Women in Logistics & Transport Event Thursday 16 May

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Women in Logistics & Transport Event Thursday 16 May

02 May 2019

Women in Logistics & Transport Event Thursday 16 May

The Women in Logistics, Supply Chain and Transport event took place on Thursday 16 May in our partners, Morgan McKinley’s building on Burlington Road.

The event came from a discussion between Senior Consultant Jack O’Connell who had worked with the Southern Section on previous event. Jack and Áine Holden CILT Communications Manager were both interested in having Women focused event. The objective of the event was to highlight the role of women in industry and show the opportunities available to those wishing to enter.

Keynote speakers on the evening were Pamela Quinn, Managing Director of Kuehne + Nagle Ireland), Susan Boylan, Supply Chain & Operations Manager - Kepak Foodservice Solutions and Ruth Waring, Founder WiL (women in logistics) Group in the UK and Director of BigChange.

Pamela spoke about how she joined Kuehne + Nagel in 2001 when the Irish office had only 30 employees. Starting in accounts, she was then asked to set up a new HR function for the business. Four years later, she was promoted to Dublin Operations Director, then National Operations Director. At 36 Pamela was offered her current role as Managing Director of the firm.
Her presentation was fascinating to hear and her experiences of being a woman working in the industry. Positively, she feels her gender has never been an issue in the boardroom and her skills and experience is how she is viewed by her colleagues.

Next up to speak was Susan Boylan, Supply Chain & Operations Manager of Kepak Foodservice Solutions. Her experience lies in supply chain and operations management in the FMCG, pharmacy and fresh food channels, specialising in Warehouse & Logistics Management. Susan gave an enlightening presentation beginning with the number of women who attended her college course and completed it compared to the men who left. She talked about the issues she has faced in the industry; how cultural differences has played a part in how she was treated and how her experience has helped her become a leader regardless of gender.

Ruth Waring FCILT and founding member of the Women in Logistics UK Group was the last of the keynote speakers. Ruth spoke from the heart about her time in the industry. Her time working in France which she didn’t enjoy but which gave her excellent skills and another language. What was clear from her speaking was her drive to set up her own consultancy business and if you are 80% sure of something to go for it. The WiL group has over 3,600 members now and meet regularly across the UK.

For the panel discussion Pamela Dennison, Northern Ireland Officer for CILT UK and Marina Efthymiou, PhD Course Director for executive M.Sc. in Aviation Leadership in DCU joined the three other women. Chaired by Darragh McCarthy Associate Director in Morgan McKinley a lively debate begun around the women’s experience in the industry, how current students can enter the industry and issues surrounding maternity leave and child care.

In all the evening was a great success for networking, idea creation, involvement from the audience during the panel discussion and meeting women at all levels of the industry.

We would like to thank Jack O’Connell from Morgan McKinley for all his help in setting up the event. We hope to continue our partnership into the future.

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SEAI’s Energy Academy Helps Businesses Cut Energy Costs

The Sustainable Energy Authority of Ireland (SEAI) has launched a free online training resource to help businesses reduce their energy costs. The SEAI Energy Academy can help to lower energy bills by as much as 10%, potentially even more, by educating businesses and employees on changing energy use behaviours and effective energy management. With the increasing societal focus on climate change, and the launch of the Government’s Climate Action Plan last year, many businesses are seeking to play their part in reducing their climate impact. The SEAI Energy Academy is an ideal starting point and allows employees to upskill on energy efficiency and avail of tailored online training that can lead to important business cost savings.

Commenting on the launch of the SEAI Energy Academy, William Walsh, CEO of SEAI said:

“We realise that businesses are facing very significant challenges right now with many looking for opportunities to reduce their cost base. Reducing energy use can be a great place to start. SEAI is here to help businesses on their energy efficiency journey, helping them identify energy saving opportunities and to implement  those changes. We planned the SEAI Energy Academy as an online resource so it is available to all businesses when and where suits them best. This might be additionally beneficial for those businesses currently working from home or who are planning for the resumption of normal activities, hopefully in the not too distant future.”

The SEAI Energy Academy offers practical step-by-step energy training tailored to specific business needs. The online modules and courses are quick and easy to complete and cover topics such asEnergy and Climate Change; Business Energy Efficiency; Lighting; Heating; Refrigeration; Electric Vehicles; Electricity Bill Analysis; Behavioural Change; and Home Energy Efficiency. Further modules are planned for the SEAI Energy Academy which will make it a vital business energy resource into the future, and will be added throughout the year

On completing a course, learners will receive a Certificate of Completion from SEAI which demonstrates a company’s commitment to educating staff about energy. These courses are also a great way of engaging, upskilling and retaining staff.  

The SEAI Energy Academy is now available on www.seai.ie/energyacademy

 

The post SEAI’s Energy Academy Helps Businesses Cut Energy Costs appeared first on Linkline Journal - Ireland.

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When Should You Solve, Train And Delegate as a Leader

A new leader faces this dilemma often. “Should I do the task myself, train my team, or delegate it?” I am sure you have encountered the same puzzle before. Don’t worry, you’re not alone. The problem is more common than you think.

When I started my first venture, I wanted to do everything myself.

If a task was too hard, I feared to assign it to a team member. “What if they mess up?” I asked myself biting my fingernails. If a task required grooming people, I would think, “Well, doing the job myself will take lesser time than training.”

For a large project, I wanted to involve myself down to the very last detail.

Do these examples sound like the situation you’re into right now? Let me tell you what happened to my story. Such behavior of mine severely crippled the team. I failed to utilise the talent people had. Over time, the business failed.

Common mental blocks for leaders

Leaders have different mental barriers in their heads. I will list out three of the most common ones. These are more prominent in people who take up a leadership role after being an expert technician in a specific field. An individual contributor has difficulty shifting his mindset from executing tasks to leading people.

1. I can do the job myself

When a task needs action, you start evaluating the ease of completing the job against the effort required to train people. Since you have spent years developing expertise, you will need lesser time to do it yourself than training a new person. The joy which comes out of doing the job yourself also plays a role.

The first time I played the role of a leader was for a team of programmers. I had loved writing code since my teenage years. All of a sudden, I felt uncomfortable training the team members to do the job. My hands were itching to do some programming myself.

2. I need to be the expert

Leaders have trouble accepting the fact that team members can know more about a topic than they do. You believe the leader has to be the most talented person in the team.

During our business venture, I wanted to learn every technology in extreme detail. I intended to be capable enough to answer any query the team had. I spent most of my time developing expertise in programming even after I took up a leadership role.

3. The team member won’t deliver the same quality

Leaders often hesitate to delegate tasks because they fear that the team member will perform an average job.

You feel that even if you train a team member, he won’t deliver the quality you can. You forget that when you started as a beginner, you weren’t as capable as you are right now. To ensure things don’t go wrong, you take up the task yourself.

I had the habit of taking up all the tougher portions of programming myself. I wasn’t trying to brag about my abilities. I thought the team members wouldn’t accomplish the task. Due to that mental barrier, I never even tried assigning the harder tasks to the team members.

When should a leader solve, train, and delegate:

You cannot keep doing all the tasks yourself forever. Over time, you will become a bottleneck and prevent yourself from achieving great things.

Try taking a page of the successful leaders of large organisations. They relinquished control and tapped into the talent of people to achieve greatness. A great leader sets the vision and achieves it with teamwork. Even the famous movie stars, sports icons, and singers have a massive team working for them.

“If you want to go fast, go alone. If you want to go f

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