As part of his business development role, Damon is always seeking new supply chain management projects to drive cost saving strategies for existing and new BDM clients.  He has built a successful supply chain consulting firm with his business partner and the BDM team.  Damon has utilized a combined twenty-six years of Intel and BDM supply chain management experience and applied it directly to client solutions. Through the experience, he has sharpened core leadership, business development, management and strategic planning skills as a CEO to grow the company. He thrives on innovation and pushes his strategic thinking, auditing, marketing, organizational development and management skills daily to provide clients with cost saving results and best in class consulting services.  Recently, the BDM team provided solutions for their utility, oil & gas, manufacturing, and technology clients to lean their supply chain strategies and reduce costs. BDM has directly saved large utility clients over:

• $0.5M with a vendor managed inventory solution
• $1.7M through a commodity source strategy
• $2.0M with a surplus/obsolete inventory solution

In his Director role, he has set clear vision and built strategic alliances with key business and technology partners. These alliances have resulted in new product offerings and international business opportunities in Scotland, China, Romania and across the US.  Damon recently joined the Greater Phoenix Economic Business Council (GPEC) and is actively participating in renewable energy business development strategies.  He is also a member of the GPEC International Leadership team.

Damon earned an MBA with an international business focus from Arizona State University. In addition to his current role, he cultivated this focus with practical experience from two Intel international expatriate assignments and integrates this experience into optimizing his client’s business operations. He spent the last 10 years developing his global management skills as an expat in South East Asia. In this capacity he negotiated global contracts and managed inventory procurement for one of Intel’s start up factories. While on assignment, he took on a role as a Risk and Controls Manager mitigating excessive cost risk, business interruption risk, and corporate fraud. A key career highlight of Damon’s was the creation of a new Global Risk Management Organization for Intel’s largest division, the Technology Manufacturing Group. He managed a global team of Risk and Controls Managers in 14 countries. This organization was able to reduced overall risk exposure to Intel Corporation by $300M over a three year period.

Professionally, Damon is driven to help develop leaders’ ability to better utilize a company’s most important asset — it’s people.  Personally, Damon is an adventurous hiker having hiked to Everest Base Camp in Nepal, the Inca Trail in Peru and the Grand Canyon in Arizona. He enjoys scuba diving, fitness training, and international travel. Damon, his wife and 4 children enjoy spending time together at the beach, mountain biking and traveling together.

Learn more about his expertise, projects and career at BDM Consulting Inc..

As a member of the Greater Phoenix Economic Business Council (GPEC), I am encouraged to see the investment in solar and other renewable energies in Arizona and across the Southwestern US. I recently read a great article by Alan Fisher, Sr. Writer for Tech News Arizona entitled ” SOLON Corp. Expansion Reflects Success for Solar Power Partners .” This article outlined Solon’s expansion strategy for its Tucson manufacturing facility.  SOLON primarily builds Photovoltaic solar cells for the utility, municipal, solar fields, small business and residential markets.

It was the manufacturing process outlined in the article that most intrigued me and formulated the question –  does the company have an integrated supply chain strategy to support long term profitability?  I also had to ask myself, how would BDM Consulting complete a Supply Chain Lean Assessment for Solon to support such an integrated supply chain strategy?  Like I have done with all my clients, I would first align with Solon’s corporate strategies and analyze potential islands of pain in the manufacturing process to mitigate excessive cost and business interruption risk.  All of the work BDM does highlights tangible opportunities for the client to return cash to its cash flow.  This includes recovering the investment made in BDM for the consulting services.

Alignment to Corporate Strategies:

I always try to make sure I clearly understand a company’s products, strategies and financial health as part of any Supply Chain Lean Assessment.  I took a quick look at the financial information shared in the SOLON Q2 Conference Call published on their website.

• Sales are down -71% from 410.6M euros in 1H2008 to 119.4M euros in 1H2009; EBIT has declined from 31.5M euros in 1H2008 to -52.6M euros in 1H2009; and profit is down from 17.9M euros in 1H2008 to -110.1M euros in 1H2009.
• Ongoing price erosion reduced margins resulting in inventory write downs and sale of inventories below manufacturing costs

I recognized that these financials are for the holding company and I would need to break out these numbers relevant to the Tucson facility in order to effectively evaluate site performance.  In its report, the company outlined several restructuring programs.  These included focusing production and sales activities on core markets such as the US; increasing new business line Rooftops to service growing demand for large rooftop installations; reducing internal personnel costs and a general company wide cost cutting program.  With the significant reduction in revenue between 1H2008 and 1H2009, I can not help but inquire on what was done to optimizing strategic sourcing and supplier management during this same period of margin erosion?  How effective was Supplier Management during this financial downturn?

Manufacturing Process:

According to the Fisher article, the manufacturing process consists of the following major steps:

1. Iron tempered white glass is received, inspected and washed
2. Purchased solar cells are lasar soldered together in 6×6 long panels
3. Solar cells panels are encapsulated in white glass
4. Through the use of robotics. panels are framed to seal them
5. Junction boxes are added
6. Final assembly completed and panels are moved to testing and quality control

In an actual assessment, the client would receive a detailed value stream map of these main process along with the supporting processes.  The value stream map refers to all of the activities a company must do to design, order, produce, and deliver its products or services to customers.  It primarily focuses on the flow of materials from supplier receipt to customer delivery, the transformation of raw materials into finished goods and information flow.  This tool allows me to visually “look” and the clients processes and “see” the potential gaps to drive continuous improvement.  The Islands of Pain become very visible through this process.

Islands of Pain:

There are several islands of pain I would analyze if I were conducting a Supply Chain Lean Assessment.  These observations are without physically doing the assessment and are based off of the read article and the company’s supporting documentation on their website.  Let me share a few of them in this blog to illustrate the value of the Supply Chain Lean Assessment process and the benefit to the client.  Accept it as free consulting.

• I would want to know the suppliers of the core raw materials such as the tempered glass and solar cells.  Is the tempered glass single sourced?  What do the delivery logistics look like and are there on-time-delivery performance metrics?  How are the contracts managed to insure suppliers are held to the contractual obligations.
• Was there a hedging strategy implemented and tied to contractual pricing as commodity prices began to decline was Solon able to take advantage of price reductions with their suppliers to maintain margins?  It does not look like it according to their financials.
• I would review the providers of the solar cells given their sensitivity and criticality to the manufacturing process.  What does the multi-source strategy look like for these suppliers and how far away from the manufacturing facility are they?  Is there an opportunity to have vendor management inventory or consignment inventory for this raw material on sight, with the supplier, or with a 3PL provider?
• I would look at the asset demand for indirect/MRO materials that support the manufacturing equipment and to mitigate any business process risks.  Is there an effective planning process? What systems are used to manage the materials and are the inventory order points set correctly to mitigate high capital investment in spares?
• Is the procurement organization focused on just buying (transactional purchases) or strategic sourcing as commodity managers?

The final step after analyzing the islands of pain would be to develop concrete recommendations and the BDM team can support the client in implementation.

BDM is a team of practitioners including engineers and technologist who have grown their careers in manufacturing and have completed these types of lean assessment activities for a number of clients. We have helped our clients save millions by mitigating excessive cost risk in their manufacturing capabilities and optimized their inventory.  As I continue to consult in the Oil & Gas, Utility, and Manufacturing sectors, I see that companies are very focused on the tactics of procurement rather than the higher value discipline of strategic sourcing and supplier management. This latter activity requires clear alignment with organizational objectives and deliverables for long term company success.

More information on the BDM Supply Chain lean assessment can be found on the BDM Consulting Inc. web site.  Again, as member of GPEC I am committed to driving effective supply chain strategies for the organization and our clients to develop a robust and sustainable solar supply chain ecosystem for long term economic development and success.  Solon is pretty direct in their corporate motto of “Don’t leave the planet to the stupid“.  I look forward to investing well tested intelligence into developing effective supply chain strategies for the Solar Industry and renewable energy.

Follow up to yesterday’s post about uploading to iTunes.

From today, you can listen to our podcasts here. Check the Media Page.

I particularly like these two –an inside look at two events held here last week.  It captures how versatile an interactive decision-making space like this could be.

Wiki-Wire: A podcast about the creative use of a learning space. How one professor (details about this event) used the immersive environment of the Drum to promote young adult fiction. He connected a student-created wiki and a larger online community with a science-fiction author.

Economic Summit: A podcast that takes you inside the planning and execution of an economic summit. The Greater Phoenix Economic Council (GPEC) hosted a multi-media interactive event (details about event) that reached out to four audiences –two of which were online.

An economic summit, convened by the Greater Phoenix Economic Commission is happening this morning at the Decision Theater.

Topics include job gains, wealth creation and personal income, growth, tax policy and looking at the competitiveness of Phoenix, with questions being posed online.

The speakers are:

• Michael Bidwell, chairman GPEC
• Tom Rex, Associate Director, Center for Competitiveness and prosperity Research at the W. P. Carey School of Business
• Elliott Pollack, CEO Elliott D. Pollack and Co
• Barry Broome,  president/CEO of GPEC

Watch a live feed here from a dedicated site that includes a way to ask questions and vote on issues being raised.

AFP Arizona applauds legislative leaders’ refusal to hike taxes 

PHOENIX – The Arizona chapter of Americans for Prosperity (AFP Arizona) today applauded the announcement of a plan by leaders of the Arizona Legislature to cover the state’s $3.3 billion FY 2010 deficit without raising taxes. Senate President Bob Burns (R-Peoria) and House Speaker Kirk Adams (R-Mesa) outlined the plan yesterday at a meeting of the Greater Phoenix Economic Council (GPEC).

In their presentation to GPEC, Burns and Adams suggested $840 million in new spending reductions, $500 million in continuing reductions from FY 2009, $1.3 billion in federal “stimulus” funding, $390 in fund transfers from non-general fund balances, and non-tax revenue of $300 million. The plan may involve some short-term borrowing.

“We’re not enthused about the debt financing elements,” said AFP Arizona director Tom Jenney.  “But it’s better than raising taxes during a recession.” Economic projections released recently by the Goldwater Institute and the Beacon Hill Institute suggest that a billion-dollar sales tax increase would cost Arizona 14,400 private-sector jobs. A billion-dollar income tax increase would cost Arizona 26,000 jobs. AFP Arizona has offered the Legislature FY 2010 deficit-reduction options totaling $5.7 billion.

AFP Arizona also said that Sen. Burns and Rep. Adams are welcome to speak at the Taxpayer Tea Party (www.aztaxpayers.org) at the state Capitol on April 15. “We welcome participation by all public officials who have not proposed a tax increase this year,” Jenney said. Congressman John Shadegg and a number of state legislators are already scheduled to speak at the event, which will begin at 5:30 pm on the Senate Lawn. So far, over 2,000 people have registered online for the event.

The Burns-Adams plan stands in contrast to Gov. Jan Brewer’s proposal to raise state taxes by a billion dollars a year for three years.  That tax hike would amount to over $300 per Arizona household per year.

For an outline of the $3.3 billion Burns-Adams options, use this URL:

http://www.azhouserepublicans.com/files/gpec-presentation-4_9_9.pdf

For AFP Arizona’s $5.7 billion in deficit reduction options, use this URL:

http://www.americansforprosperity.org/files/budgetdeficitoptionsnotaxhikes4-10-9.pdf

Americans for Prosperity (AFP) is a nationwide organization of citizen leaders committed to advancing every individual’s right to economic freedom and opportunity. AFP believes reducing the size and scope of government is the best safeguard to ensuring individual productivity and prosperity for all Americans. AFP educates and engages citizens in support of restraining state and federal government growth, and returning government to its constitutional limits. For more information, visit www.americansforprosperity.org

# # #

An event bringing officials and citizens together to address Arizona’s economic state:

• Thursday, April 9, 2009
• 9 – 11 a.m. (Registration begins at 8:30 a.m.)
• Tempe Center for the Arts, 700 W. Rio Salado Parkway, Tempe, AZ  Map

Arizona’s fiscal 2009 budget faced the largest deficit in the country and the deficit is expected to nearly double next year, reaching $3 billion. The Greater Phoenix Economic Council (GPEC) is determined to address this by convening Arizona’s business, education and government leaders, and elected officials for a two-hour event that will include:

1. Presentation by Governor Brewer’s top advisors on current budget situation and budget recommendations.
2. Presentation by GPEC on improving Arizona’s economic competitiveness.
3. Q&A

Featuring:

• Eileen Klein, Director, State Office of Strategic Planning and Budgeting
• Tom Manos, Governor’s Chief Budget Advisor
• Michael Bidwill, President, Arizona Cardinals and GPEC Chair
• Barry Broome, President/CEO, GPEC

RSVP by email or call 602-262-8632.

Devoteam en grève le 19 mars

Exigeons une gestion « sociale » des talents et des compétences

Revendications des salariés

Les syndicats ont déposé un préavis de grève pour le 19 mars 2009 demandant notamment :

- Une augmentation salariale annuelle minimale garantissant le maintien du pouvoir d’achat pour tous les salariés,

- Une augmentation des indemnités repas de 3 euros 70 à 4 euros 80,

- Une prise en charge par DEVOTEAM de la mutuelle à 60 % au lieu de 38 % aujourd’hui,

- L’arrêt immédiat des licenciements des salariés dits en « intermission », un vrai plan de formation de
qualité surtout en absence de toute politique réelle de gestion prévisionnelle des talents et des compétences dans l’entreprise.

Dans le périmètre de financer cette augmentation, les syndicats demandent une meilleure gestion, une réelle politique commerciale pour résorber les « intercontrats » et une capacité d’adaptation aux marchés avec une politique performante de formation.

Grève du 29 janvier dernier

Les salariés de Devoteam se sont mis en grève le 29 Janvier dernier pour demander notamment une augmentation des
salaires, des indemnités repas et de la prise en charge de la mutuelle par Devoteam. La direction a refusé de recevoir les délégations CFTC et CGT, elle n’a reçu que les délégations FO et CFDT. Mais, la direction n’a rien négocié.
Elle refuse d’augmenter les indemnités repas en 2009 (qui n’ont pas été augmenté depuis 2005). Elle refuse d’augmenter les salaires au premier semestre, y compris pour les bas salaires. Elle refuse pour le moment de négocier sur la mutuelle imposée. Pourtant les dirigeants nous confirment toujours que la santé économique et financière de l’entreprise est excellente.

Peut-on refuser une mission chez Devoteam ?

En réponse à une question DP pausée par la CGT (août 2008), la direction répond clairement à cette question :
« Il revient à l’employeur de positionner les consultants sur des missions, ceux-ci n’ayant pas le choix de leur mission. (…) »

La direction ne se soucie donc que de sa marge directe, pas du développement personnel, de la carrière et de
l’épanouissement des salariés ! On ne présente pas DEVOTEAM comme ca en entretien d’embauche. Une fois le salarié dans les effectifs, et confronté à la politique social de Devoteam, le réveil est souvent difficile !

A qui la faute ?

Lorsque la direction licencie un consultant, un des reproches les plus utilisés est que le consultant a perdu la
confiance des commerciaux et que les commerciaux ne veulent plus travailler avec lui. Nous contestons cet argument, comment peut-on concevoir que le commercial fait perdre des affaires à DEVOTEAM, c’est absurde ! En plus, les commerciaux interrogés par les DP (Délégué du Personnel) ont tous indiqués qu’ils souhaitaient continuer à travailler avec les salariés concernés.

Par cet argument mensonger, la direction cherche à dresser les consultants contre les commerciaux. La direction, en créant ces divisions, ne respecte pas la charte de Devoteam.
Nous l’invitons à ne plus utiliser ces arguments et à arrêter les licenciements abusifs.

Le ralentissement économique, les exigences des entreprises donneuses d’ordre, la surcapacité d’acteurs ou la concurrence des sociétés de services informatiques n’expliquent pas tout :

En effet, les questions qui tournent autour d’un manque, puis d’un trop plein de salariés ne datent pas d’aujourd’hui.

C’est une constante du secteur qui masque l’incompétence à gérer les “ressources humaines” et à avoir une lisibilité sur les métiers en devenir.

De l’argent pour les actionnaires, pas pour les salariés !

DEVOTEAM a décidé de geler les salaires. Pire la direction tente de baisser les salaires, car elle refuse de payer les heures supplémentaires et recale très souvent le paiement des notes de frais. Par contre le 20 février dernier, en CCE (réunion plénière du Comité Central d’Entreprise), GdB a déclaré que les dividendes versés en 2009 dépendront uniquement des résultats 2008. Il n’y aura pas de gèle des dividendes cette année chez Devoteam. N. Sarkozy et les élus CGT demandent une répartition des bénéfices entre les actionnaires et les salariés, mais la direction de DEVOTEAM refuse de le faire. Les bénéfices iront uniquement chez les actionnaires propriétaires.

NAO 2009 – Simulacre de négociation

La NAO (Négociation Annuelle Obligatoire) entre la direction et les syndicats a pour objet : les salaires effectifs, la durée effective et l’organisation du temps de travail, la prévoyance maladie, l’épargne salariale et les objectifs en matière d’égalité professionnelle.

Comme les années précédentes, la direction arrive en réunion les mains dans les poches, sans aucune proposition,
aucune enveloppe précise et ne négocie sur rien. Nous avons vite compris que cette négociation n’était en fait qu’une mascarade. La CGT a décidé de boycotter les réunions.

CHSCT – Comité d’Hygiène de Sécurité et des Conditions du Travail

Les élus du CHSCT ont alerté la direction sur les difficultés rencontrées par les salariés à plusieurs reprises.
Le 30 septembre 2008, à l’unanimité des élus présents et conformément aux dispositions de l’article L4614-12 du code du travail, le CHSCT a nommé un expert, dont la mission portera sur :

-
Analyser les conditions de travail,

-
Etablir un diagnostic des risques psychosociaux,

-
Repérer tous les facteurs de risques, de stress, de pression et de souffrance au travail en termes d’organisation du travail, de conditions de travail et de sécurité,

-
Aider le CHSCT à avancer des propositions de prévention des risques professionnels et d’amélioration des conditions de travail.

DEVOTEAM attaque son CHSCT au TGI (Tribunal de Grande Instance) pour annuler la résolution du CHSCT décidant
du  recours à une expertise. Le jugement du tribunal serait prononcé le 25 mars.

Ordre du jour de la réunion CE ordinaire du 3 mars 2009

Etablissement DEVOTEAM-Solutions-92

Extrait de l’ordre du jour:

Point 1 : approbation des PV.

Point 2 : reddition des comptes.

Point 3 : consultation sur le bilan social 2007.

Point 4 : consultation sur le règlement intérieur Devoteam : Tenu vestimentaire.

Point 5 : information sur la situation financière du 4eme trimestre 2008.

Point 6 : information sur la situation de l’emploi du 4eme trimestre 2008.

Point 7 : information sur les règles de prises de congés : plan d’étalement, gestion de l’intermission.

Point 8 : point sur les frais téléphoniques des membres du CCE.

Point 9 : retour sur le décompte des heures de travail du service de la gestion du personnel.

Point 10 : distribution multiple des documents.

Point 11 : positionnement des panneaux d’affichage du CE au 73.

Point 12 : demande sur le local du CE.

http://cgtdevoteam.free.fr

]]> http://intelligentbusiness-leblog.com/2009/02/04/la-gpec-ou-l%e2%80%99evolution-des-ressources-humaines-c%e2%80%99est-a-la-mode-et-tant-mieux/ Wed, 04 Feb 2009 17:13:27 +0000 intelligencebusiness http://intelligentbusiness-leblog.com/2009/02/04/la-gpec-ou-l%e2%80%99evolution-des-ressources-humaines-c%e2%80%99est-a-la-mode-et-tant-mieux/

Gestion Prévisionnel des Emplois et des Compétences…: et non ce n’est pas une nouvelle branche du GIGN, ni le nom d’un programme de réinsertion de jeunes délinquants.

Définition :« La conception, la mise en œuvre  et le suivi de politiques et de plans d’actions cohérents. »

Cette notion existe déjà depuis les années 70. Assez méconnue des entreprises, elle peut pourtant permettre aux organisations de gagner un avantage concurrentiel certain sur les autres acteurs du marché.

Pour bien comprendre cette notion, il faut faire faire aux Ressources Humaines un saut dans le temps. A l’époque, appelée « gestion du personnel », les RH n’étaient pour beaucoup que des centres de coûts  et des services stratégiquement inintéressants :

-  caractère administratif forts

-  traitement bureaucratique

-  mauvaise considération du personnel (un coût non maitrisé, qu’il convient de minimiser et dont la principale motivation est l’argent).

Puis, le contexte économique et social aidant, la Ressource Humaine devient petit à petit, dans les 70’s, un enjeu concurrentiel, même si certains se disent encore : « ah bon, je pensais que c’était là qu’on mettait les cadres en fin de vie ou les gens au placard !! », Et pourtant … on voit bien aujourd’hui, l’importance de la fonction RH notamment à travers la nouvelle réforme de la formation professionnelle, soutenue des deux bras par le Gouvernement pour répondre aux chiffres du chômage en hausse ( qui devrait atteindre à de 10.5% de a pop active dans les 6 mois)

Les services de Ressources Humaines sont totalement intégrés dans les enjeux stratégiques  des entreprises.

Et la GPEC alors ?

Dans un monde ou tout peut basculer très rapidement, nous en sommes aujourd’hui les témoins devant l’histoire : la GPEC permet à l’entreprise de s’adapter à son environnement, tout en impliquant ses salariés dans le changement.

Articulée autour de 4 aspects :

-  La gestion de l’effectif

   Collectif et quantitatif

-  La gestion prévisionnelle des compétence

    Méthodes qui s’intéressent à l’évolution et au développement des capacités  individuelles réparties dans une population donnée.

   (Aspect qualitatif du travail que le salarié apporte à son entreprise)

-  La gestion prévisionnelle des carrière

   Méthodes qui permettent d’identifier l’évolution dans les contenus et les structures des métiers, des qualifications et des emplois.

-  La gestion prévisionnelle des carrières

    Méthodes qui permettent  l’identification de parcours indicatifs de carrières  aux salariés de l’entreprise.

En GPEC, on parle donc de démarche prospective face à l’incertitude du futur : démarche réactive et proactive, visant à se préparer un changement anticipé  pour provoquer un changement souhaitable.

Avec pour  objectifs 

- Déterminer les politiques globales  de l’emploi

  Gestion prévisionnelle des flux  de personnels de l’entreprise : recrutements, départ, mobilité

- Déterminer une politique d’emploi

  Décentralisé ou locale suivant les contraintes de chaque environnement, de chaque Business Unit (région, cultures, pays, secteur d’activités…)

- Développer la mobilité transversale

   Inter structures et inter environnement

- Adapter les compétences et l’organisation en fonction  des investissements  projetés.

Conclusion

Voila dans les grandes lignes à quoi peut correspondre une démarche de GPEC, maintenant si vous cherchez la méthodologie pour mettre la mettre en œuvre, Internet saura certainement vous aiguiller.

Conclusion, la GPEC est une étape supérieure pour les Ressources Humaines, un étage de plus à grimper qui permettra d’avoir une vision plus stratégique des vos équipes et plus adaptée aux projets de l’entreprise et notamment dans les changements annoncés ou pas.

Cette gestion prévisionnelle vous permettra de réguler les flux, de baisser les coûts et les dépenses inutiles et de maximiser la valeur ajoutée de votre service, de vos collaborateurs, néanmoins cette démarche est coûteuse en temps et en argent et s’inscrit dans une vision à long terme.

Maintenant, le Ministère de l’Industrie et des Finances propose de rembourser 10 à 50 %du budget GPEC, après acceptation du dossier (mois de juin), « c’est vous qui voyez »…..

 Julien.

Are you interested in growing your company into the international market? If so, then I am sure you already know who Doug Bruhnke is and are already familiar with AZIGG and Growthnation. Well here is another great event for those of you who want to learn more about how to expand beyond the US border.

Location: Squire, Sanders & Dempsey

GPEC Announces New Board Director Leadership

(Phoenix, Arizona) – The Greater Phoenix Economic Council (GPEC) announced the appointment of its Board of Directors for the 2008-2009 fiscal year.

The Board of Directors will be led by Chair Michael Bidwill, president of the Arizona Cardinals; Vice-Chair Sharon Harper, president and CEO of The Plaza Companies; and Vice-Chair William Pepicello, president of the University of Phoenix. Board officers include Treasurer Donald E. Brandt, president and COO of Pinnacle West and president and CEO of APS; Secretary Ivan Johnson, vice president, community relations & televideo, Cox Arizona; and Immediate Past Chair, R. Neil Irwin, partner at Bryan Cave.

IIt is certainly an honor to be elected chairman of such a distinguished organization,” said Bidwill. “I look forward to continuing GPEC’s work with regional leaders in bringing top-flight companies and high-paying jobs to Greater Phoenix. In particular, Arizona has a unique window of opportunity to land a number of solar technology companies in the coming months and GPEC is working diligently to bring them to the region which will help diversify our economy.”

New appointments to the Executive Committee include Richard C. Adkerson, president and CEO of Freeport-McMoRan Copper & Gold; Steve Betts, president of SunCor Development Company; Dr. Michael Crow, president of Arizona State University; and William Pepicello, president of the University of Phoenix.

New Board Directors include David Bentler, statewide economic development manager for APS and chair of GPEC’s Economic Development Directors Team; Dr. Ángel Cabrera, president of Thunderbird School of Global Management; Jeffrey Crockett, partner at Snell & Wilmer; Dr. Debra Friedman, dean and vice president of Arizona State University Downtown Phoenix; G. Todd Hardy, associate vice president of corporate engagement at Arizona State University; Tom Johnston, senior managing director of Cushman & Wakefield of Arizona and chair of GPEC’s Community Building Consortium; Andy Kunasek, Maricopa County Board of Supervisors for District 3; Jeff Lowe, president of MidFirst Bank Arizona; Paul Luna, president and CEO of Helios Education Foundation; Jackie Meck, Town of Buckeye Mayor; Denise D. Resnik, president of Denise Resnik & Associates; and Anthony Smith, City of Maricopa Mayor. A complete Board Director list is included below.

“GPEC’s role in driving a high-performance economy is more crucial now than ever and our new and returning Board leadership will help us achieve success in the current economic downturn,” said Barry Broome, GPEC president and CEO.

Mayors from GPEC’s member communities and the organization’s Nominating Committee are responsible for appointing Board Directors. The one-year terms are approved annually during GPEC’s September Board meeting.

GPEC FY 2009 Board of Directors (in alphabetical order) Bold Denotes Executive Committee Member

• Richard C. Adkerson, President and CEO, Freeport-McMoRan Copper & Gold
• Jason Bagley, Government Affairs Manager, Intel
• Dennis Barney, President, Landmark Property
• The Honorable Robert Barrett, Mayor, City of Peoria
• David Bentler, Statewide Economic Development Director, APS
• The Honorable Steven M. Berman, Mayor, Town of Gilbert
• Steve Betts, President, SunCor Development Company
• Michael Bidwill, President, Arizona Cardinals
• Donald E. Brandt, President and COO, Pinnacle West Capital Corporation and President and CEO APS
• The Honorable Fulton Brock, County Supervisor, District 1, Maricopa County Board of Supervisors
• Ángel Cabrera, Ph.D., President, Thunderbird School of Global Management
• Brian J. Campbell, Attorney, Wilkins Campbell Mahoney Chartered
• José Cárdenas, Chairman, Lewis and Roca
• Bradley Casper, President and CEO, The Dial Corporation/A Henkel Company
• Jeffrey W. Crockett, Partner, Snell & Wilmer
• Dr. Michael Crow, President, Arizona State University
• Rick Dietz, Councilmember, City of Apache Junction
• Mark Dobbins, Senior Vice President, Human Resources and General Affairs, SUMCO Phoenix Corporation
• Rich Dozer, President, GenSpring Family Offices
• The Honorable Boyd W. Dunn, Mayor, City of Chandler
• Robert Enderle, Director of Community Relations, Medtronic
• Peter S. Fine, President and CEO, Banner Health
• Debra Friedman, Ph.D., Dean and Vice President, Downtown Phoenix Campus, Arizona State University
• The Honorable Adolfo F. Gamez, Mayor, City of Tolleson
• Kevin Gillette, Senior Vice President, Arizona Market Executive, Bank of America
• Rufus Glasper, Ph.D., Chancellor, Maricopa Community Colleges
• Kathleen H. Goeppinger, Ph.D., President and CEO, Midwestern University
• MaryAnn Guerra, Chief Business Officer, TGen and President, TGen Accelerators, LLC
• The Honorable Hugh Hallman, Mayor, City of Tempe
• Barry Halpern, Partner, Snell & Wilmer
• G. Todd Hardy, Associate Vice President, Corporate Engagement, Arizona State University
• Sharon Harper, President and CEO, The Plaza Companies
• Jim Hartman, Chairman, Economic Development Advisory Commission, Town of Wickenburg
• Jon Held, Executive Vice President and CFO, The Arizona Republic
• C.A. Howlett, Senior Vice President, Public Affairs, US Airways
• R. Neil Irwin, Partner, Bryan Cave, LLP
• Ivan Johnson, Vice President, Community Relations & Televideo Cox Arizona
• Paul Johnson, CEO, Old World Homes
• Tom Johnston, Senior Managing Director, Cushman & Wakefield of Arizona
• Don Kile, President, Master Planned Communities, The Ellman Companies
• David Krietor, Deputy City Manager, City of Phoenix
• The Honorable Andy Kunasek, County Supervisor, District 3, Maricopa County Board of Supervisors
• The Honorable Georgia Lord, Councilwoman, City of Goodyear
• Jeff Lowe, President, MidFirst Bank Arizona
• Paul J. Luna, President and CEO, Helios Education Foundation
• Jim McDowell, CEO, AAA Arizona
• Jeff McElfresh, Vice President and General Manager, AT&T Mobility
• The Honorable Jackie Meck, Mayor, Town of Buckeye
• William Pepicello, Ph.D., President, University of Phoenix
• Denise D. Resnik, President, Denise Resnik & Associates
• Steve M. Shope, Ph.D., President and Acting COO, Cognitive Engineering Research Institute
• The Honorable Anthony Smith, Mayor, City of Maricopa
• Donald A. Smith, Jr., President and CEO, SCF Arizona
• Joseph Stewart, Chairman and CEO, JPMorgan Chase Arizona
• Victor Trastek, M.D., Chairman, Board of Governors, Mayo Clinic
• Gena Trimble, Manager, Communications and Community Relations, Salt River Project
• Gerrit van Huisstede, Regional President, Desert Mountain Region, Wells Fargo
• Richard B. West, III, President, Carefree Partners
• Candace Wiest, President and CEO, West Valley National Bank
• Dan Withers, President, D.L. Withers Construction
• Kate Zanon, Assistant to the Town Manager and Economic Development, Town of Fountain Hills

GENERAL COUNSEL
Bryant Barber, Attorney at Law, Lewis and Roca

About the Greater Phoenix Economic Council (GPEC)
A true public/private partnership, GPEC is the regional economic development organization for Greater Phoenix. Working with its 18 member communities, Maricopa County and more than 140 private investors, GPEC attracts quality businesses to this dynamic region. By creating a high-performance economy through capital investments and jobs, Greater Phoenix companies enjoy a business climate where they can compete and thrive in today’s global economy. Since 1989, GPEC has worked to achieve an economically sound and sustainable region. For more information, visit www.gpec.org.

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Chacun le constate : l’avenir des seniors dans les entreprises se joue de plus en plus jeune. L’instauration d’un bilan de carrière obligatoire à partir de 45 ans vise un objectif simple : en finir avec la situation désespérée dans laquelle se trouvent tant de quinquagénaires qui n’ont jamais été préparés à un changement d’emploi.

Ce bilan sera un droit attaché au salarié et non pas une possibilité laissée à la discrétion à l’entreprise. Il pourra déboucher sur une formation professionnelle adaptée aux besoins du marché du travail. Les 23 milliards d’euros de la formation continue qui sont aujourd’hui en partie dilapidés trouveront enfin une meilleure utilité. C’est pourquoi je souhaite que le bilan de carrière soit assorti d’une formation et devienne une priorité du dispositif gouvernemental en faveur des seniors.

C’est le sens du combat que je mène actuellement.

Pour en savoir plus, vous pouvez consulter mon rapport en cliquant sur le lien suivant : Y a-t-il un avenir professionnel après 45 ans ?

gpec

am fost ieri la gala premiilor ecommerce.
…care nu a fost chiar o … “gala” adica… nu a fost nici fastuoasa si nici pretentioasa… si nici n-am prea vazut “tinute de gala”… ceea ce a chiar fost bine!

dar… a fost super interesant. am aflat/invatat multe lucruri interesante:

1. toate magazinele au probleme financiare: lucru oarecum stiut/banuit de toata lumea din ecommerce… dar… venind de la ghenea, confirmarea a cam batut in cuie statusul industriei.
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2. (legat de 1) sunt multe magazine online de vanzare: adica multi antreprenori/companii care s-au avantat provocarea asta ecommerce… in timp si-au dat seama ca break-even-ul va fi depasit mult mai tarziu decat se asteptau. si acum … cauta un exit. intrebarea e… cumpara cineva?!
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3. suntem mai pregatiti decat softurile/toolurile pe care le folosim: am vazut o prezentare pentru o aplicatie de newslettering targetat interesanta (de la ealliance). idee chiar ok, dar… basic knowledge pentru orice profesionist in marketing… stim mult mai multe decat atat. dar e adevarat ca… nu am reusit sa implementam mare lucru. cred eu, pentru ca nu am avut toolurile necesare.
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4. fan courier permite testarea coletului la livrare: in timpul prezentarii lui liviu care spunea ca sunt mari probleme legate de relatia cu curierii (complet adevarat!) cei de la fancourier s-au ridicat sa ne spuna cum ca au un serviciu de care nimeni nu stia (?!?!): la livrare, ei permit clientului destinatar desfacerea coletului si chiar testarea produsului inainte de receptie. alex, te rog sa verifici!
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5. organizarea unui eveniment trebuie sa tina cont inclusiv de intarzierea datorata faptului ca participantii nu pot ajunge din holul locatiei pana in sala in care va avea loc evenimentul. si asta pentru ca hotelul nu pune la dispozitie decat un lift din 4….

cam atat….e adevarat insa ca a trebuit sa plec fooarte devreme (20.45)…. asa ca  o sa trebuiasca sa vad online prezentarile care mi-au scapat.

si pentru ca a trebuit sa plec atat de repede, din pacate, nu am reusit sa ii salut pe cristi, pe clement si inca multi altii….
si, (din nou) din pacate nici nu am reusit sa-i cunosc mai bine pe ionut, pe liviu sau pe claudiu. asta e… poate data viitoare.