Raveen Jaduram, the Chief Executive of Watercare Services Ltd, is leading a culture change at the company to make customer service the top priority and shift from a focus on infrastructure alone. He is promoting diversity and inclusion to bring different perspectives, such as by creating community groups to provide input into planning. Initiatives to improve flexibility, such as extended leave policies and flexible hours, have helped increase gender diversity in the workforce from 5% to 48% female in senior roles. Raveen aims to remove any barriers to talent and create a supportive, learning culture where all staff feel valued and respected.
Even in these uncertain times, we work hard to continue to make a lasting, positive impact throughout the North East and Cumbria. In 2014/15 Groundwork NE & Cumbria: Worked on over 400 projects Engaged with 26,129 young people Delivered 429 health focused sessions Supported over 200 businesses For more facts, figures and case studies please read our 2014/15 Annual Review, which was launched this week at the 30th anniversary AGM held at Gateshead Nursery, home to our new social enterprises, gwk nursery and gwk woodshed.
Goodwill provides training, employment services and support for people with disabilities or disadvantages. The document discusses Goodwill's 95th year impact report, highlighting their investments in infrastructure like a new training facility, stores and IT/HR to better serve over 72,000 people. They experienced growth in their social enterprises and workforce programs. Stories showcase how individuals overcame challenges through Goodwill's services to gain employment. They contributed to local communities and partner businesses.
By participating in the Green Business Challenge, many businesses realized how simple adjustments to daily routines can significantly reduce their environmental impact. They improved recycling efforts, installed more efficient equipment, and enhanced sustainability awareness among employees. The Challenge provided tools and motivation for businesses to green their operations in meaningful ways.
Casas_MaryAnn_Spring2016_UsingLEEDGuidelinesToTransformTheKappaDeltaSororityH...Mary Ann Casas
The document provides information about a capstone project to implement sustainable retrofits at the Kappa Delta sorority house at the University of Florida. It discusses conducting an audit of the building's current water and energy usage and proposing upgrades like high-efficiency shower heads and LED lighting to reduce costs and increase efficiency. The goals are to create a more sustainable environment for residents through low-cost retrofits following LEED guidelines and educating members on conservation practices. Water, energy, and indoor air quality are the focus areas since they offer the most opportunity for impacting usage within the house.
The document summarizes the activities and achievements of Caritas Care over the past year. It highlights their successful foster care and adoption recruitment campaigns through social media and print media. It also details the expansion of their services for people with disabilities, adoption support services, and community projects that helped more people than ever. Financial information and statistics are presented visually through infographics to communicate information quickly.
The ECOSOC dialogue discussed aligning the UN development system (UNDS) to support countries in implementing the post-2015 development agenda and Sustainable Development Goals. Member states debated optimizing the UNDS's functions, financing, partnerships, organization/capacity, impact, and governance. While some supported greater integration of the UN country presence, others stressed that no "one size fits all" and reforms should not be preemptive. Most called for more data and involvement of civil society but views diverged on their roles. All agreed a shared vision and governance reforms were critical for the UNDS to maximize its support of the development agenda.
This document appears to be an artist portfolio for Emilie Bennett, containing her contact email and showcasing her works in wearable optics, minimalistic shapes, internal patterns of marble and mind, and a piece called "Theseus: Wiseman of the Ocean". The portfolio provides an overview of Emilie Bennett's background in optical art and wearable designs featuring simple shapes and natural patterns.
This document provides an overview of a Six Sigma Green Belt training program. It includes sections on safety procedures, the purpose and agenda of the training, a code of conduct, expectations, roles, and contact information. The agenda outlines topics to be covered each day of the two-week program. Safety procedures address hazards in the training room. The purpose is to provide tools to analyze customer applications and data to understand product performance. Trainees will work in breakout teams and provide daily feedback.
Even in these uncertain times, we work hard to continue to make a lasting, positive impact throughout the North East and Cumbria. In 2014/15 Groundwork NE & Cumbria: Worked on over 400 projects Engaged with 26,129 young people Delivered 429 health focused sessions Supported over 200 businesses For more facts, figures and case studies please read our 2014/15 Annual Review, which was launched this week at the 30th anniversary AGM held at Gateshead Nursery, home to our new social enterprises, gwk nursery and gwk woodshed.
Goodwill provides training, employment services and support for people with disabilities or disadvantages. The document discusses Goodwill's 95th year impact report, highlighting their investments in infrastructure like a new training facility, stores and IT/HR to better serve over 72,000 people. They experienced growth in their social enterprises and workforce programs. Stories showcase how individuals overcame challenges through Goodwill's services to gain employment. They contributed to local communities and partner businesses.
By participating in the Green Business Challenge, many businesses realized how simple adjustments to daily routines can significantly reduce their environmental impact. They improved recycling efforts, installed more efficient equipment, and enhanced sustainability awareness among employees. The Challenge provided tools and motivation for businesses to green their operations in meaningful ways.
Casas_MaryAnn_Spring2016_UsingLEEDGuidelinesToTransformTheKappaDeltaSororityH...Mary Ann Casas
The document provides information about a capstone project to implement sustainable retrofits at the Kappa Delta sorority house at the University of Florida. It discusses conducting an audit of the building's current water and energy usage and proposing upgrades like high-efficiency shower heads and LED lighting to reduce costs and increase efficiency. The goals are to create a more sustainable environment for residents through low-cost retrofits following LEED guidelines and educating members on conservation practices. Water, energy, and indoor air quality are the focus areas since they offer the most opportunity for impacting usage within the house.
The document summarizes the activities and achievements of Caritas Care over the past year. It highlights their successful foster care and adoption recruitment campaigns through social media and print media. It also details the expansion of their services for people with disabilities, adoption support services, and community projects that helped more people than ever. Financial information and statistics are presented visually through infographics to communicate information quickly.
The ECOSOC dialogue discussed aligning the UN development system (UNDS) to support countries in implementing the post-2015 development agenda and Sustainable Development Goals. Member states debated optimizing the UNDS's functions, financing, partnerships, organization/capacity, impact, and governance. While some supported greater integration of the UN country presence, others stressed that no "one size fits all" and reforms should not be preemptive. Most called for more data and involvement of civil society but views diverged on their roles. All agreed a shared vision and governance reforms were critical for the UNDS to maximize its support of the development agenda.
This document appears to be an artist portfolio for Emilie Bennett, containing her contact email and showcasing her works in wearable optics, minimalistic shapes, internal patterns of marble and mind, and a piece called "Theseus: Wiseman of the Ocean". The portfolio provides an overview of Emilie Bennett's background in optical art and wearable designs featuring simple shapes and natural patterns.
This document provides an overview of a Six Sigma Green Belt training program. It includes sections on safety procedures, the purpose and agenda of the training, a code of conduct, expectations, roles, and contact information. The agenda outlines topics to be covered each day of the two-week program. Safety procedures address hazards in the training room. The purpose is to provide tools to analyze customer applications and data to understand product performance. Trainees will work in breakout teams and provide daily feedback.
El estilo de vida influye en el sobrepeso y la obesidad en adultos y ancianos. El documento describe una búsqueda en Dialnet sobre artículos que analizan la relación entre el estilo de vida (palabras clave introducidas) y el sobrepeso u obesidad en adultos y personas mayores. Se encontró un segundo artículo relevante.
This document summarizes a study on the practice of Kalachhir therapy in 6 villages in Nuapada district, Odisha. Some key findings:
1. 12% of newborns are given hot iron marks within 1 month as treatment for the believed illness of "Kalachhir". Most receive marks on the 3rd day.
2. Only 12 of 310 children treated for Kalachhir in the last 3 years received hospital care. The rest were treated by local quacks with hot irons.
3. While institutional births have risen to 86%, belief in Kalachhir therapy remains widespread. Doctors say it is a superstition with no medical basis.
Este documento describe cómo importar y modificar un archivo de Excel en RCommander. Explica cómo crear una carpeta de trabajo, importar el archivo Excel, crear y calcular nuevas variables, y recodificar valores en una variable para agruparlos en nuevas categorías.
This document is a newsletter from Grace Catalysts Technologies discussing challenges facing refiners in 2012 and innovations from Grace that can help refiners overcome these challenges. It summarizes a new additive product called Super DESOX that can reduce wet gas scrubber caustic consumption and lower costs. Specifically, it finds that using Super DESOX MCD additive at a moderate SOx reduction level of 40% can potentially save a refiner over $220,000 annually in reduced caustic consumption alone.
El documento describe los pasos para buscar información sobre cómo el estilo de vida influye en el sobrepeso y la obesidad en adultos mayores utilizando las bases de datos Dialnet y Fama. Primero, se realiza una búsqueda en Dialnet usando palabras clave. Luego, los artículos encontrados se revisan para encontrar el texto completo. Finalmente, para artículos sin texto completo, se busca en Fama introduciendo detalles como el título de la revista.
Cybercrime poses a significant risk due to the large number of connected devices and people online. It involves any criminal act that uses a computer or network, and can take many forms such as theft of personal data, fraud, copyright infringement, child pornography, cyberstalking, and bullying. Cybercrime now generates more money than illegal drug trafficking and someone's identity is stolen every three minutes due to lack of security protection online.
THE BARRIO BAZAAR is an educational organization in Tucson, Arizona that aims to crowdsource curriculum from artists and educators in the community. It provides space for community members to teach courses on various topics from calligraphy to home buying. The organization wants to engage people ages 17-35 through in-person surveys, partnering with other non-profits, and hosting town hall events to gather input on course offerings. It will use a combination of websites, blogs, Facebook, Twitter, Instagram, and video platforms to promote classes and get feedback from participants.
Kajian inovasi ini berhasrat untuk memberi kesan positif terhadap penggunaan
slaid Easy Learning Pattern. Selain itu, kajian ini adalah bertujuan bagi
1. Bagi mengatasi masalah yang dihadapi oleh pensyarah fesyen berkaitan tahap
kefahaman pelajar dalam penghasilan pola pakaian
2. Memudahkan pensyarah dalam mengawal selia kelas dalam sesi pembelajaran
3. Mengurangkan kesilapan dalam mendraf pola walaupun pelajar dibekalkan
dengan lembaran nota oleh pensyarah.
The document contains descriptions and images related to phlebography, which is the use of imaging to examine veins. It includes over 40 labeled figures showing the anatomy and pathologies of veins in the lower limbs, abdomen, arms and neck. The figures demonstrate normal vein structures, deep vein thromboses, occlusions from tumors or other causes, and collateral vein formation around obstructions.
This document provides sizing information for the fabrics needed to make a traditional Malay dress called a "baju melayu cekak musang". It lists the measurements for the plaket fabric on the top and bottom of the dress, the kolar fabric, and the small and large pocket fabrics. It also mentions a kekek fabric and notes that only scissors are needed besides the fabrics.
OCWA's 2013 Social Responsibility Reportjodileigh5
OCWA is a provincial agency that operates over 800 municipal water and wastewater facilities across Ontario. In 2013, OCWA supported many community initiatives through donations and employee volunteering, such as water festivals, education programs, and fundraising over $100,000 for GlobalMedic. OCWA also launched awareness campaigns on water conservation and proper pharmaceutical disposal. Internally, OCWA engaged employees to develop a corporate social responsibility framework focused on their community, environment, and employees.
Water For People is a global nonprofit working to ensure universal access to clean water and sanitation services. Their Everyone Forever model focuses on building water and sanitation systems that will continue serving communities forever by ensuring local groups have the capacity and resources to maintain systems long-term. Water For People works across nine countries using strategies like full coverage, sustainability planning, capacity building, co-financing, and monitoring to achieve their mission of water and sanitation for all as outlined in UN Sustainable Development Goal 6.
This document is the annual report for Able Australia for the 2014-2015 financial year. It provides an overview of the organization, including the services it provides, its supporters, and highlights from the past year. Key events included transforming into a more unified national organization, investing in new technology and infrastructure, expanding services into new areas, and preparing for opportunities under the National Disability Insurance Scheme. The Chairperson and CEO reflect on consolidating operations and laying foundations to capitalize on future strategic opportunities for the organization.
The document summarizes the Emerging Environmental Leaders Forum held from March 24-28, 2014 in Vancouver, Canada. Over 150 delegates attended the forum to discuss sustainability challenges related to energy, food, and water. The forum included an opening panel on megatrends impacting these areas, breakout sessions on overcoming barriers, and networking opportunities with environmental professionals. The event was made possible through various sponsors and aimed to develop the leadership potential of emerging leaders in the sustainability field.
The 2014 Steelcase Corporate Sustainability Report provides a view into the company's qualitative reporting and quantifiable progress – including refined metrics within the Global Reporting Initiative (GRI) Index. It also expands on how the company is working to scale its positive impact not only from within, but also for the company's customers, partners and communities around the world.
The document provides an annual report for Rauch, Inc. which serves over 1,000 individuals each year with developmental and other disabilities through various programs. It summarizes the services and performance measures of each program area in 2014, highlighting achievements like 100% client satisfaction in interpreting services and over 30,000 work hours by Rauch Industries clients. The report also lists the board of directors and donors who support Rauch's mission of creating a community where everyone belongs.
This annual report summarizes Able Australia's activities from 2013-2014. It discusses that Able Australia is a leading not-for-profit organization providing services to people with disabilities including deafblindness. The report highlights that Able Australia has grown significantly since 1967 and now supports over 4,000 people through services like residential homes, respite care, community support programs and more. It provides statistics on staffing and recognizes the supporters and patrons that help Able Australia in its mission.
healthAlliance provides non-clinical shared services to four district health boards (DHBs) in New Zealand to help them achieve healthcare excellence and reduce costs. Some of its core services include payroll processing, information services, finance, procurement, and supply chain management. Last year, healthAlliance helped the region save $20 million by standardizing processes and reducing back-office inefficiencies. Going forward, it will lead the delivery of finance, procurement, and supply chain services nationally to all DHBs in partnership with other organizations.
The document announces an opening ceremony event for Kopernik, an NGO, to celebrate becoming an official foundation. The event will be held on August 23rd from 10AM to 6PM at Pondok Wisata Sayan Ayu in Ubud, Bali. It will include technology exhibitions, games and contests, and a silent auction. From 4PM there will be speeches by the co-founders and a blessing ceremony. The document promotes sponsorship opportunities for the event, including sponsorship packages at gold, silver and bronze levels that provide various marketing benefits. It provides background information on Kopernik's mission to connect people in developing countries with innovative technologies, the technologies and people it has helped, its founders, partners
Honeywell Australia 2018 Innovate Reconciliation Action PlanAlanLang7
In introducing the new 2018 Innovate Reconciliation Action Plan (RAP) for Honeywell Australia, we are proud to be progressing from our 2017 Reflect RAP, having achieved our ambitions for a more diverse and inclusive workplace, while supporting stronger engagement and participation of Aboriginal and Torres Strait Islander peoples in our business.
The document provides an overview of PresCare's activities and operations in 2013. Some key points:
- PresCare took steps to implement its Property Development Strategy, including developing affordable housing units in Rockhampton and Maryborough under the National Rental Affordability Scheme.
- Construction began on Kingsford Terrace, a $100 million retirement village in Corinda to replace the former Hopetoun facility.
- PresCare continued working to improve safety, launching a new Safety 101 program and a quit smoking program for employees.
- The chaplaincy program was expanded with increased funding, providing spiritual support across PresCare's residential facilities and community services.
El estilo de vida influye en el sobrepeso y la obesidad en adultos y ancianos. El documento describe una búsqueda en Dialnet sobre artículos que analizan la relación entre el estilo de vida (palabras clave introducidas) y el sobrepeso u obesidad en adultos y personas mayores. Se encontró un segundo artículo relevante.
This document summarizes a study on the practice of Kalachhir therapy in 6 villages in Nuapada district, Odisha. Some key findings:
1. 12% of newborns are given hot iron marks within 1 month as treatment for the believed illness of "Kalachhir". Most receive marks on the 3rd day.
2. Only 12 of 310 children treated for Kalachhir in the last 3 years received hospital care. The rest were treated by local quacks with hot irons.
3. While institutional births have risen to 86%, belief in Kalachhir therapy remains widespread. Doctors say it is a superstition with no medical basis.
Este documento describe cómo importar y modificar un archivo de Excel en RCommander. Explica cómo crear una carpeta de trabajo, importar el archivo Excel, crear y calcular nuevas variables, y recodificar valores en una variable para agruparlos en nuevas categorías.
This document is a newsletter from Grace Catalysts Technologies discussing challenges facing refiners in 2012 and innovations from Grace that can help refiners overcome these challenges. It summarizes a new additive product called Super DESOX that can reduce wet gas scrubber caustic consumption and lower costs. Specifically, it finds that using Super DESOX MCD additive at a moderate SOx reduction level of 40% can potentially save a refiner over $220,000 annually in reduced caustic consumption alone.
El documento describe los pasos para buscar información sobre cómo el estilo de vida influye en el sobrepeso y la obesidad en adultos mayores utilizando las bases de datos Dialnet y Fama. Primero, se realiza una búsqueda en Dialnet usando palabras clave. Luego, los artículos encontrados se revisan para encontrar el texto completo. Finalmente, para artículos sin texto completo, se busca en Fama introduciendo detalles como el título de la revista.
Cybercrime poses a significant risk due to the large number of connected devices and people online. It involves any criminal act that uses a computer or network, and can take many forms such as theft of personal data, fraud, copyright infringement, child pornography, cyberstalking, and bullying. Cybercrime now generates more money than illegal drug trafficking and someone's identity is stolen every three minutes due to lack of security protection online.
THE BARRIO BAZAAR is an educational organization in Tucson, Arizona that aims to crowdsource curriculum from artists and educators in the community. It provides space for community members to teach courses on various topics from calligraphy to home buying. The organization wants to engage people ages 17-35 through in-person surveys, partnering with other non-profits, and hosting town hall events to gather input on course offerings. It will use a combination of websites, blogs, Facebook, Twitter, Instagram, and video platforms to promote classes and get feedback from participants.
Kajian inovasi ini berhasrat untuk memberi kesan positif terhadap penggunaan
slaid Easy Learning Pattern. Selain itu, kajian ini adalah bertujuan bagi
1. Bagi mengatasi masalah yang dihadapi oleh pensyarah fesyen berkaitan tahap
kefahaman pelajar dalam penghasilan pola pakaian
2. Memudahkan pensyarah dalam mengawal selia kelas dalam sesi pembelajaran
3. Mengurangkan kesilapan dalam mendraf pola walaupun pelajar dibekalkan
dengan lembaran nota oleh pensyarah.
The document contains descriptions and images related to phlebography, which is the use of imaging to examine veins. It includes over 40 labeled figures showing the anatomy and pathologies of veins in the lower limbs, abdomen, arms and neck. The figures demonstrate normal vein structures, deep vein thromboses, occlusions from tumors or other causes, and collateral vein formation around obstructions.
This document provides sizing information for the fabrics needed to make a traditional Malay dress called a "baju melayu cekak musang". It lists the measurements for the plaket fabric on the top and bottom of the dress, the kolar fabric, and the small and large pocket fabrics. It also mentions a kekek fabric and notes that only scissors are needed besides the fabrics.
OCWA's 2013 Social Responsibility Reportjodileigh5
OCWA is a provincial agency that operates over 800 municipal water and wastewater facilities across Ontario. In 2013, OCWA supported many community initiatives through donations and employee volunteering, such as water festivals, education programs, and fundraising over $100,000 for GlobalMedic. OCWA also launched awareness campaigns on water conservation and proper pharmaceutical disposal. Internally, OCWA engaged employees to develop a corporate social responsibility framework focused on their community, environment, and employees.
Water For People is a global nonprofit working to ensure universal access to clean water and sanitation services. Their Everyone Forever model focuses on building water and sanitation systems that will continue serving communities forever by ensuring local groups have the capacity and resources to maintain systems long-term. Water For People works across nine countries using strategies like full coverage, sustainability planning, capacity building, co-financing, and monitoring to achieve their mission of water and sanitation for all as outlined in UN Sustainable Development Goal 6.
This document is the annual report for Able Australia for the 2014-2015 financial year. It provides an overview of the organization, including the services it provides, its supporters, and highlights from the past year. Key events included transforming into a more unified national organization, investing in new technology and infrastructure, expanding services into new areas, and preparing for opportunities under the National Disability Insurance Scheme. The Chairperson and CEO reflect on consolidating operations and laying foundations to capitalize on future strategic opportunities for the organization.
The document summarizes the Emerging Environmental Leaders Forum held from March 24-28, 2014 in Vancouver, Canada. Over 150 delegates attended the forum to discuss sustainability challenges related to energy, food, and water. The forum included an opening panel on megatrends impacting these areas, breakout sessions on overcoming barriers, and networking opportunities with environmental professionals. The event was made possible through various sponsors and aimed to develop the leadership potential of emerging leaders in the sustainability field.
The 2014 Steelcase Corporate Sustainability Report provides a view into the company's qualitative reporting and quantifiable progress – including refined metrics within the Global Reporting Initiative (GRI) Index. It also expands on how the company is working to scale its positive impact not only from within, but also for the company's customers, partners and communities around the world.
The document provides an annual report for Rauch, Inc. which serves over 1,000 individuals each year with developmental and other disabilities through various programs. It summarizes the services and performance measures of each program area in 2014, highlighting achievements like 100% client satisfaction in interpreting services and over 30,000 work hours by Rauch Industries clients. The report also lists the board of directors and donors who support Rauch's mission of creating a community where everyone belongs.
This annual report summarizes Able Australia's activities from 2013-2014. It discusses that Able Australia is a leading not-for-profit organization providing services to people with disabilities including deafblindness. The report highlights that Able Australia has grown significantly since 1967 and now supports over 4,000 people through services like residential homes, respite care, community support programs and more. It provides statistics on staffing and recognizes the supporters and patrons that help Able Australia in its mission.
healthAlliance provides non-clinical shared services to four district health boards (DHBs) in New Zealand to help them achieve healthcare excellence and reduce costs. Some of its core services include payroll processing, information services, finance, procurement, and supply chain management. Last year, healthAlliance helped the region save $20 million by standardizing processes and reducing back-office inefficiencies. Going forward, it will lead the delivery of finance, procurement, and supply chain services nationally to all DHBs in partnership with other organizations.
The document announces an opening ceremony event for Kopernik, an NGO, to celebrate becoming an official foundation. The event will be held on August 23rd from 10AM to 6PM at Pondok Wisata Sayan Ayu in Ubud, Bali. It will include technology exhibitions, games and contests, and a silent auction. From 4PM there will be speeches by the co-founders and a blessing ceremony. The document promotes sponsorship opportunities for the event, including sponsorship packages at gold, silver and bronze levels that provide various marketing benefits. It provides background information on Kopernik's mission to connect people in developing countries with innovative technologies, the technologies and people it has helped, its founders, partners
Honeywell Australia 2018 Innovate Reconciliation Action PlanAlanLang7
In introducing the new 2018 Innovate Reconciliation Action Plan (RAP) for Honeywell Australia, we are proud to be progressing from our 2017 Reflect RAP, having achieved our ambitions for a more diverse and inclusive workplace, while supporting stronger engagement and participation of Aboriginal and Torres Strait Islander peoples in our business.
The document provides an overview of PresCare's activities and operations in 2013. Some key points:
- PresCare took steps to implement its Property Development Strategy, including developing affordable housing units in Rockhampton and Maryborough under the National Rental Affordability Scheme.
- Construction began on Kingsford Terrace, a $100 million retirement village in Corinda to replace the former Hopetoun facility.
- PresCare continued working to improve safety, launching a new Safety 101 program and a quit smoking program for employees.
- The chaplaincy program was expanded with increased funding, providing spiritual support across PresCare's residential facilities and community services.
Clifton M. Hasegawa & Associates, LLC is a firm that focuses on environmental, community and cultural issues. They value people and strive to strengthen communities through quality, innovation and integrity. They work collaboratively to find innovative solutions and establish realistic goals and timelines. They are committed to conservation of land and renewable resources to sustain future generations.
New Path provides services to over 57,000 people through 14 ministry areas. In 2014, the organization saw significant growth and touched more lives than ever before. A new Executive Director was brought on and the annual report reflects on the past year's accomplishments while looking forward to continued impact and growth in 2015.
The document provides an overview of Southern Cross Care's activities and achievements in the 2014/15 financial year. Some of the key highlights included winning several national and state awards, successfully transitioning all home care package clients to the new consumer directed care model, establishing new programs to support older people, and redeveloping one of its homes. The chairman acknowledged the commitment of staff and volunteers, and their contribution to the organization's success. The CEO reported on significant reforms in the aged care sector, including changes to the dementia supplement, and emphasized Southern Cross Care's continued dedication to providing quality care.
Whirlpool has partnered with Habitat for Humanity on the Whirlpool Building Blocks program to build homes and raise awareness of affordable housing issues. Each year, over 300 Whirlpool employees and volunteers help build 10 homes in a week through the program. Research shows corporate volunteer programs provide benefits like improving employee recruitment, retention, morale and skills. The Navy Community Service Program coordinates volunteer initiatives across five projects to support communities and youth.
Natalie Gousmett is a professional supervisor and management consultant with over 15 years of experience in people management, community organizations, fundraising, and financial management. She has strong skills in interpersonal communication, fundraising, cultural sensitivity, and managing teams through complex changes. Her qualifications include a Diploma in Te Reo Maori, Graduate Diploma in Not for Profit Management, and training in sexual violence prevention and facilitation skills. Her employment history includes roles managing budgets, staff, and strategic plans for organizations supporting women's refuge, rape crisis, and the Green Party of New Zealand. References are available from past employers.
This document is the annual report for Woodgreen Community Centre for the year 2002-2003. It summarizes the organization's accomplishments over the past year. The report details that Woodgreen helped over 37,000 individuals and families through 15 locations and over 100 partners. Services provided included affordable housing, employment assistance, childcare, support for seniors and immigrants, and mental health and developmental services. Financially, Woodgreen had revenues of over $14.5 million from various government and other sources, and expenses primarily related to salaries, building costs, and programs.
As Chief Executive, Office for Public Sector Renewal, Erma oversees multiple sector-wide reform programs including Change@SouthAustralia, executive development and leadership, and developing a sustainable approach to workforce management. Change@SouthAustralia aims to shape a culture that fosters a more confident and productive workforce – one that embodies values integral to the public service and has citizen-centric service delivery at the heart of its operations.
Erma is also the Deputy Chief Executive of the Department for Manufacturing, Innovation, Trade, Resources and Energy (DMITRE)
Citron Pacific Resource Partnership is a renewable energy consulting firm based in Hawaii. It provides solutions to renewable energy producers, stakeholders, utilities, and government agencies. It aims to advance sustainable energy and green initiatives while minimizing risk and maximizing returns. It is committed to transitioning Hawaii to renewable energy and reducing the state's dependence on fossil fuels.
1. A new way
of thinking
Leading a culture change is foremost among Watercare
Chief Executive Raveen Jaduram’s priorities as he seeks to
expand the company’s focus beyond tending dams, pipes
and effluent to satisfying and delighting its customers –
all 450,000 of them.
“My goal is for us to become a customer
service company with infrastructure,
not an infrastructure company with
customers. To achieve this, we need
a new way of thinking,” says Raveen
Jaduram FIPENZ, Chief Executive at
Watercare.
Inclusion has always been part of his
life philosophy. He grew up in a family
environment in Fiji where it was not
only valued but also practised. His
extended family owned businesses
and was a big employer. He learned
how a responsible employer could reap
benefits of loyalty and best quality
work by creating a supportive and
positive workplace culture.
Raveen, who was appointed chief
executive in November 2014, says
diversity is an element of his cultural
shift for Watercare. “But it has to be
genuine – not to meet some quota but
because it’s going to make us a better
place with better decision-making and
investment. This goes not only when
employing new staff but also in our
approach as an organisation. We want
our employees to approach projects
and planning from new and diverse
perspectives. One way we’re doing this
is by creating community consultative
groups to involve local stakeholders
in the planning and consenting
process rather than informing them
once consent is granted. The result is
more engaged staff and an informed
community that better understands the
reasons behind our decisions
and applications.”
Liked by staff for his inclusive
style, including a warm weekly email
of encouragement, Raveen says he
just wants to employ the best person
for the job and let them grow in the
role. Historically, the water industry
has been mainly for male workers.
When Raveen went to the University
of Auckland, there were five female
engineers in his class. In his early days
at Watercare in the 1990s, few women
worked for the infrastructure company,
let alone in senior positions.
Raveen says the company has
shared in a general gender-diversity
evolution. As the number of female
students studying for engineering or
science-based degrees grew over time,
more sought jobs at Watercare and
advanced to positions of leadership
and management. Raveen sees it as an
opportunity to remove the barriers to
what he wants for Watercare: diversity
of thought and diversity of leadership.
Removing barriers
The journey to remove barriers to
career advancement began a year ago.
“We had a rigid 8am to 5pm working
day, which made it difficult for staff
who are parents to manage family
commitments,” reflects Raveen. “It
meant a number of staff didn’t return
to work after having a baby. We were
restricting our own pool of talent.” In
a bid to create a supportive working
“It has to be genuine
– not to meet some
quota but because it’s
going to make us a
better place with better
decision-making and
investment.”
23August/September 2016
Focus on diversity
2. 24 Engineering Insight » Volume 17/4
Chief Executive Raveen
Jaduram FIPENZ says
Watercare’s diverse
workforce is a real
strength in reflecting
and responding to their
diverse customer base –
the people of Auckland.
Photo: Watercare.
3. black and white and the company
needs to be responsive to staff with
family commitments.”
Watercare project engineer Matthias
Ebel GIPENZ has experienced the
benefits of these initiatives first-hand.
He welcomed his son in March and
made use of the two weeks’ paid
parental leave policy. “The two weeks
were very helpful. I could bond
with my son, support my wife and
environment, the company introduced
changes to maternity, paternity and
annual leave polices and introduced
flexible working. “Today, we have
flexibility of start and finish times and
are open to conversations about part-
time work,” says Raveen. Initiatives like
these, and others to raise paid parental
and annual leave entitlements, have
made a big difference. Watercare’s 2015
annual report showed the company’s
female headcount was 295 out of
850. This year’s annual report will
show, across retail, finance, planning
engineering and communications, it’s
at 48 per cent female – just short of an
equal balance.
In his weekly email, Raveen says he
hopes the parental leave improvements
will help families to spend the early
weeks bonding with their child without
additional financial stress and pressure.
For him, introducing initiatives
like flexible working, and a nursing
mothers’ room, “acknowledges the
separation of home and work life is not
“Introducing initiatives
like flexible working,
and a nursing mothers’
room acknowledges
the separation of home
and work life is not
black and white.”
About Watercare
Watercare delivers water and
wastewater services to 1.4
million Aucklanders. It’s an
IPENZ professional development
partner, with 200 staff who are
IPENZ Members. It started in
1992 as an independent regional
wholesaler.
The self-funded organisation’s
priorities over the first five
years were to standardise the
pricing structure and to upgrade
infrastructure in rural areas.
Today, Watercare is focused on
reorienting the business towards
its diverse customer base and
on maintaining safe and reliable
services while Auckland grows.
In the next 30 years,
Auckland’s population is
expected to grow by a further
700,000 people, which presents
the challenge of securing new
sources of water to keep a safe
and reliable supply, on top of
carrying out a timely major
capital projects programme
for extending, upgrading and
renewing infrastructure.
25August/September 2016
Faults coordinator
Tessah Roache performs
a traditional Samoan
(Taupou) dance as part
of Watercare’s cultural
day shared lunch
celebrations. Photo:
Watercare.
4. PROFILE
Raveen Jaduram FIPENZ
Based in: Auckland
Role: Chief Executive Officer of Watercare Services Ltd
Education: ME and BE (Hons) Civil, University of Auckland, 1984
After graduation, aged 23, Raveen worked in Suva for the Fijian Housing
Authority but left with his wife, Roshni, in the wake of the first coup in 1987.
While working as a civil engineer for Auckland Regional Council in 1992,
he was part of the team who set up and ran a new regional wholesaler called
Watercare. During the city’s 1994 drought, he worked in a planning role,
securing resource consent to take water from the Waikato River.
He left Watercare in 2000 to take on roles at Metrowater and Manukau
Water, before returning in 2010 as Chief Operating Officer. After a brief stint
in Australia’s private sector, New Zealand called him home and to Watercare;
firstly as a general manager and then as acting chief executive for 10 months
until the appointment was made permanent in November 2014.
relieve my own stress levels after
a rather traumatic birth.” Matthias
has also utilised Watercare’s flexible
working hours policy since returning
from parental leave. “I now start
my workday later in the mornings;
the extra sleep helps a lot after the
disrupted nights at home with the
little one,” he says. Once his son sleeps
through the nights, Matthias says he
might consider coming into work early
so he can spend more time with his son
at the end of the day.
Other initiatives include encouraging
staff to celebrate their diversity
through events like culture days –
where staff celebrate their food, dress
and dances – Diwali celebrations, a
Rugby World Cup party and an anti-
bullying pink day. Gender cannot be
treated differently from other elements
of Watercare’s culture, including ethnic
and religious backgrounds, Raveen
says. The idea is if staff feel accepted
for who they are, and are helped to
juggle their commitments, they’ll feel
more confident sharing their ideas.
It’s a win-win.
A culture of respect
After 18 months as Chief Executive
at Watercare, Raveen is at full pace
to create and change the culture so
all employees can feel the value of
their contributions. He urges them
to speak up about any concerns. This
could be about safety, wasting money,
sustainability or anything which would
make a better place to work and a more
efficient and effective organisation.
He explains: “I’m creating a culture
of respect for diversity as one of the
five values we have … respect for the
environment, money, customers,
each other, diversity. At the end of the
day, we – myself included – have to
fit in with Watercare’s culture. We do
need strong controls. I don’t apologise
for that. We are using public money
to supply drinking water, so it’s a
serious business done in a regulatory
environment. But we give people the
freedom to use their intellect and
judgment to do more. We want to
attract and retain the best talent and we
want them to know if there is a barrier,
we’ll remove it. It’s OK to talk about it,
because we are a learning organisation
and we want to change.”
“I’m creating a culture
of respect for diversity
as one of the five values
we have … respect
for the environment,
money, customers,
each other, diversity.”
26 Engineering Insight » Volume 17/4