This document discusses building high performing teams. It begins by noting that competitiveness in Asia is stagnating and engagement levels are relatively low compared to other regions. It then discusses how 70% of change programs fail due to disengagement. The document goes on to discuss what defines a high performing team and high performance culture. It emphasizes that leaders must first work on their own self-awareness and authenticity in order to transform their teams and create such a culture. The rest of the document provides tips and tools for how leaders can develop themselves and their teams to achieve high performance.
The Mindset of Victory - Tim Wade at IHIS Staff Conference - 8 July 2015Tim Wade
Tim Wade presented on developing a mindset of victory. He discussed increasing self-awareness, strengthening relationships, and transforming conditioned mindsets. Wade provided an "actionset of victory" with guidelines like taking accountability, investing more time on value-generating activities, and playing by the rules to win through one's values. The presentation emphasized developing skills like leadership, communication, and coaching to achieve goals through positive change.
Whether candidate demonstrates Soft skills during the interview or not drives hiring manager's decision about bringing this person into the company. Find out what are those skills that they are looking for.
The competitiveness of almost all Asian countries are stagnating and most advanced economies have recovered to their pre (2008) crisis level of competitiveness.
High performing teams are needed now.
How can leaders themselves become Change Agents? How can they transform their teams into high-performing teams? And how can they ultimately create and sustain a high-performance culture?
How you can use coaching to transform an orgazniation from stagnant and inflexible to thriving and dynamic.
70% of change programs fail (in 'Changing Change Management, McKinsey, July 2015) - worse failure rate for 'Coaching Culture roll-out' because people are disengaged.
The Mindset of Victory - Tim Wade at IHIS Staff Conference - 8 July 2015Tim Wade
Tim Wade presented on developing a mindset of victory. He discussed increasing self-awareness, strengthening relationships, and transforming conditioned mindsets. Wade provided an "actionset of victory" with guidelines like taking accountability, investing more time on value-generating activities, and playing by the rules to win through one's values. The presentation emphasized developing skills like leadership, communication, and coaching to achieve goals through positive change.
Whether candidate demonstrates Soft skills during the interview or not drives hiring manager's decision about bringing this person into the company. Find out what are those skills that they are looking for.
The competitiveness of almost all Asian countries are stagnating and most advanced economies have recovered to their pre (2008) crisis level of competitiveness.
High performing teams are needed now.
How can leaders themselves become Change Agents? How can they transform their teams into high-performing teams? And how can they ultimately create and sustain a high-performance culture?
How you can use coaching to transform an orgazniation from stagnant and inflexible to thriving and dynamic.
70% of change programs fail (in 'Changing Change Management, McKinsey, July 2015) - worse failure rate for 'Coaching Culture roll-out' because people are disengaged.
Project Managers are makers and Change Managers are shakersGail Severini
- Similarities and differences between project management and change management
- How change managers and project managers come at the same goal of maximizing ROI for their organizations, but from different perspectives
- When project managers are required to take on the role of change manager and why integration is unavoidable – and expected
The document discusses leadership development training provided by NetSpeed Learning Solutions. It introduces their NetSpeed Leadership 2 program which includes classroom and webinar training modules focused on leadership guidelines. These guidelines include creating an optimistic climate, promoting collaborative relationships, encouraging exceptional performance, focusing for high impact, and cultivating trust. The training is intended to help leaders develop skills for leading virtually and addressing challenges like shifting priorities and unpredictable changes.
Transition to Management: The Other Side of the DeskCynthia Clay
The document discusses leadership development training provided by NetSpeed Learning Solutions. It introduces the NetSpeed Leadership 2 training program which includes classroom and webinar modules focused on developing skills aligned with five leadership guidelines. The training is aimed at helping new leaders address challenges through behaviors like celebrating progress and obtaining honest feedback. Additional resources are provided for reinforcement of the leadership skills learned through the program.
European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...Fabiola Eyholzer
Geneva, Switzerland | May-14-2015
Every year thousands of aspiring graduates leave our business schools to become managers. But what was once a dream job is rapidly turning into an obsolete occupation. Managers are a dying breed.
The business environment has evidently changed – and it is further transforming at a speed never seen before. Yet most organizations are still trying to handle today’s challenges with yesterday’s tools to get them ready for tomorrow. There is no way around it: Companies need to radically rethink the way they are organized and run, if they want to stand a chance in the digital era.
Successful 21st-century enterprises are connected, transparent organizations that embrace lean | agile values and principles, where empowered and collaborative teams deliver co-created services to highly demanding customers. They are adamant believers in the essence, drive and passion of people. They engage inspiring leaders to ignite the people factor.
Join this session to: Get a glimpse of what to expect when working in a traditional business setting; discover the power of connected enterprises; learn more about what it takes to lead people in a world that no longer follows old rules; and hear how you can make a difference in a lean | agile environment and shape our future.
Are you ready to inspire greatness in people?
Adventures with Agile: Traditional HR has failed us! How to convince them to ...Fabiola Eyholzer
London, UK | May-19-2015
Do you remember the frustration that comes from trying to make traditional HR instruments like performance reviews work for your Agile teams? Do you feel HR is undermining your best efforts at collaborative leadership and is holding you back? Do you find yourself in a constant dispute with HR over people processes?
It is inevitable: HR must embrace Lean | Agile values and principles in order to engage and energize Agile talents. It’s time to show HR how key people challenges like retention, talent development, and performance management can be addressed successfully with Lean | Agile.
This session will let you
– gain valuable insights into the world of Human Resource Management
– recognize the impact of Agile HR practices through stories and examples
– discover why Agile needs HR and vice versa
– identify compelling arguments and tactics to convince HR to go Agile
– discuss the topic with other practitioners
European University Barcelona Campus: Beyond Budgeting – A (Secret) Performan...Fabiola Eyholzer
Barcelona, Spain | Mar-12-2015
Forbes Magazine calls Agile “The Best Kept Secret in Management” and industry leaders and key players across all industries are already embracing lean | agile – a leadership philosophy with a set of tools and techniques based on specific values and principles – with the goal of making their organizations more responsive, innovative, and engaging.
Besides applying a toolset instrumental for driving innovation, reducing time-to-market, and improving customer satisfaction, companies are revising and realigning their leadership approach in order to ensure not only precise, but also fast and flexible decisions, swift accomplishments, and valuable interactions. This will alter their approach towards providing, managing, and monitoring their initiatives and resources and help them meet the demands of a constantly and rapidly changing business environment. Lean | agile provides them with an unparalleled competitive advantage that will impact their bottom line in a positive and sustainable manner.
This presentation focuses on the characteristics of Lean | Agile enterprises and how they approach financial planning and investment approaches in a more flexible way. We talk about “Beyond Budgeting” (also known as “Beta-Complex”) that eliminate traditional budget and budget reporting and discuss their validity and impact.
This document summarizes a presentation on navigating organizational culture challenges when leading change initiatives. It discusses the differences between change leadership and change management, and how culture impacts change initiatives. It provides tips for consultants, collaborators, and coaches to help leaders address common culture issues in the public and private sectors, such as conservative, regulated, political, and results-oriented cultures. The presentation aims to help those guiding leaders understand their role in cultural navigation and equip leaders with best practices.
How to embed coaching values in an organization; what Greatness they unleashGreatness Coaching
A definition of a Coaching Culture (by E. Wayne Hart, Ph.D. Center for Creative Leadership):
- An organizational setting in which not only formal coaching occurs, but also, most of a large segment of individuals in the organization practice coaching behaviors as a means of relating to, supporting and influencing each other.
The document discusses how change professionals can successfully lead and execute meaningful organizational change. It addresses several topics: 1) how people impact project performance, 2) organizational change management capabilities, 3) lessons learned from past project history, 4) personal capabilities that lead to project success, and 5) developing effective change management workstreams. Specific change management skills are identified, such as managing resistance, engaging stakeholders, gaining manager support, and applying change management tools. Risks to change initiatives are also analyzed. The overall aim is to provide guidance to change professionals on how to build commitment, manage change behaviors, and achieve successful organizational change outcomes.
Webinar: 6 Keys to Agile Transformation Success with David Hawks | Agile Velo...Agile Velocity
Most Agile transformations are failing to deliver results. They’re either never-ending or constantly restarting, which has created transformation fatigue for many individuals and organizations. In this webinar, David Hawks discussed 6 critical elements most companies are missing that will enable them to have a successful Agile transformation.
This document discusses governance best practices for 21st century boards. It advocates that boards act as transformational leaders and strategic assets rather than merely oversight committees. The document recommends that boards focus on tracking a balanced set of performance metrics, engage in regular self-assessments, and recruit board members with the right competencies to provide strategic thinking. It also emphasizes the importance of the partnership between the board and executive team, with the board responsible for setting direction and policy and the executive team responsible for day-to-day management.
Empowering Customer Success Managers as Adoption CoachesAmity
The document discusses empowering customer success managers (CSMs) as adoption coaches. It argues that CSMs need to be adoption coaches in order to drive customer adoption of software products and ensure customer renewals. As adoption coaches, CSMs can help customers overcome adoption challenges and get full value from software. To be effective coaches, CSMs need training on adoption best practices, tools and methodologies to understand customers' organizations and guide them towards successful adoption. The document promotes a coaching platform called Adopttec that provides CSMs with online adoption training and resources to coach customers effectively.
Introducing new talent to an established organization can be difficult for many reasons. Seasoned employees may view the incoming new hires as "too green" or as not having the required skills to contribute in a meaningful way. They may worry about having to "waste time" teaching the newbies things that they should already know or get aggravated when the new employees are not familiar with "the way we do things around here."
Additionally, it is difficult to know if the right new hires are being put into the right positions for their interests, abilities and talents. After all, a resume and an interview can only tell a hiring manager so much about the person they are bringing on board, and often talented employees are simply being put into a role that is not a good fit.
In this hour-long webinar, business analyst and PMP-certified project manager Dan Stober will walk you through a four-step plan to ensure that you hire the right people for your team, from assessing talent to providing continuous learning and establishing a mentorship program.
Agile Maine Meeting - Challenges and options in guiding agile adoptions agilemaine
This document summarizes the key challenges and options for organizations undergoing an agile adoption, as presented by Dave Moran. Some of the major challenges discussed include changing mindsets, copying practices superficially without adopting values, managing pushback to change, and empowering teams. The document provides guidance on addressing these challenges, such as focusing on reducing work-in-process, gaining commitment to change, distributing authority alongside information, and transforming the way the organization operates rather than just its structure. Coaching is presented as an effective way to support teams in learning and applying new approaches while working.
Why does Continuous Improvement Seize to become Continuous?
That question had been on my mind for about a decade now. During de 4th European Lean Educators Conference I shared the insights I got sofar. Lack of direction and ambition seems to be at the heart of the problem. Countermeasure suggestion included.
This document provides an overview of executive coaching services offered by Beacon. It discusses how executive coaching can provide a 7x return on investment for organizations. Beacon's coaching focuses on strengths and positive development using assessments and one-on-one coaching sessions. Coaches are selected based on leadership experience and accreditations. The coaching process involves pre-coaching analysis, goal setting, data gathering, and evaluation. A variety of tools and methodologies are used tailored to the client's needs.
The document discusses creating a culture of career management within organizations. It highlights global trends like talent shortages that are impacting career management. It advocates shifting from a "job for life" to "career for me" model where employees take ownership of their careers. The document provides perspectives from HR leaders and proposes embedding career development into organizational practices like hiring, development, and people management. It presents a framework to help employees take charge of their careers through discovery, personal branding, and action planning.
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
ROOM 2- Achieving Business Goals via HR Strategies - RMIT VNVietnam HR Summit
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
The document discusses an organization's efforts to improve employee engagement. It outlines several initiatives that were planned and implemented, including focusing leadership commitment on engagement, actively involving all employees through projects and activities, launching exciting recognition and learning programs, and ensuring transparent communication. Through these coordinated efforts over time, the organization was able to significantly improve engagement survey results from 2010 to 2015 despite challenges in the market.
More Related Content
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Project Managers are makers and Change Managers are shakersGail Severini
- Similarities and differences between project management and change management
- How change managers and project managers come at the same goal of maximizing ROI for their organizations, but from different perspectives
- When project managers are required to take on the role of change manager and why integration is unavoidable – and expected
The document discusses leadership development training provided by NetSpeed Learning Solutions. It introduces their NetSpeed Leadership 2 program which includes classroom and webinar training modules focused on leadership guidelines. These guidelines include creating an optimistic climate, promoting collaborative relationships, encouraging exceptional performance, focusing for high impact, and cultivating trust. The training is intended to help leaders develop skills for leading virtually and addressing challenges like shifting priorities and unpredictable changes.
Transition to Management: The Other Side of the DeskCynthia Clay
The document discusses leadership development training provided by NetSpeed Learning Solutions. It introduces the NetSpeed Leadership 2 training program which includes classroom and webinar modules focused on developing skills aligned with five leadership guidelines. The training is aimed at helping new leaders address challenges through behaviors like celebrating progress and obtaining honest feedback. Additional resources are provided for reinforcement of the leadership skills learned through the program.
European University Geneva Campus: Inspiring Leaders Are Our Future – Let The...Fabiola Eyholzer
Geneva, Switzerland | May-14-2015
Every year thousands of aspiring graduates leave our business schools to become managers. But what was once a dream job is rapidly turning into an obsolete occupation. Managers are a dying breed.
The business environment has evidently changed – and it is further transforming at a speed never seen before. Yet most organizations are still trying to handle today’s challenges with yesterday’s tools to get them ready for tomorrow. There is no way around it: Companies need to radically rethink the way they are organized and run, if they want to stand a chance in the digital era.
Successful 21st-century enterprises are connected, transparent organizations that embrace lean | agile values and principles, where empowered and collaborative teams deliver co-created services to highly demanding customers. They are adamant believers in the essence, drive and passion of people. They engage inspiring leaders to ignite the people factor.
Join this session to: Get a glimpse of what to expect when working in a traditional business setting; discover the power of connected enterprises; learn more about what it takes to lead people in a world that no longer follows old rules; and hear how you can make a difference in a lean | agile environment and shape our future.
Are you ready to inspire greatness in people?
Adventures with Agile: Traditional HR has failed us! How to convince them to ...Fabiola Eyholzer
London, UK | May-19-2015
Do you remember the frustration that comes from trying to make traditional HR instruments like performance reviews work for your Agile teams? Do you feel HR is undermining your best efforts at collaborative leadership and is holding you back? Do you find yourself in a constant dispute with HR over people processes?
It is inevitable: HR must embrace Lean | Agile values and principles in order to engage and energize Agile talents. It’s time to show HR how key people challenges like retention, talent development, and performance management can be addressed successfully with Lean | Agile.
This session will let you
– gain valuable insights into the world of Human Resource Management
– recognize the impact of Agile HR practices through stories and examples
– discover why Agile needs HR and vice versa
– identify compelling arguments and tactics to convince HR to go Agile
– discuss the topic with other practitioners
European University Barcelona Campus: Beyond Budgeting – A (Secret) Performan...Fabiola Eyholzer
Barcelona, Spain | Mar-12-2015
Forbes Magazine calls Agile “The Best Kept Secret in Management” and industry leaders and key players across all industries are already embracing lean | agile – a leadership philosophy with a set of tools and techniques based on specific values and principles – with the goal of making their organizations more responsive, innovative, and engaging.
Besides applying a toolset instrumental for driving innovation, reducing time-to-market, and improving customer satisfaction, companies are revising and realigning their leadership approach in order to ensure not only precise, but also fast and flexible decisions, swift accomplishments, and valuable interactions. This will alter their approach towards providing, managing, and monitoring their initiatives and resources and help them meet the demands of a constantly and rapidly changing business environment. Lean | agile provides them with an unparalleled competitive advantage that will impact their bottom line in a positive and sustainable manner.
This presentation focuses on the characteristics of Lean | Agile enterprises and how they approach financial planning and investment approaches in a more flexible way. We talk about “Beyond Budgeting” (also known as “Beta-Complex”) that eliminate traditional budget and budget reporting and discuss their validity and impact.
This document summarizes a presentation on navigating organizational culture challenges when leading change initiatives. It discusses the differences between change leadership and change management, and how culture impacts change initiatives. It provides tips for consultants, collaborators, and coaches to help leaders address common culture issues in the public and private sectors, such as conservative, regulated, political, and results-oriented cultures. The presentation aims to help those guiding leaders understand their role in cultural navigation and equip leaders with best practices.
How to embed coaching values in an organization; what Greatness they unleashGreatness Coaching
A definition of a Coaching Culture (by E. Wayne Hart, Ph.D. Center for Creative Leadership):
- An organizational setting in which not only formal coaching occurs, but also, most of a large segment of individuals in the organization practice coaching behaviors as a means of relating to, supporting and influencing each other.
The document discusses how change professionals can successfully lead and execute meaningful organizational change. It addresses several topics: 1) how people impact project performance, 2) organizational change management capabilities, 3) lessons learned from past project history, 4) personal capabilities that lead to project success, and 5) developing effective change management workstreams. Specific change management skills are identified, such as managing resistance, engaging stakeholders, gaining manager support, and applying change management tools. Risks to change initiatives are also analyzed. The overall aim is to provide guidance to change professionals on how to build commitment, manage change behaviors, and achieve successful organizational change outcomes.
Webinar: 6 Keys to Agile Transformation Success with David Hawks | Agile Velo...Agile Velocity
Most Agile transformations are failing to deliver results. They’re either never-ending or constantly restarting, which has created transformation fatigue for many individuals and organizations. In this webinar, David Hawks discussed 6 critical elements most companies are missing that will enable them to have a successful Agile transformation.
This document discusses governance best practices for 21st century boards. It advocates that boards act as transformational leaders and strategic assets rather than merely oversight committees. The document recommends that boards focus on tracking a balanced set of performance metrics, engage in regular self-assessments, and recruit board members with the right competencies to provide strategic thinking. It also emphasizes the importance of the partnership between the board and executive team, with the board responsible for setting direction and policy and the executive team responsible for day-to-day management.
Empowering Customer Success Managers as Adoption CoachesAmity
The document discusses empowering customer success managers (CSMs) as adoption coaches. It argues that CSMs need to be adoption coaches in order to drive customer adoption of software products and ensure customer renewals. As adoption coaches, CSMs can help customers overcome adoption challenges and get full value from software. To be effective coaches, CSMs need training on adoption best practices, tools and methodologies to understand customers' organizations and guide them towards successful adoption. The document promotes a coaching platform called Adopttec that provides CSMs with online adoption training and resources to coach customers effectively.
Introducing new talent to an established organization can be difficult for many reasons. Seasoned employees may view the incoming new hires as "too green" or as not having the required skills to contribute in a meaningful way. They may worry about having to "waste time" teaching the newbies things that they should already know or get aggravated when the new employees are not familiar with "the way we do things around here."
Additionally, it is difficult to know if the right new hires are being put into the right positions for their interests, abilities and talents. After all, a resume and an interview can only tell a hiring manager so much about the person they are bringing on board, and often talented employees are simply being put into a role that is not a good fit.
In this hour-long webinar, business analyst and PMP-certified project manager Dan Stober will walk you through a four-step plan to ensure that you hire the right people for your team, from assessing talent to providing continuous learning and establishing a mentorship program.
Agile Maine Meeting - Challenges and options in guiding agile adoptions agilemaine
This document summarizes the key challenges and options for organizations undergoing an agile adoption, as presented by Dave Moran. Some of the major challenges discussed include changing mindsets, copying practices superficially without adopting values, managing pushback to change, and empowering teams. The document provides guidance on addressing these challenges, such as focusing on reducing work-in-process, gaining commitment to change, distributing authority alongside information, and transforming the way the organization operates rather than just its structure. Coaching is presented as an effective way to support teams in learning and applying new approaches while working.
Why does Continuous Improvement Seize to become Continuous?
That question had been on my mind for about a decade now. During de 4th European Lean Educators Conference I shared the insights I got sofar. Lack of direction and ambition seems to be at the heart of the problem. Countermeasure suggestion included.
This document provides an overview of executive coaching services offered by Beacon. It discusses how executive coaching can provide a 7x return on investment for organizations. Beacon's coaching focuses on strengths and positive development using assessments and one-on-one coaching sessions. Coaches are selected based on leadership experience and accreditations. The coaching process involves pre-coaching analysis, goal setting, data gathering, and evaluation. A variety of tools and methodologies are used tailored to the client's needs.
The document discusses creating a culture of career management within organizations. It highlights global trends like talent shortages that are impacting career management. It advocates shifting from a "job for life" to "career for me" model where employees take ownership of their careers. The document provides perspectives from HR leaders and proposes embedding career development into organizational practices like hiring, development, and people management. It presents a framework to help employees take charge of their careers through discovery, personal branding, and action planning.
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
Similar to Vietnam HR 2015 Summit - Building high performing teams (20)
ROOM 2- Achieving Business Goals via HR Strategies - RMIT VNVietnam HR Summit
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
The document discusses an organization's efforts to improve employee engagement. It outlines several initiatives that were planned and implemented, including focusing leadership commitment on engagement, actively involving all employees through projects and activities, launching exciting recognition and learning programs, and ensuring transparent communication. Through these coordinated efforts over time, the organization was able to significantly improve engagement survey results from 2010 to 2015 despite challenges in the market.
ROOM 1 - The journey to greater performance - MeantallyFitVietnam HR Summit
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
ROOM 1 - How to Create a High-Performance Culture - By Gian Tu TrungVietnam HR Summit
FranklinCovey provides a methodology for building a high-performance culture from the inside out by focusing on paradigms and forming habits, not just changing behavior. Their exclusive solution is to build a high-performance culture using "The 7 Habits of Highly Effective People", which involves individuals learning the 7 Habits, living them, and becoming highly effective. This transforms the organization's culture to also be highly effective.
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
PLENARY - Building High Performance Teams - By Steven LockVietnam HR Summit
Please note that this presentation is not to be used for any training, consulting or commercial purposes as its content is copyrighted or belonged to the Vietnam HR Summit Speakers/ relative organizations.
CSC is undergoing a transformation to become a high performance organization. The transformation includes revising the company's vision and focus, implementing a clear structure with performance management, and streamlining tools and processes. CSC has also made strategic investments in next-generation offerings and client projects to capitalize on shifts in technology and markets. The transformation aims to position CSC as a global leader providing innovative, technology-enabled business solutions.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
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Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
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The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.