicos a través de satélites, y el surgimiento de empresas como Televisa, Iusacell y la fabrica mexicana de Apple.
Este documento presenta una actividad de evaluación sobre el uso de herramientas de búsqueda avanzada de Google. La actividad incluye realizar búsquedas avanzadas en Google sobre fibra en alimentos y capturar los resultados. También incluye realizar búsquedas en Google Académico y Google Libros usando diferentes parámetros de búsqueda, y seleccionar artículos y libros relevantes.
Esta diapositiva es referente a el contraste de la muy conocida "Ciudad de las Arenas" o su nombre común de Puerto Armuelles, en el cual se presenta imágenes de hace 50 años atrás con el presente, o sea en el tiempo en que fue conocida como la ciudad del oro verde y en la actualidad después de la partida de la muy conocida empresa Chiquita Fruit Company.
El flamenco nació en Andalucía como resultado de la mezcla de culturas de gitanos, andaluces y otros pueblos que convivían en la región entre Sevilla, Cádiz y Jerez. Aunque los gitanos contribuyeron, el flamenco surgió de la convergencia de estas culturas diferentes que compartían la pobreza y sufrimiento. En los cafés cantantes del siglo XIX, los artistas flamencos comenzaron a ofrecer espectáculos al público. En la actualidad, los tablaos continúan dif
Google Drive es una suite de productividad en la nube que permite crear, editar y almacenar documentos, hojas de cálculo y presentaciones. Los usuarios pueden acceder y compartir estos archivos desde cualquier dispositivo con una conexión a Internet. Google Drive guarda automáticamente los cambios realizados para evitar la pérdida de datos.
Este documento presenta un resumen de un proyecto de investigación realizado por tres estudiantes sobre el derecho a la libertad en Venezuela. Incluye la lista de integrantes del grupo, las preguntas de investigación, las herramientas de búsqueda utilizadas como Google Académico y páginas de noticias, y el proceso de búsqueda, selección, análisis e interpretación de la información encontrada. También contiene las impresiones individuales de cada integrante sobre la materia y el trabajo grupal.
Este documento describe las diferentes generaciones de computadoras desde la primera hasta la sexta, señalando los avances tecnológicos clave de cada una como los transistores, circuitos integrados, microprocesadores y la inteligencia artificial. Cada generación trajo computadoras más pequeñas, eficientes y poderosas.
Este documento contiene una estructura básica para una tesis que incluye una página del título, una página de agradecimiento, una página de dedicatoria, un índice, un resumen y secciones para la bibliografía, fuentes consultadas y anexos al final.
El deporte es cualquier actividad física que se practica dentro de un juego o competición sujeto a normas. Puede ser un simple entretenimiento, competición o ejercicio físico/mental para mantenerse en forma. Algunos deportes populares incluyen fútbol, lucha libre, hockey, maratón, waterpolo, surf, judo, patinaje, acrobacia, natación, karate, bicicleta y tenis.
This document discusses working with family businesses from engaging family members, to retaining them, and passing the business to the next generation. It includes:
- An agenda for a workshop on the topic, including presentations from experts.
- A case study of MJ Conroy & Sons, a 3 generation family construction business that has diversified internationally over time through property development, commercial agriculture, and other industries to manage risk.
- How the business changed ownership structures over time through family buyouts as generations succeeded one another, requiring distinction between family and business relations.
The latest survey that measures the succession readiness as well as the important areas that impact the growth, performance, governance and transition of Australian family businesses.
The annual entrepreneurship lecture the centre for entrepreneurship, aberdee...murraystrachan
The document summarizes Murray Strachan's career journey from his early years through becoming an entrepreneur, investor and business leader. It describes his upbringing, education, early jobs, successes and failures. It outlines the companies he worked for and roles held, and how he gained experience and skills along the way. It also lists current investments and charities he supports, and emphasizes lessons learned from sports about determination, improvement and handling competition.
The document is Baker Tilly International's 2013 global annual review. It provides an overview of the accounting network's performance and opportunities. In 3 sentences:
Baker Tilly recorded a strong performance in 2013 with combined member firm revenues increasing for a third consecutive year, and welcomed seven new member firms, while existing firms expanded into new locations. The review showcases how the network operates worldwide, its culture, and opportunities it provides. An unwavering commitment to quality underpins everything the network does and it continually invests in tools and resources to enhance the high quality work and identify ways to remain positioned to provide premier client services.
The 10 most innovative ceos revamping the futureMerry D'souza
The 10 most innovative ceos revamping the future october 2020, CIO Look Features such Prominent entreprenurs and business leaders who have ceaselessly strived to deliver quality services and solutions.
This document summarizes a succession masterclass presented by Craig West in February 2018. It provides biographies of Craig West and other presenters, Michael Vincent and Donald Poole. It then lists accredited advisers across Australia that work with Succession Plus. The document discusses trends in business succession planning and the psychology of succession. It introduces the M3 framework for succession, which considers the business, money, and self. It promotes Succession Plus' 21-step succession planning process and accredited adviser recruitment. The document concludes by listing upcoming adviser masterclass topics.
This document provides an overview of a keynote presentation on attracting and retaining family and non-family talent in a family business. The presentation discusses best practices for non-family involvement through lessons from Irish family businesses. It emphasizes the importance of clear communication, addressing potential issues between family and non-family members, and incentivizing non-family employees appropriately. The presentation also covers challenges that may arise for family members working in the business and the importance of professionalizing family businesses through recognizing barriers and aligning talent management practices with business strategy.
This document provides a summary of various articles in the June 2016 issue of the Financial Planning magazine, including:
1) A profile of Corey Wastle, a next-generation financial planner who takes a different approach to delivering life-changing advice to clients.
2) Three FPA member case studies showing bespoke approaches to providing self-managed superannuation fund advice tailored to each client's unique situation.
3) An overview of the process and advantages of obtaining an Australian Financial Services License for financial planning practices.
Breakfast Briefing - Family Businesses 23rd FebruaryLuke Jones
This document summarizes a breakfast briefing presentation given by Chris Romans of PwC on family businesses. The presentation discusses four catalysts driving a "golden age" for family businesses: technology, alternative funding, millennials, and values. It explores how family businesses can make the most of opportunities presented by these changes, but must also deal with challenges like working in the business, rights/duties, control, leadership, and more. The presentation concludes that understanding new technologies, engaging millennials, leveraging financing options, and embracing values/family aspects can help family businesses thrive.
Outfront layout copy; copy by Anita Tyler for University of Louisville School...Anita Tyler
This document summarizes insights from the advisory board of the University of Louisville's Family Business Center on the local business climate for 2013. Key points include:
- The local business climate is seen as "flat," "uncertain," and apprehensive. Growth is not expected to increase much in 2013.
- The biggest challenge is estate planning and tax increases, making generational transfers of family businesses more difficult.
- Opportunities exist in acquiring other struggling companies and improving operations, but access to capital remains challenging.
Family Business, Non Family Business, Urban MythsSteven Brown
Looking at the differences between Family business, Non Family Business and Urban Myths. The Knowledge and understanding needed for C level people, companies and owners.
This presentation is about how families successfully pass their businesses to their children and over several generations. This is directed at family businesses that are getting close to a "passing the baton" stage.
Presented by Leo Valdes (leo.valdes.jr@gmail.com)
This document discusses issues facing the multi-generational family business Paddy's Italia. The business was founded as a pub by Paddy and is now a successful chain of restaurants led by his son Stephen as CEO. Stephen wants to pass management responsibilities to his son Dominic, but is reluctant to fully let go. Other issues discussed include how to divide business assets between children involved in the business and those not, balancing experience and education between generations, and ensuring fair compensation. The document provides perspectives on effectively addressing these challenges to help facilitate a smooth transition of the business to the next generation.
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Francis Clark is delighted to present our 9th annual Finance in Cornwall event, which has become an integral part of ‘Cornwall Business Week’.
The event looks to bring together people representing the funding and support streams potentially available to SMEs. Therefore, the event is of great relevance to Business Owners and Managers looking to find the best finance options available for their business and the support on offer to help them achieve their aims.
This year's event includes presentations from the big banks as well as the "alternative" finance providers. There will also be a number of organisations contracted to provide business support; including the providers of the Growth Hub and an update on 'European Funding'.
Interviews with Michael Rosemann, John Stanhope and Gilbert Enoka, speakers at the marcus evans CFO Summit 2015, taking place in Queensland, Australia, 15 - 17 March 2015.
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One of the most significant trends that we have noticed at DCU Centre for Family Business is the increased prominence of women into more public and visible leadership roles in family business both in Ireland and on a global scale. In acknowledgement of this trend, DCU CFB is holding series of workshops aimed at creating awareness and igniting of important conversations around inclusivity and diversity in family business leadership. It is important to note that this series of workshops are not for women in family business but rather workshops acknowledging the contribution that women have historically made and continue to make to the family business domain. Therefore, everyone is welcome to attend regardless of their gender!
Talent in Family Business Series interactive workshop
Nurturing Talent in the Family Business: Exemplary Human Resources Practices
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This document summarizes the findings of PwC's 2014 family business survey, which interviewed 99 family businesses in Ireland. The key findings are:
1. Irish family businesses are more confident about future growth, with 63% growing in the last year and 86% aiming to grow in the next 5 years.
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The document discusses a framework for multi-generational success in family businesses. It notes that only 30% of second generation businesses and 12% of third or greater generation businesses survive. The framework outlines four phases of learning for family members involved in the business: learning the business, learning the family business, learning to lead, and learning to let go. It emphasizes the importance of outside experience, education, family assemblies, councils, succession planning and management systems.
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The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
5. Guest speaker
James O’ Sullivan business interests include his role of director of the
well-known Cork Company, M&P O’Sullivan Ltd; a business now in its
fourth generation, having been founded by his grandfather back in 1905
and this year celebrating 110 years in business.
James is also former Chairman of the Small Business Forum in Ireland set
up by the Enterprise Minister and served under the Chairmanship Mr.
Ged Nash TD Minister of State for Business and Employment on the High
Level group on Regulation at the Department of Enterprise Trade and
Innovation. This was established to encourage entrepreneurship and to
ease some of the burdens of small businesses operating in Ireland.
James is a Past President of the Cork Business Association where he
served three terms in this role and also served in numerous other roles
through his involvement in the Association and currently is a director
and Chairman of the CBA Business of the year Awards. James has served
on the Audit Committee of Cork City Council for the last five years.
6. Guest speaker
James is former President of Carrigaline & District Lions Club and currently sits on the
Corporate Fundraising Committee tasked with raising funds of one million euro for the
Carrigaline Youth Project. James served as District Governor of the Lions of 105I (the
Island of Ireland) in 2009 / 2010. He currently serves as Chairman of the Irish Grocers
Benevolent Fund, which is tasked with looking after the less fortunate who worked
previously in the Grocery Trade.
In his Presidential year, 1991/1992, James founded the Carrigaline Lions Cycle Classic.
This is an annual fun and fundraising event that draws participation of approximately 150
cyclists not just from Cork but also other parts of Ireland and which has raised over half a
million euro for worthy beneficiaries over the course of the past 20 years.
James established the Twinning of Carrigaline Lions with Herne-Emschertal Lions Club
Germany back in 2002, a first between an Irish Lions Club and a German Lions Club and
this link has proved extremely successful with annual get-togethers of both clubs. James
is a recipient of Melvin Jones Fellowship which is one of the highest honours bestowed
on a serving Lion.
7. Guest speaker
James has served on Cabinet in the roles of Zone Chairman (1993/1994), Region
Chairman on two occasions (1995/1996 and 1997/1998), Chairman of Future Planning
and is currently serving on the Lions Merl Team. He is PRO for Carrigaline Lions and still
involved in the Clubs Annual Cycling Classic Event.
James officially took on the role of District Governor at a ceremony at the World
Convention of Lions Clubs International in Minneapolis in the presence of the newly
elected World President, Eberhard Wirfs, on Friday 24th July 2009, the Irish Handover
took place from outgoing District Governor David Dempsey (Wexford Lions Club) to
James O’Sullivan of Carrigaline and District Lions Club, incoming District Governor 105I .
James is 56 years old; he is a keen sailor and is currently serving as a Rear Admiral in the
Royal Cork Yacht Club, This is the oldest Yacht Club in the world. The Club will celebrate
its 300 year anniversary in 2020 and James is currently Chairman of the 2020 organising
committee. James also has an interest in broadcasting and hosts his own radio show “The
Business Hour” on Cork Community Radio at the weekend. James lives in Carrigaline with
his wife Cathy and his daughter Emma is director of a Montessori School in Brisbane and
his son Eoin is Field Sales Development Manager in the Family firm based on the Sarsfield
Road in Wilton.
10. PwC
Why the next generation of family businesses?
10
85%
of start-up companies
are established with
family money.
$16tn
will be transferred to
the next generation
over the next
30 years.
40%
of family businesses
will be passed to the
next generation
in the next
5 years.
11. PwC
Survey identified
three key ‘gaps’
that the next
generation face
We interviewed over 200 next generation family business leaders in
21 countries.
Our inaugural report received much media attention and traction over
the past few years that we felt the time was right for a follow-up as
part of our strategy to build global visibility with next gens.
2016 survey – 268 next gens in 31 countries
11
Building on the 2014 Next Gen Survey
Bridging the gap – Handing over the business to the next generation
Generation gap between their experience
and expectations, and those of their parents
The credibility gap, which they have to
surmount if they’re to establish themselves
The communications gap, which can arise
both within the firm, and within the family.
12. PwC
Next Gen Survey 2016: What’s the story?
12
The next gen are ambitious and
have great expectations. They
want to take on a leading role as owners
and – in some cases – managers of the business.
More and more focused on how they
prepare and create the right career
paths. They see the critical role that
experience outside the business will play.
And are stepping up their governance
responsibilities with the majority already
attending board meetings.
The entrepreneurship spirit looms
large. Many would like to implement
new entrepreneurial ventures.
Having a strategy for the digital
world is seen as key. Only half of the
businesses have ever discussed the
threat of digital disruption at board level.
Issue of professionalising the
business features prominently.
The Next Gen are however fearful of
the time they will spend managing
family politics when they take over.
Strong desire to be more than just
caretakers of the business. Want to
drive change to ensure future success
and see geographic expansion and diversification
as key priorities.
They want to lean on the current
generation when they do take over,
but anticipate that the current gen may
not let go easily. Once again, this highlights the
enduring issue of managing the succession
process successfully from both sides.
13. PwC 13
Key findings
How they get there
Revolution or evolution
The digital question
Professionalising the business
Sticky baton syndrome
1
2
3
4
5
14. PwC
How they get there
14
80% said they currently attend board meetings
50% of respondents have shares in the business
70% of next gens worked elsewhere at some point prior to joining the family
business
60% of next gens are optimistic about managing the company one day
Majority start in a junior role, but work their way up to a senior level
Over 90% have or expect to take on a governance or supervisory role in
the business
15. PwC 15
How they get there (cont’d)
88% say the current generation has confidence in their ability
88% feel they have to work hard to prove themselves
Only 44% have a clear career path
16. PwC
Diversification and new ventures are on the agenda
16
60%
59%
47%
69%
Bring in experienced non-family
managers to help modernise/
professionalise the business
Take the business into new
geographic markets
Diversify into new products
and/or services
Establish a new entrepreneurial
venture to run alongside
Q: If you were running the business today which (if any) of the following would be key things you would implement, to ensure the success of the business going
forward?
Base: all expecting/hoping to manage/be in a senior role in future=193
Key things next gens would like to implement
17. PwC
Majority see benefits of bringing non-family
professionals into the business
Slide 17
69%
Would like to bring in
experienced non-family
managers to help
professionalise the
business
rising to…
74%
Among businesses
with non-family
already on the
board
60%
Have non-family
members on the
company’s board
83%
For those not expecting to manage the
company, the vast majority anticipate the
company being managed
by (non-family) professionals instead
90%
Agree it’s a good idea
to bring non-family
members into some key
positions in the company
18. PwC
Next gen want to lean on the current gen when taking over,
but are concerned about time managing family politics
I would value continued
support from the current
generation when I take over
The current generation will
want to stay involved after
handing over
Will be difficult for the
current generation to
fully let go when I take over
I’m worried that I will need to
spend time managing
family politics
4%
8%
15%
28%
Base: who expect/hope to manage the company=163
Q: How much do you agree or disagree with each statement on a scale of 1-5?
80%
61%
52%
91%
Change
since 2014Taking over the business: plans and expectations
Disagree Agree
18
0%
+5%
-3%
+16%
20. PwC
The female perspective
20
$15.9bn
44% v 67%
1 in 5
30% v 55%
30% of these women are at board level compared
to 55% of men
Total turnover of companies these women represent
Expect to manage one day
Don’t believe they have the same chance of
succeeding
Views of female next gen family business leaders
21. PwC
10 golden rules for ambitious next gens
Slide 21
Get outside experience first Insist on a proper appraisal
Try before you buy Handle change with care
Only take a role you’re suited
for
Communicate, Communicate,
Communicate
Be aware of your own
behaviour
Ensure succession is a
process, not an event
Don’t put pressure on
yourself
Enjoy it!
23. Succession – Strategic Options
23
Key Messages:
Succession is Predictable
- It’s never to early to start planning for it
1
Distinguish Management Succession
Planning and Ownership
2
3
There are Options
- But they may take time to effect
24. Advisory & Specialised
Finance
24
Appoint an experienced corporate finance advisor
Trade buyers vs. private equity
Banks may provide a staple financing package to support the sales
process
Preparation is key!
Sell
Scenario
Succession
Scenario
Growth
Scenario
Finance is available to finance expansion e.g. entry into new markets,
development of new products, capacity increases, acquisition
opportunities etc.
– Equity
– Senior debt, leasing, overdrafts, invoice discounting etc.
– Subordinated financing (e.g. Mezzanine finance)
Dividend recapitalisation may be possible depending on business
valuation
Corporate debt (Senior debt &/or Mezzanine finance), leverage finance
product
Financing Options
26. Companies Act 2014
The New Forms of Limited Liability Company and
How to Convert
June 2016
27. What is the Companies Act 2014?
17 Acts
40 Statutory Instruments
14 Years
1,400 Sections
“Principal objective is to restructure,
consolidate, simplify and modernise
company law in Ireland”
Minister Richard Bruton, TD, Dáil Eireann 23 April 2013
28. Main Innovation
Existing private companies
become LTD or DAC
Company does not convert by
end of transition period –
defaults to a LTD
Places LTD at the centre of
company law for the first time
29. Timing
New law applicable from 1 June
2015
Transition period for conversion of
existing private limited companies
of 18 months began 1 June 2015
Transition period ends 30 November 2016
30. New Company Types
LTD
Minimum of one director
Simple constitution
Unlimited legal capacity
May dispense with AGM
No public offers of debentures or
shares
Name to end in “limited” or “ltd”
DAC
Minimum of two directors
Memorandum and Articles of
Association
Legal capacity limited by objects
clause
Must hold AGM where multi-member
May list debentures on debt market
Name to end in “designated activity
company” or “dac”
31. LTD or DAC?
Majority of companies will become
LTD
BUT certain companies cannot be a
LTD:
- credit institutions and insurance
undertakings
- debentures listed/admitted to trading
- where members demand the company
be a DAC
Companies may wish to maintain
objects clause
32. Converting to a LTD
“Old” Private Limited Company
Special resolution
of the members
Directors prepare
constitution and
deliver to members
and CRO before the
end of the
transition period
Default to a LTD at
end of transition
period
Company Limited by Shares (LTD)
33. Converting to a DAC
“Old” Private Limited Company
Ordinary
resolution of the
members within
15 months
Special
resolution of the
members
thereafter
Designated Activity Company (DAC)
Directors resolve to
re-register if
members serve
written notice OR if
company has
debentures
admitted to
trading/listed
Court
order
34. Taking action
Existing private company limited by shares to take action
If becoming a LTD, benefit from early application of the new regime
Do not wait until default conversion
− Directors in breach of obligation to convert
− Not clear what provisions in M&A have been disapplied
− Outdated references to old acts
During transition period the DAC rules apply for 18 months (until
switch)
− During 18 month transition period, ‘opt in’ and become a LTD (30 November
2016)
− During the first 15 months, ‘opt out’ and become a DAC (31 August 2016); or
− Do nothing, and be deemed to be a LTD (1 December 2016)
35. Other New Provisions
Directors’ compliance statement
(PLCs and large companies)
Documentation of loans
Summary Approval Procedure
36. Directors’ Compliance Statement
All PLCs and large companies with:
− turnover >€25 million and
− balance sheet >€12 million
Directors acknowledge responsibility for company compliance with “relevant
obligations” – in annual financial statements
Relevant Obligations:
− serious Companies Act offences (Category 1 and 2)
− serious prospectus, market abuse and transparency offences
− tax law
Directors confirm they have or explain why they have not:
− drawn up a compliance policy statement
− appropriate arrangements and structures to secure compliance
− conducted review during financial year of those arrangements
37. Documentation of Loans
New evidentiary requirements introduced for loans between directors
and the company where not in writing
Take steps now to record terms of loans
Make sure terms are clear and unambiguous
Director as borrower
Presumed to bear interest
Presumed to be
repayable in full on
demand
Company as borrower
Presumed not to be a loan
Where proved to be a
loan, presumed:
(i) not to bear interest,
(ii) to be secured
(iii) To be subordinated
38. Relevant for:
− Financial assistance for acquisition of own shares*
− Reduction of company capital*
− Variation of share capital
− Mergers*
− Voluntary winding up
− Use of pre-acquisition reserves
− Loans to directors
SAP allows transactions without court involvement, but requires:
− Shareholder approval – 75% (save mergers 100%)
− Directors’ declaration regarding activity & financial impact, reasonable grounds
− For certain activities, auditor’s report e.g. capital reduction
Directors – personal liability for debts of company
Summary Approval Procedure (SAP)
* Not available for PLCs
41. Family Business Case Study
• Dunnes Waste Management (DWM) founded by Dermot Dunne in
1985;
• 100% owned by Dermot and wife Rita;
• Now employs 80 staff;
• Located in Athlone, operates in all Ireland.
• 3 children – Brian, Catherine, Fergal - in the business;
• Number of cousins, nephews, nieces in the business.
42. Family Chart
Dermot, 61
Founder
Rita, 59
Wife
Brian, 37
Single
Master in Business
In DWM since 2003
Head of Ops
Fergal, 32
Married, new-born
baby, wife is an auditor
Degree in Business
In DWM since 2014
Sales director
Catherine, 35
Married, no children
Degree in Economics
In DWM since 2007
Finance manager
44. Scenario 1
Issue:
What happens when your child simply
doesn’t have the passion for the
business?
Scene by: Dermot (father) and Fergal (son)
45. Scenario 1
Summary:
Dermot (founder, CEO, father) really wants for his children to be
involved in the business and take over as equal partners one day.
Fergal (youngest son) works in the company and appreciates what
his father had done for him over the years, however because of his
entrepreneurial spirit and his passion for hospitality business
Fergal’s long term ambition is outside the family business of Waste
Management.
Please advise Dermot and Fergal of the best way forward.
47. Scenario 2
Summary:
All three children have senior positions in the business, but their attitudes to
work differ greatly. This is most apparent when looking to brothers Brian and
Fergal.
For Brian Dunnes Waste Management is a career, a lifestyle, he is presumed to
take over as CEO. For Fergal this is merely a job, he comes in, does a good job
and leaves at 5pm. With a young baby his life work balance is his priority.
Brian is frustrated that not only in his opinion Fergal is ungrateful to his dad for
the opportunity but also two brothers’ are paid and remunerated equally and
dad looks for them to become equal owners one day.
Please advise Dermot, Brian, also Catherine (sister) and Fergal.
49. Scenario 3
Summary
Gerry who is a distant cousin worked in the business for years, straight out of
school. He has no formal education other than a leaving cert but is a great
worker and has been in almost every role and department over years and knows
the company inside out. He is also very loyal to Dermot.
When Head of Commerce – who was Dermot’s right hand man and traditionally
seen as second in command – retires, Dermot decides to promote Gerry to the
role.
Brian is not particularly happy that a person with no education and a distant
relative rather that a family member is promoted to be second in command.
Please advise Gerry, Brian and Dermot.
51. Scenario 4
Summary:
For Dermot the company is his fourth child. He has built it up from scratch, with
long hours, with sweat and tears. He does dream for this to be his children’s
company one day, but in reality has had no succession conversation (it is
generally assumed that Brian might be the one to take over). He also has no
retirement plan or indeed a wish to let go.
However an illness and treatment that followed made him and his wife Rita to
have another look at their life and priorities. Rita has finally persuaded Dermot
to step back.
Dermot decides to ask his long standing friend, adviser and an experienced
businessman Albert to take over as a caretaker CEO as he does not think Brian is
ready. Brian is ambitious, educated and experiences and disagrees with this.
Please advise Dermot and Brian.