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Make the Reskilling Revolution a Priority in the Recovery

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“There has been a lot of talk during the last few years, but very, very limited action” on education, reskilling and upskilling efforts, said Alain Dehaze, Chief Executive Officer, Adecco Group, Switzerland, in a session on Transforming Education, Skills and Lifelong Learning at the World Economic Forum’s Jobs Reset Summit today. “Efforts must include a range of stakeholders “because reskilling, upskilling and training are not [just] an individual question or a business questions or a governmental question.”

The Palestinian National Authority has launched a novel effort aimed at “the rehabilitation of university graduates” through entrepreneurship, said Mohammad Ibrahim Shtayyeh, Prime Minister of the Palestinian National Authority. Many graduates end up unemployed because their degrees did not provide them with marketable skills. “We are teaching them to become computer coders, and we have introduced other vocational training courses,” he said. “Students must stop relying on a job with the private sector or a job with the government. I want them to be self-employed.”

“I’m so glad to hear that we have a national leader who really recognizes that entrepreneurship education is a priority, and it’s something which can be taught,” said Asheesh Advani, President and Chief Executive Officer, JA Worldwide, USA.

Lynda Gratton, Professor of Management Practice, London Business School, United Kingdom, agreed, adding that efforts to accelerate advances in education, training, reskilling and upskilling must be a multistakeholder effort, and inclusive: “Otherwise, in 10 years’ time, we won’t have the right people sitting in the right jobs.” She noted that such efforts should “leverage technology” and that new credentials need to be established and recognized for the attainment of emerging skills.

Inclusion should extend beyond diversity “to include young boys and girls growing up across the world,” said Mariéme Jamme, Founder and Chief Executive Officer, iamtheCODE, United Kingdom. “The starting point is actually to make sure their human rights are respected” and then giving them the tools they will need in the workplace.

“With today’s kids, the thing they want to learn most … are things like coding and computer science,” said Hadi Partovi, Founder and Chief Executive Officer, Code.org, USA. “Computer science and entrepreneurship are not only the skills that students need the most, but also the things they want the most.”

With regard to credentials, Advani noted that they are partnering with employers to recognize a new micro-credential, encouraging young people to add it to their online jobs profile, and working with governments to get access to schools.

Advani also noted that “Even after doing an entrepreneurship programme, [students] don’t become entrepreneurs. Soft skills, communication skills and adaptability skills become so important in the job market, knowing that young people are going to have potentially seven careers” during their lifetime.

Among the initiatives launched at the summit, government officials in Turkey today announced the launch of a Closing the Skills Gap Accelerator, joining 10 countries through the Forum platform in applying a similar framework to rapidly upskilling their workforce.

“Rapid technological progress, globalization and now COVID-19 are revolutionizing how we work. There will be a new set of skills needed to adapt and prosper. As policy-makers, we are obliged to ensure a smooth and equal transition that works for all. I trust that the Accelerator Network will further enhance real sector collaboration among nations. Turkey is ready to capture the opportunities of the new normal with its favourable demographics, flexible and skilled workforce,” said Mustafa Varank, Minister of Industry and Technology of Turkey.

“In today’s world where information and technology are changing rapidly, technology has gained a great momentum to become the new normal of our daily life with the pandemic process. This rapid momentum has made it inevitable to integrate new skills into our lives. This skills change will take place with a qualified education and, in this context, everyone from public institutions to non-governmental organizations has a great duty. I believe that the Closing the Skills Gap Accelerator Programme will play a role in strengthening cooperation in the new normal process and triggering the power of learning together,” said Ziya Selçuk, Minister of Education of Turkey.

“By adopting an industry-oriented workforce transformation approach and seizing the demographic window of opportunity, the Ministry of Family, Labour and Social Services strives to prepare Turkey to meet the future labour market needs and challenges. With a view to leaving no one behind, we will improve the use of technology, ensure more productive and safer workplaces for emerging new types of work, and improve the digital skills of our workers within the perspective of tripartite dialogue,” said Zehra Zümrüt Selçuk, Minister of Family, Labour and Social Services of Turkey.

In January 2020, the World Economic Forum launched the Reskilling Revolution, a multistakeholder initiative aiming to provide better education, new skills and better work to 1 billion people around the world by 2030. It serves as a platform for connecting and coordinating initiatives within specific countries, industries, organizations and schools. In the past months, it has supported stakeholders in adjusting their efforts to the new context of the pandemic and promoted rapid exchange of best practices between initiatives. We invite leaders and organizations to contribute to the platform.

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Turkish Airlines and Turkish Cargo Rise to the Top Amid Pandemic

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M. İlker Aycı, Chairman of the Board and the Executive Committee of Turkish Airlines

Turkish Airlines successfully ended the fiscal year 2020 with 6.7 billion USD revenue, which accounts for 50% of the preceding year’s level, with a net loss of only 836 million USD. During these uncertain times, the airline was also able to maintain its robust route network. According to Eurocontrol, in April 2021 Turkish Airlines operated an average of 685 flights per day – almost double the number of the closest competitor in Europe, Lufthansa. In 2020, Turkish Airlines flew 28 million passengers, with an impressive load factor of 71%. Currently, the airline serves 179 international destinations with 16 intercountry and 58 intercontinental flights. The new Istanbul Airport also stayed on top: even with a 68% loss of traffic, it was still Europe’s most successful airport as of March 2021, with 616 departing and arriving flights.

This success is based on cost cutting activities, capex reduction and active capacity management. In fact, Turkish Airlines achieved such performance without relying on any governmental cash injections. Furthermore, agreements with Boeing and Airbus on fleet growth will further decrease the aircraft financing needs of Turkish Airlines by around 7 billion USD in the coming years.

“Our success as the best performing flag-carrier airline in Europe is not coincidental. Apart from the multiple measures we took, we owe this success to our dedicated staff. While other airlines faced layoffs, we did not part ways with any of our colleagues during this process. Instead everyone within Turkish Airlines accepted salary cuts from up to 50% depending on the role and responsibilities. The exceptional sense of unity within our staff is what sets Turkish Airlines apart: together as a family, we decided that no member of the Turkish Airlines family would be left behind during this crisis.”, says Turkish Airlines’ Chairman of the Board and the Executive Committee, M. İlker Aycı.

Turkish Airlines also turned the pandemic into an opportunity to increase its cargo operations, with 50 of its passenger aircrafts being reconfigured to increase its cargo fleet capacity. Turkish Cargo managed to become one of the top five air cargo companies in the world and the 6th largest cargo company. The company increased its market share in total global cargo revenue from 0.6% in 2009 to 4.7% in 2020. As of February 2021, one in 20 cargo flights around the world were handled by Turkish Cargo.

This allowed Turkish Cargo to deliver 50,000 tons of medical supplies, including more than 45 million doses of COVID-19 vaccines, to destinations all over the world. In addition, new technologies and innovative solutions have been developed. One example is SmartIST, one of the largest air cargo facilities in the world, which is scheduled to open this year. Located at Istanbul Airport, the facility uses modern technology such as drones and automated robots to process and deliver goods even faster. 

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How to Make Your Hospitality Business More Sustainable

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Climate change and its impact on the world has been a major news story for decades, but it’s only in recent years that awareness has been pushed to the fore. This is thanks to the actions of activists such as Greta Thunberg and Sir David Attenborough.

However, it’s also because 2020 was the joint hottest year on record, tying with 2016 – although, unlike 2016, there was no El Nino event last year to contribute to these temperatures.  

While there is pressure on companies to play their part and think more sustainably, there are things that smaller businesses can do too. As someone who runs a hospitality business, you can make operations more environmentally aware. If you want to think green, here are some ideas to help. 

Consider the materials

How much paper does your business use? There’s a real trend for cardboard menus and paper flyers showcasing the latest dining deals. Hotel rooms are filled with directories and leaflets, too – and these need replacing when they get tatty.

To resolve the issue, try switching to digital. Create online menus that diners can access, have a screen detailing the latest meal deals and specials, and introduce tablets to bedrooms in your hotel. If you’re reluctant to include tablets, try creating a directory on the TV where guests can browse the services your hotel offer, from breakfast serving times to the food on offer.

Rethink utilities

How much electricity does your business use a day? How much water is wasted?

Try looking at introducing motion sensitive lighting to avoid empty rooms being lit. Also, while it can be tricky to encourage guests to think about the water they use, you can get your staff to set an example by switching off taps when not in use. Even small changes can both save energy and money.

Manage waste

Hospitality businesses see a lot of waste, especially hotels. There’s paper waste, bottles, and food waste to consider, among other things.

Having a robust recycling system in place can help to keep your business sustainable. Introduce recycling bins in guest bedrooms and have these in offices too to encourage best practice.

Additionally, separate food waste bins for your restaurant are an essential part of waste management. By keeping food waste separate, it can be easily removed from the premises.

As with any waste management, there are risks here. Staff could cut themselves on glass or encounter other injuries, so think about how to keep your team safe while they do their job. Arm protection and overalls, for instance, can be useful.

Look at the décor

As well as the day-to-day operations in your business, it’s worth thinking about the materials used in the design and décor. Where possible, try to source reclaimed furniture and trawl the vintage and flea markets for beautiful pieces that could work well in your hotel foyer or guest rooms.

By taking the time to reassess the way your business runs, you could find that you’re lowering your carbon footprint and becoming more sustainable.

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Uzbekistan Continues to Modernize its Tax Administration System

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 The World Bank’s Board of Executive Directors approved today the Tax Administration Reform Project in Uzbekistan, which is designed to improve the operational efficiency and effectiveness of the State Tax Committee (STC) and deliver better services to local taxpayers.

The project will be supported by a $60 million concessional credit from the International Development Association (IDA), with financing provided to the Government at a very low-interest rate and a repayment period of 30 years.

“The Government of Uzbekistan has prioritized reforms in the tax administration system to create a better business and investment environment. The new project will help the STC improve its work in the interest of taxpayers,” said Marco Mantovanelli, World Bank Country Manager for Uzbekistan. “In particular, the project will allow to broaden the tax base, leading to a reduction in the informal sector of the economy, which is estimated to be around 50% of GDP; to increase tax revenues; and to help firms and companies create new jobs, benefiting from a more efficient tax administration system.”

The project includes three key components directed at improving the STC’s operational, institutional, technological and human resource capacities, and promoting voluntary compliance across Uzbekistan.

Component 1 will invest in automating the STC’s core tax administration business processes. This includes developing the STC’s new tax management information system to reduce paperwork and simplify the process of paying taxes by businesses and individuals countrywide; upgrading hardware and technological infrastructure; creating a new data center for the STC; and improving governance and the planning capacity of the STC’s IT department.

Component 2 will assist with designing and implementing measures to reduce the informal sector of the economy. This includes improving the STC’s enforcement capabilities to detect and discourage tax evasion; encouraging businesses to stay out of the shadows, including through the use of non-tax incentives; and developing cooperative relationships with the private sector, including through designing new or simplified tax policies and procedures and building partnerships to change taxpayers’ behavior.

Component 3 aims to strengthen the STC’s human resource and institutional capacities to attract, develop, and retain skilled and knowledgeable tax officials. This includes improving STC’s human resources management policies and building capacity through the continuous professional development of tax officials. 

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