Category: Business

  • Companies rapidly embrace remote work and distributed teams to boost their adaptability and competitiveness in today’s fast-paced business environment. But this transition also introduces new hurdles, especially when protecting confidential information and systems. To tackle these issues effectively, businesses need to adopt a holistic strategy called Zero Trust.

    This article guides you in managing a dispersed team securely by implementing zero-trust remote access solutions and robust remote access tools. Adhering to these recommendations allows businesses to enable remote work and strengthen their protection against possible cyber threats.

    Understanding Zero Trust and remote access

    Guided by the principle of “never trust, always verify,” Zero Trust Network Access (ZTNA) shifts from granting network access based on location to factors such as user identity, device health, and contextual information.

    Zero Trust remote access solutions are the conduit enabling employees to connect with company resources beyond the corporate network and present opportunities and risks. While fostering flexibility in a distributed workforce, it demands secure implementation. Organisations must establish robust controls to safeguard sensitive information in the current landscape.

    The synergy of Zero Trust remote access solutions and secure protocols fortifies security measures while facilitating productivity across locations. Adopting a ZTNA approach mitigates internal threats by restricting user access until proper authentication and verification occur.

    Meanwhile, secure remote access protocols ensure encrypted connections, minimising interception risks. Regular policy reviews on remote access authentication methods and encryption standards are imperative to address emerging threats proactively.

    Core Principles of Zero Trust Architecture for Remote Teams

    Embarking on the journey of implementing a ZTNA architecture for remote teams demands a strategic adherence to fundamental principles ensuring the security of your distributed workforce.

    Firstly, meticulous identity verification becomes paramount. Individuals seeking remote access to company resources must undergo accurate authentication through multi-factor authentication methods such as passwords, biometrics, and smart cards.

    Secondly, access control is imperative. Once an individual’s identity is confirmed, access should be granted solely to the specific resources requisite for their job responsibilities. Implementing granular access controls is instrumental in conferring necessary permissions while minimising exposure to a sensitive data center.

    Lastly, the bedrock principle of continuous monitoring is indispensable in zero-trust architecture. Constant vigilance of the entire network over user activity allows organisations to swiftly detect aberrations or deviations from standard patterns, signaling potential security threats.

    By steadfastly adhering to these core principles, businesses can establish a remote work system that optimises productivity and fortifies layers of security essential in the contemporary digital landscape:

    threat

    Step-by-step guide to implementing Zero Trust in your organisation

    Begin by evaluating your current security infrastructure to identify vulnerabilities and gaps that require attention. This assessment is pivotal in gauging your organisation’s alignment with Zero Trust principles.

    • Develop a comprehensive zero-trust strategy outlining objectives, scope, and a timeline for implementing security service edge.
    • Clearly define roles and responsibilities for key stakeholders involved.
    • Identify and classify critical assets and sensitive data within your organisation.
    • Prioritise based on importance, sensitivity, and necessary access levels.
    • Enforce stringent user authentication protocols, incorporating multi-factor authentication (MFA) for remote users’ network or private apps access.
    • Mandate the use of strong, regularly updated passwords to enhance security.
    • Implement granular access controls, adhering to the principle of least privilege.
    • Regularly review and revoke unnecessary user privileges to minimise potential risks.
    • Deploy network segmentation to isolate segments based on data sensitivity. This practice limits lateral movement in case of a breach, preventing unauthorised access to critical resources.
    • Establish real-time monitoring capabilities using tools that detect anomalies or suspicious activities promptly. This ensures swift response to potential threats within the network environment.

    Balancing security and usability in a Zero Trust environment

    Effectively managing a distributed workforce in a Zero Trust, remote access environment demands a delicate equilibrium between security and usability. While prioritising a robust security posture, it’s equally pivotal not to impede productivity.

    The implementation of multi-factor authentication (MFA) emerges as a formidable solution. Necessitating diverse forms of identification, passwords, and biometric data significantly curtail the risk of unauthorised access.

    Routine updates of software and systems play a crucial role in promptly addressing vulnerabilities and ensuring optimal security without causing disruptions to user experience.

    Clear guidelines for password management prove instrumental in promoting robust yet memorable password creation, thereby diminishing the risk of security breaches.

    Striking this equilibrium between stringent security measures and user-friendly considerations allows organisations to cultivate a secure environment for their distributed workforce, fostering efficient collaboration and productivity.

    Common challenges and solutions in Zero Trust adoption

    One significant hurdle in adopting the Zero Trust remote access solutions approach is employees’ prevailing need for more awareness. The complex nature of Zero Trust and its implications for secure remote access often elude a comprehensive understanding.

    Additionally, resistance to change poses another obstacle, particularly from employees comfortable with existing security practices. Overcoming skepticism and pushback requires a strategic shift in mindset.

    Legacy systems further complicate matters, making it challenging for organisations to implement zero-trust principles seamlessly. Compatibility issues, outdated software, and limited resources hinder the adoption process.

    Addressing these challenges demands a focused approach:

    Employee education and training programs: Organisations should implement comprehensive training programs to enlighten employees about Zero Trust, its benefits, and its crucial role in ensuring secure remote access.

    Change management strategies: Effectively managing resistance requires clear communication about the rationale behind Zero Trust adoption, addressing employee concerns openly, and providing support throughout the transition.

    Gradual implementation plan: A gradual implementation plan allows for the incremental adoption of Zero Trust to accommodate organisations with legacy systems. This minimises disruptions and integrates new technologies smoothly into existing processes:

    data leak

    Case studies: successful Zero Trust deployment in distributed workforces

    Addressing the worldwide issues brought about by the Covid-19 pandemic, Company Cimpress, a leading international tech corporation, promptly shifted its staff to work from home. The firm proactively embraced a zero-trust framework, which required rigorous verification processes for all workers before accessing any resources or applications. By establishing robust verification protocols and closely monitoring user activity, the Company Cimpress effectively limited access to only those authorised, reducing potential security risks. In the same vein,

    Company Careem, a transportation business with employees across numerous countries, acknowledged the vital necessity of secure remote access. They adopted a zero-trust strategy and implemented multi-factor authentication (MFA) on all employee devices. This approach was further reinforced by stringent access controls and ongoing risk evaluations, ensuring customer data remained secure even in work-from-home situations.

    Key takeaways from these initiatives underscore the effectiveness of a zero-trust architecture in securing distributed workforces. The pivotal role of solid authentication measures, exemplified by MFA, contributes significantly to the success of such deployments. Moreover, continuous monitoring of user behavior and periodic risk assessments emerge as imperative strategies for upholding network security in the evolving landscape of remote work.

    The evolution of Zero Trust and remote work security

    In today’s global workforce, remote work is pervasive, demanding robust security measures to protect data amid diverse access points. A pivotal framework gaining recognition is Zero Trust, departing from traditional models by advocating “never trust, always verify,” as discussed earlier. This mandates continuous authentication for users, devices, or applications accessing corporate resources.

    Originating in 2010, Zero Trust’s practical importance surged with COVID-19-induced remote work. As organisations combat evolving cyber threats, adopting Zero Trust becomes imperative for secure internal network access. Transitioning involves multi-factor authentication, micro-segmentation for lateral movement constraints, and continuous monitoring tools. Adhering to these practices fortifies remote capabilities, safeguards sensitive data, and enhances defenses against breaches.

    Featured image and additional images supplied

    By Steve Topple

    This post was originally published on Canary.

  • A startup is a commercial enterprise. It is based on an original concept and requires funding for its development. The main investors in startups are usually venture funds. These projects can be focused on both the local and international markets. Fintech expert Sergey Kondratenko emphasises that investing in startups has high risks since only a small percentage of them achieve success and bring high profits to investors.

    The 2024 forecasts for venture capital firms indicate a favorable outlook for startup investment. There is expected to be a revival of interest in neobanks, defense technologies and the emergence of new entrepreneurs launching startups.

    Sergey Kondratenko is a recognised specialist in a wide range of e-commerce services with experience for many years. Now, Sergey is the owner and leader of a group of companies engaged not only in different segments of e-commerce, but also successfully operating in different jurisdictions, represented on all continents of the world. The main goal is to drive new traffic, create and deliver an online experience that will endear users to the brand, and turn visitors into customers while maximising overall profitability of the online business.

    Startups, soil, and tools for their financing – global trends

    In 2023 the number of new startups that received funding decreased. Data from Crunchbase show that in 2020 almost 12 thousand such projects were registered in the USA, Europe, and Israel, despite the impact of the pandemic. However, by 2023 their number had dropped to less than 2 thousand.

    The US saw the sharpest decline, down 86%, from 6,424 to 1,046 startups. Interestingly, the number of entrepreneurs seeking funding has not decreased, but even increased. Analysts suggest that this situation occurred due to mass layoffs in the IT sector. In the United States alone, 243 thousand developers were fired this year, which is an absolute record in the entire history of observation.

    They say the best startups come from tough times. Based on the current situation, 2024 will provide fertile ground for outstanding companies. Founders are working hard to attract support. Given the fluctuations in the financial sector over the past two years, venture capital funds are facing limited cash flow, which is slowing the pace of investment. Gaining the trust of consumers is becoming increasingly difficult due to the reduction in their spending.

    Turning an idea into a viable business depends on many factors, among which the availability of sufficient funding is fundamental.

    At the initial stage of the project, founders can use their resources. However, in most cases, such funds are not enough or are only enough for the first steps. One of the key tasks of a startup is to search for various sources of financing.

    The expert gives examples of tools for raising funds for the project:

    • Angel investors: individuals who are ready to invest their funds in promising startups.
    • Crowdfunding: Raising funding from the general public through online platforms.
    • Investment banks: assistance in structuring and attracting investments.
    • Corporate investments: investments from large companies in young promising projects.
    • Government Grants: Government funding to stimulate innovation.
    • Private placements: sale of securities to a limited number of investors.
    • Incubators and accelerators: support and financing programs for startups.
    • Credits and loans: obtaining funds on collateral or on repayment terms.
    • Corporate Partnerships: Collaborating with large companies to share resources.
    • Attracting angel partners: expanding the team with people willing to invest their knowledge and funds.
    • Strategic investors: investors who bring not only money but also business experience.
    • Investments from real estate funds: the possibility of obtaining real estate-related financing.
    • Trading securities on financial markets: obtaining capital through the issue of shares.
    • Sale of a share in a company: transfer of part of a business in exchange for investment.
    • Business angels and mentors: people who are ready not only to invest but also to share experience and connections.

    The choice of the optimal tool, according to Sergey Kondratenko, depends on the nature of the business, its stage of development, and the goals of the startup. Based on these principles, the specialist suggests considering the two most popular ways to attract investment in startups.

    The Crowdfunding in financing startups: types and principles

    Crowdfunding is the process of raising small amounts of funds from an undefined audience known as the “crowd.” As Sergey Kondratenko explains, crowdfunding platforms play the role of intermediaries between those who want to contribute and those who need support. They actively use various marketing strategies aimed at attracting potential donors. Thus, the specialist emphasises the importance of identifying key factors that influence the decisions of crowdfunding participants. This is especially important in the context of using social media platforms for fundraising.

    – There are different types of crowdfunding: charitable crowdfunding, fee-based, debt, and equity. When choosing a type and platform, it is extremely important to carefully study its rules, reputation, and number of successful projects to avoid possible risks, says Sergey Kondratenko.

    The expert states that according to the Arora project (a portal that specialises in managing crowdfunding initiatives and analysing statistics), in 2023 the volume of investments in startups through crowdfunding platforms reached $502 million. This year, according to analysts, an increase in capital investments on this principle is expected.

    Angel investing and venture financing: new strategies and approaches

    Venture funding involves the transfer of a certain share of the business to the investor. This gives him the right to participate in future profits and internal processes of the company. According to Sergey Kondratenko, the startup founder in this case partially loses control over the project. But in exchange, he receives not only financial support but also other resources.

    The expert states that venture capital funds invest in a company to support its development until it reaches a certain size and performance indicators. This makes it ready for sale or public offering on the stock market through an IPO. If the startup idea is successfully implemented, its value increases. In this case, the investor can exit the transaction and get back the invested funds with additional profit.

    Private financial strategists, known as business angels and super angels, actively seek opportunities to invest their money in early-stage startups. They seek to acquire a stake in promising projects that have high-profit potential and significant growth.

    – The difference between business angels and super angels comes down to the size of the investment they are willing to provide. The financing mechanism is generally similar: investing in projects with an expected annual income increase of 50%. But in cases where business angels do not have enough funds to implement a project, a super angel is ready to invest amounts of $0.5–1 million. Thus, he creates a bridge between the small investments of business angels and the capital that a venture fund can provide.

    The expert believes that choosing the best method of financing largely depends on the unique characteristics of the startup, its field of activity, and its stage of development. At the initial stage or when implementing a small project, it is quite possible to use your funds or apply for a bank loan. However, with growth and development, larger-scale financial investments are required, which can be attracted using modern technologies.

    By Nathan Spears

    This post was originally published on Canary.

  • When growing your business, possibly one of the most important metrics to consider is your return on investment (ROI). Rather than just revenue or gross profit, ROI offers a more detailed picture of how your business is performing as it measures net income against investment.

    In short, it calculates just how effective each investment your company makes is, from marketing campaigns to employee wages. If you spend a certain amount on an hour of an employee’s time, does the work done generate a higher value in terms of profit?

    You might find that your current ROIs are falling a little short of where you want them to be, especially if you want your business to deliver significant growth in the year ahead. So, from adopting accounts payable software to reassessing your budgets, how can you go about saving costs and improving this essential metric?

    Cut down on unneeded spending

    Perhaps the easiest way to start when pursuing a higher ROI is to assess the areas where your spending isn’t translating into proper returns. 

    Most businesses have at least some degree of unnecessary spending, whether it’s in licenses for software that nobody utilises anymore or in buying snacks for the office that nobody likes.

    Wherever your business is spending its money, make sure to consider whether it is delivering any true value. Of course, this isn’t an excuse to go about slashing all of your spending on employee perks. More, this is your opportunity to go through the balance sheet and weigh up the balance of each outgoing costs against what it brings your business in return.

    Adopt automation support

    In order to maximise your ROI, you need to be sure that you are getting the most value out of your business’s primary resource – time. 

    The longer it takes someone to do any given task the greater result it needs to deliver in order to avoid a loss of investment.

    However, a lot of the key tasks within your business are likely to take a lot of time. When it comes to things like invoice management your team needs time to properly go over the paperwork for approval and ensure that there are no errors or inaccuracies. 

    Things like data entry also suck up hours of work time that could be better spent elsewhere.

    Rather than giving up those productive hours to menial admin, though, you can utilise the support of digital tools designed to automate much of that work. 

    Packages such as AP automation software can be given a lot of those more time-intensive responsibilities, freeing up your team to spend their time on more value-adding tasks such as outreach.

    By cutting down on the amount of time it takes each invoice to progress through the pipeline, you also save on processing time, cutting your cost per invoice.

    Re-assess your marketing strategy

    Not all marketing is born equal. If you want to reach the right audience for your business you need to properly consider each potential avenue and site. Choose the wrong one and you could waste a large chunk of your marketing budget on ads or emails that won’t generate any particular leads.

    When you’re deciding how to approach your business’s marketing strategy, utilise analytics tools that can assess the performance of your activities across platforms and formats. Don’t simply stick to doing the same things that you always have – consider factors such as how different keywords are performing and what is sending the most people your way.

    If one avenue of your strategy isn’t getting many customers to come to you, then it might be time to drop it and put that money to better use elsewhere.

    When it comes down to it, cutting business costs and increasing your ROI is all about optimisation – whether through AP software, spend reduction, or any other process. You want to get better results on a lower level of spending, without jeopardising the performance of your business in the process.

    By Nathan Spears

    This post was originally published on Canary.

  • EU foreign policy chief Josep Borrell and other European defense and foreign ministers on February 12 joined a torrent of criticism over former U.S. President Donald Trump’s comment downplaying the U.S. commitment to NATO’s security umbrella in Europe.

    “Let’s be serious. NATO cannot be an a la carte military alliance, it cannot be a military alliance that works depending on the humor of the president of the U.S.” day to day, Borrell said after Trump suggested that under his administration the United States might not defend NATO allies that failed to spend enough on defense.

    Borrell added that he would not keep commenting on “any silly idea” emerging from the U.S. presidential election campaign.

    Trump, the Republican front-runner in the 2024 race, sent a chill through European allies when he said at a campaign rally on February 10 he would “encourage” Russia to attack any NATO country that does not meet financial obligations.

    U.S. President Joe Biden called Trump’s comments “appalling and dangerous” in a statement on February 11, joining several European defense and foreign ministers responding over the weekend.

    Live Briefing: Russia’s Invasion Of Ukraine

    RFE/RL’s Live Briefing gives you all of the latest developments on Russia’s full-scale invasion, Kyiv’s counteroffensive, Western military aid, global reaction, and the plight of civilians. For all of RFE/RL’s coverage of the war in Ukraine, click here.

    The reactions continued on February 12, with Dutch Defense Minister Kajsa Ollongren saying Trump’s comment was “exactly what Putin loves to hear.”

    Ollongren called the comment “worrying” and said it was not the first time that Trump has made a comment along these lines.

    While in office, Trump — who was defeated by Biden in the 2020 election — often expressed doubts about the need for NATO and repeatedly threatened to pull out of the alliance if members did not pay what he considered their fair share for their defense.

    Ollongren rebuffed Trump, stressing that NATO’s strength is in its unity.

    “If we’re not united, it makes us weaker. And we know that that is what Putin is looking for,” he told Reuters on February 12.

    The principle of collective defense — the idea that an attack on one member is considered an attack on all and would trigger collective self-defense action — is enshrined in Article 5 of NATO’s founding treaty. It is considered the hallmark of the NATO alliance.

    Ollongren also noted that most NATO allies were close to or had reached the target budget spending on defense of 2 percent of gross domestic product by 2024. NATO allies agreed to the goal in 2014.

    German Finance Minister Christian Lindner also reacted to Trump’s comment. Speaking in London on February 12, Lindner said the transatlantic partnership will continue.

    “Regardless of who is in the White House, we have an overriding interest in continuing to cooperate across the Atlantic, economically, politically, and also in matters of security,” he said.

    Lindner said Britain and Germany shared similar challenges when it came to strengthening free-trade capabilities.

    The dialogue “is of particular importance” after Trump’s statements, Lindner said before going into a meeting with British counterpart Jeremy Hunt.

    “We are facing major challenges as European members of NATO,” Lindner said, adding that Europe’s peace and free-trade order had been put at risk by Russia’s 2022 invasion of Ukraine.

    German President Frank-Walter Steinmeier echoed other EU leaders, saying the statements “are irresponsible and even play into Russia’s hands.”

    Meanwhile, Polish Prime Minister Donald Tusk on February 12 discussed ramping up security cooperation in Europe with the leaders of Germany and France as fears grow that Trump’s possible return to the White House might threaten Western solidarity against Russia’s invasion of Ukraine.

    Tusk said the philosophy at the heart of relations between the European Union and NATO was based on “one for all, all for one.”

    Speaking in Paris, he said Poland was “ready to fight for this security.” Later in Berlin, Tusk hailed a “clear declaration that we are ready to cooperate” on Europe’s defense.

    With reporting by Reuters, AP, and AFP


    This content originally appeared on News – Radio Free Europe / Radio Liberty and was authored by News – Radio Free Europe / Radio Liberty.

    This post was originally published on Radio Free.

  • AEC BCA ACCI DFAT

    Australia’s leading business lobby, Business Council of Australia, glosses over its tax avoiding members while cashing taxpayer cheques. Zacharias Szumer delves into the latest donation disclosures from the AEC.

    It’s getting to be a bit of a slog trawling through the Australian Electoral Commission’s (AEC) annual disclosures – the not-so-user-friendly trove of data that gives only a partial glimpse into the money funding political parties, independents and politically engaged organisations.

    The AEC’s 2022-23 disclosures, released on February 1, largely revealed the usual players – the main shifts in recent years being the increasingly large sums being thrown to groups such as Climate 200 and Advance.

    While sliding into spreadsheet-induced torpor in search of an original angle, your correspondent had a look at two of Australia’s most powerful private-sector lobby groups: the Business Council of Australia (BCA) and the Australian Chamber of Commerce and Industry (ACCI).

    The BCA and ACCI are both networking and lobbying outfits, although the BCA is a tad more elite. While the ACCI represents businesses of all shapes and sizes, the BCA’s membership is restricted to Australia’s largest companies – or, more specifically, their CEOs.

    For the AEC’s purposes, however, both are – or at least have previously been (more on that later) – classified as ‘significant third parties’. This means they spend enough money trying to influence elections that they must disclose details of any payments made to them above the AEC threshold – currently around $15,000.

    Biggest political donors revealed amid calls for reform

    DFAT grants over $1.5M to BCA

    Most of the BCA’s sources of funding were from the usual suspects – AGL, Amazon, Atlassian, and AstraZeneca (all before we get to the second letter of the alphabet).

    As one would expect, these are the companies that pay the BCA to lobby for lowered company tax rates and against increased transparency rules that would stymie multinational tax evasion.

    Nonetheless, the BCA is happy to receive public money for its own multinational networking services – as revealed by several payments from the Department of Foreign Affairs (DFAT).

    In 2022-23, DFAT made two payments totalling $220,000 to the BCA to provide services and support for the Australia-India CEO Forum.

    Those payments were part of a $1.34 million grant DFAT awarded to the BCA to strengthen the Australia-India business relationship “by supporting the Business Champions and revitalised CEO Forum to regularly meet, to identify opportunities and address challenges in the economic relationship.”

    The department paid out another $75,000 to the BCA to support a similar initiative between Australia and New Zealand – part of a grant worth a total of $325,000.

    As a member-funded lobby group for Australia’s most powerful corporations, one could ask whether the BCA should be receiving any public money at all, let alone over $1.5 million, to help facilitate international corporate networking.

    But we’ll leave those judgements to those more qualified to make them.

    Capitulation Complete: Government caves in to multinational tax avoiders

    The ACCI has bowed out of electoral politics

    When it came to the ACCI’s financial benefactors, however, MWM was unable to see anything at all; while the ACCI declared over $6 million in receipts, it didn’t provide any detail about any of those transactions. 

    Similarly, in the 2021-22 financial year, the ACCI declared $7,456,323 in total receipts but didn’t provide info on any of that either. 

    That stands in contrast to the details they published in the two years prior: 2019-20 and 2020-21. 

    This disclosure discrepancy has seemingly arisen because the ACCI has exited electoral politics, declaring $0 in ‘electoral expenditure’ since 2020-2021. It thus no longer qualifies as a significant third party – although the AEC’s website still lists it as one. 

    In contrast, the ACCI declared a cumulative $52,084 in ‘electoral expenditure’ in the 2019-2021 period. 

    Readers may wonder how such a body, which regularly and loudly lobbies government and the public, didn’t spend any money on shaping electoral preferences.  

    The answer is that, for the AEC’s purposes, ‘electoral expenditure’ means money spent for the “dominant purpose of influencing the way electors vote in a federal election” – a definition narrow enough to exclude advocating for certain policies that just happen to be more closely aligned with one side of politics. 

    MWM hasn’t seen any indication that the ACCI clearly sought to sway voters in the 2022-23 period, but if any readers have info, we’d be more than happy to receive it.

    The BCA, fake pub-tests and the impending propaganda blitz

    This post was originally published on Michael West.

  • Perth Terminal 3 080224

    Pilots at Qantas’ Perth-based subsidiary Network Aviation went on strike for 24 hours Thursday, causing disruptions for thousands of passengers, with more union action planned for next week. Just one of the many issues for new CEO Vanessa Hudson to sort out. Michael Sainsbury reports.

    Despite all the promises by CEO Vanessa Hudson of change, the evidence so far is rather more of the same. That includes predecessor Alan Joyce’s predilection for outsourcing all the hard bits, including the hard decisions.

    Hudson has so far farmed out the company’s image management to Boston Consulting Group (BCG), operations planning to McKinsey & Co, and now its industrial relations to the Fair Work Commission.

    An increasingly bitter relationship between the pilots of the company’s Perth-based Network Aviation and the Australian Federation of Air Pilots (AFAP), which covers about 90% of the 250 pilots in the group, saw them strike yesterday. Qantas cancelled 35 regional flights stranding paying passengers and fly-in-fly-out workers.

    More Qantas Group flight pain, pilots fight on over pay

    Pilots at Network Aviation (NA) have voted down three attempts at a new Enterprise Bargaining Agreement. NA pilots are the worst paid in the Qantas group; at present, 70% of NA pilots are paid below award levels, according to the union. Qantas’ says they want a 50% pay rise, but that would only take them up to award levels.

    After the last rejection, Qantas went to the Fair Work Commission (FWC) seeking a finding of ‘Intractable Bargaining‘, a last resort Industrial Relations tool to break the impasse of stalled negotiations. If successful, this would see the FWC settle the dispute. NA pilots voted Thursday to continue rolling strikes, and another two-day action planned for next week was announced by AFAP on Friday..

    “In terms of conditions, all we want is what every other pilot in the group has,“ a union rep told MWM.  However,

    the even bigger problem is that we cannot attract pilots with any experience to the group, and many of our experienced pilots are leaving for much better paid work overseas.

    Enter the consultants

    And so to McKinsey’s mission which is – and this is not a typo – to ‘make the planes run on time’. An airline’s central task is to supply excellently maintained aircraft to fly their passengers to their destination on time. So, why was Hudson hired if she could not perform this core business task?

    Qantas insiders have told MWM the answer is really simple, a simple combination of having enough pilots, engineers and a fleet of aircraft that is big enough, young enough and available.

    Hudson’s problem is that she has none of these, so ‘fixing’ the problem will take many years.

    McKinsey is the second set of consultants Hudson has called in, with BCG being brought in as soon as she took the top job to help ‘repair the company’s image with passengers’. So far, this appears to have amounted to more Grange wine in the Sydney First Class lounge, as per Qantas Facebook groups, and a slight improvement in on-time performance for the mainline flights (not Jetstar), yet this still sits below pre-COVID levels.

    Airline on time performance

    Source: Bureau of Transport and Infrastructure Economics.

    The problem is that the airline has changed its core business from providing logistics to financial engineering. It doesn’t help that she has created an executive team of which barely 10% has long-term operational experience.

    Pilots on the run

    It’s not just Network Aviation that is screaming for pilots, it’s the entire group. To add insult to injury, Emirates, Cathay Pacific and Japan’s ANA are all running targeted recruitment of Australian pilots at present; multiple pilot sources toll MWM.

    The larger problem is a global shortage of pilots. The total number of active commercial airline pilots was 351,000 in 2023, according to CAE, a leading supplier of flight training services. In June 2023, the group projected a need for 252,000 new commercial pilots by 2032 – a number that sits in the middle of forecasts for aircraft demand by major aircraft makers Boeing and Airbus.

    Insiders also said that Qantas disguised its lack of pilots with its pre-Christmas announcement it was “taking some flights out of our schedules” during December and January.

    A thin and ageing fleet

    Qantas is also running out of planes due to the under-investment during Alan Joyce’s tenure, and it is now cutting back on a range of international services. This week, an internal note from Nick Bull, head of the international cabin crew, said that the regularity of flights from Sydney to New York, Johannesburg, Dallas, Los Angeles and Santiago would be cut. The spin from Qantas was, as usual, ‘supply chain issues’, ‘supplier delays’, and a lack of maintenance workforce. The last, at least, is true, but self-inflicted.

    As for the planes, one A380 is in Abu Dhabi, having its heavy check. “They have found cracks in the wings which is no surprise,’ one engineer told MWM. “This means it has been delayed two months, which in turn has delayed another A380’s heavy check and yet another A380’s landing gear change.”

    The landing gear is going to run out of cycles very soon, so it will need to be parked until its maintenance slot becomes available later in the year.

    The company’s 25 A330s have an average age of 16.6 years, with Qantas ranked 126 of 149 airlines running these planes in terms of age. “They are very delicate and seem to have a high rate of delays and reschedules to do maintenance problems,” the engineer said. Qantas sources say its A330s have an on-time record of only 35% compared to 100% for its leased Finnair plane that flies from Singapore to Sydney, with another Finnair on the Sydney-Bangkok route next month.

    Maintenance woes – and price gouging

    “There is higher aircraft utilisation, no spare aircraft as well as more and more aircraft having work that must be done that’s been put off,” the engineer said. “You can only defer things for so long, so ground time delays are inevitable. Overtime is offered every day, but it seems people are getting over doing the extra time. There is a continual line of job ads with no decent candidates left to employ. We have taken back some engineers who took redundancy packages, which is good.”

    We still have a spare parts shortage, as we only seem to buy large and expensive items when needed. This leads to long delays whilst the part is sourced from overseas.

    And by the bye, just this week, former Australian Consumer and Competition chief Alan Fels accused Qantas of “price gouging” in his landmark report on Australian corporate market power for the Australian Council of Trade Unions.

    The duopoly in the aviation sector in Australia is dominated by Qantas, and there is price gouging by Qantas,

    Fels said, also finding that Qantas prices have contributed to inflation during 2022.

    But none of that is likely to stop Hudson and her team from snaring their bonuses this year. The ghost of Alan still looms large…

    New Qantas chief Vanessa Hudson confronts a turbulent ride from shareholders at AGM

     

     

    This post was originally published on Michael West.

  • A well-known oil man who has been linked to numerous bribery schemes and sanctioned by the U.S. government struck deals in Angola while secretly working for China’s ruling party, his longtime business partner told a Hong Kong court.

    The testimony, first reported today by Radio Free Asia, disputes decades of denials by Chinese officials that notorious fixer Sam Pa was seeking oil concessions in the country at Beijing’s behest.

    Pa was arrested during a Chinese corruption investigation in 2015 and has not been heard from since. His former associate Lo Fonghung is suing Pa’s wife, Veronica Fung, for control of the business empire she built with him. Pa had never been listed as a shareholder of the companies he and Lo ran together, with Fung standing as a proxy in his place. With Pa having been incommunicado for close to nine years, Lo is challenging Fung’s standing to vote on corporate matters in his absence. The case commenced in 2020 and is ongoing.

    Under cross-examination during a civil court hearing last November, Lo detailed how the Chinese government used several of their companies as a front to enter Angola, according to court transcripts obtained by RFA. 

    Lo and Pa’s first joint venture was a highly successful bid to break into the Angolan oil market in the early 2000s as the African state emerged from a bloody 27-year civil war. They did so on the confidential instructions of the Chinese Communist Party, Lo said.

    “I was directly working for the Central Committee of the party,” she told the court.

    “When we went to obtain the oil resources, it was an action to break the existing strategic pattern of the United States and Western countries in Africa and Angola, so we had to keep it a secret.” 

    Her mission with Pa in Angola had to be disguised as a private commercial venture, Lo said, or else it might draw objections from China’s strategic rivals. The approach, she said, resulted in a successful mission. 

    “At that time, at first, China could only get 10,000 barrels [of oil] a day from Angola. Through our efforts we could get 400,000 barrels a day,” Lo testified.

    Today, the vast majority of Angola’s oil goes to China. 

    Sam Pa_Story1.1 (1).JPG
    Sam Pa, left, Marat Khusnullin, center, deputy mayor of Moscow for Urban Development and Construction and Zhenyi Hu of China Railway Construction Corporation sign an agreement for an underground transportation initiative in Moscow, May 19, 2014. (Business Wire)

    While Beijing has long denied that Pa and his companies enjoyed any kind of relationship with the Chinese government, Lo’s claims do more than shed light on a secret relationship. 

    If true, the testimony would also implicate Beijing in an ongoing corruption case against two Angolan generals close to the late Angolan President José Eduardo dos Santos, whose tenure was plagued by widespread grift.

    The generals are accused of corruption in connection with oil deals struck with Chinese entities in the post-war period, including China International Fund (CIF), one of Pa and Lo’s main companies. The case is considered “one of the biggest crimes in Angolan history,” according to Oxford University law professor Rui Verde.

    It is just the latest large-scale corruption scandal to plague the sub-Saharan nation since the end of the civil war two decades ago. 

    “You had an opportunity for a fresh start in 2002 but it failed, and one of the reasons was the unaccountability of that Chinese money that came to Angola,” Verde told RFA.

    Crude oil

    Today China is Angola’s most important trading partner, but building that relationship was a slow, expensive effort. Long before Angola’s 27-year-long civil war drew to a close in 2002, Western nations had locked up most of the oil market. 

    For Beijing, which had backed the losing side, getting a toehold would have been no easy matter. 

    “Angola was a very oil-rich country, but the Chinese government could not enter. At that time, it was Britain, the United States, France and Italy that mainly controlled the country’s oil,” Lo told the Hong Kong court. 

    “So, at that time, the Chinese government, they hoped that we could, through other channels, get into this country to get the resources.”

    She and Pa were among those “other channels,” Lo claimed. After arriving in the country in 2002, the pair leveraged Pa’s longtime friendship with the country’s then-president dos Santos, to secure lucrative contracts to rebuild the country’s infrastructure and extract its plentiful supplies of oil. The deals were funded by loans totalling billions of dollars from Chinese state-backed banks. 

    Lo’s lawyer, William Wong, did not respond to multiple requests for comment. Contact information for Pa, who is believed to still be in detention, could not be found. 

    In a separate ongoing case initiated in Angola in 2022, prosecutors allege that Lo, Pa and two Angolan generals used those contracts to embezzle hundreds of millions of dollars apiece. The prosecution is part of a raft of cases that have been brought by Dos Santos’s successor following his resignation in 2018.  

    Prosecutors allege that $1.5 billion of Chinese oil payments never made it to Angola, but were instead siphoned off to a Hong Kong company controlled by Pa, his associates and former high-ranking Angolan officials. 

    Prosecutors further allege that hundreds of millions of dollars that were supposed to build affordable public housing for Angolans instead ended up in accounts controlled by CIF.

    Similar allegations have trailed CIF across Africa. In 2014, Pa was sanctioned by the U.S. government for financing intimidation of political opponents of Zimbabwe’s ruling party by the country’s intelligence service. And in 2017, a U.S. court sentenced Guinea’s former minister of mines to seven years in prison for laundering $8.5 million in bribes from the company.

    In Angola, corruption has had a devastating effect on development – and so has indebtedness to Beijing. 

    Today, Angola owes Chinese banks $21 billion, equal to just under a third of the country’s annual economic output. Merely servicing the debt takes up almost half of the government’s budget. And yet ordinary Angolans have very little to show for it. More than 20 years after Pa and Lo turned up in Luanda, the United Nations estimates that 66.6% of Angolans are either living in poverty or in danger of falling into it.

    2015-06-09T120000Z_1787534828_GF10000121420_RTRMADP_3_CHINA-ANGOLA.JPG
    Angola’s then-President Jose Eduardo Dos Santos, right, and China’s President Xi Jinping inspect honor guards during a welcoming ceremony outside the Great Hall of the People in Beijing, June 9, 2015. (Reuters/Jason Lee)

    Odious debt

    With Angola struggling under the weight of Chinese debt, Lo’s revelations could provide a path forward, said Oxford’s Verde. 

    If Pa and Lo were not acting as private business people but as emissaries of the Chinese Communist Party, Angola’s leaders could file a request in arbitration court for the debt to be canceled under the doctrine of “odious debt.”

    “There are two tests for it to qualify as odious debt. The money must have not been applied in the public interest and the creditor knew or had reason to know the money was not to be used in the public interest,” Verde told RFA.

    “The question was, in the past, whether Sam Pa was acting as a private person or acting on express orders from the Chinese state,” he added. “If you find that he was acting on express orders from the Chinese state, then we have a problem concerning that.”

    Hesong Shao, a spokesperson at the Chinese Embassy in Washington, told RFA by email that he was not familiar with the details of CIF’s deals in Angola. But, he added, China’s “partnership with African countries is always based on mutual respect, equality and sincere cooperation.”

    “The projects China has undertaken in Africa and the broader China-Africa cooperation have contributed to Africa’s development and improved livelihoods across the continent,” Shao wrote. “The African people know that best.”

    Pa and Lo’s extensive ties to the Chinese government have been well documented. A 2009 U.S. government report outlined their companies’ “connections to the Chinese intelligence community, the public security apparatus, and state-owned enterprises.” However, other parts of the Chinese government appeared keen to distance themselves from Pa, according to leaked diplomatic assessments.

    Uneasy bedfellows

    Lo’s testimony suggests that the Chinese government was wary of getting into bed with Pa from the start. She recalled that in the early 2000s, Pa had been recently declared bankrupt and was ineligible to act as the shareholder or director of a Hong Kong company.

    “Sam Pa was deeply in debt and his passport was confiscated by the government at the time,” Lo testified. “Internationally, he had participated in toppling or supporting some African countries, and he has some enemies.”

    Pa’s debts and less-than-spotless reputation made his patrons in the Chinese government nervous, Lo testified. But his “upper-level connections in Angola” meant “the country was willing to use him” all the same. 

    However, their patronage came with conditions. One demand in particular came from the National Development and Reform Commission, China’s powerful economic planning agency, which insisted that Lo have practical control over the relevant companies. 

    “As long as he cooperated with me, he would have the policy given to him by the Chinese government and the funds would be given to him,” Lo told the court. “The total amount of these funds should be calculated as tens of billions of dollars.”

    Edited by Abby Seiff, Jim Snyder and Boer Deng.


    This content originally appeared on Radio Free Asia and was authored by By Jack Adamović Davies for RFA Investigative.

    This post was originally published on Radio Free.

  • Governor-General Hurley
    Once the Governor-General’s proud pet project, the controversial Australian Future Leaders Foundation has vanished from the charity register. Jommy Tee reports the latest on the elusive charity … even a recent sighting of the mysterious King’s Cup itself!

    This post was originally published on Michael West.

  • By Iliesa Tora, RNZ Pacific

    A Nuku’alofa business has started to sell “sparkling kava” on tap for those interested in tasting the traditional brew.

    Tricia Emberson and her family owned Pacific Brewing Tonga business launched the initiative at their Reload Bar in Nuku’alofa last week.

    The project has been a two-year ongoing project that is blending tradition with innovation and plan to add flavoured kava drinks in the future.

    Emberson said her team has kept the essence of kava while introducing a fresh, modern twist.

    She believes turning kava into a drink available for everyone at a local bar is the way to go to meet demands.

    She told RNZ Pacific that the lockdowns during the 2020 covid-19 pandemic and the 15 January 2022 Hunga Tonga-Hunga Ha’apai volcanic eruption and tsunami forced her and her team to look at options to keep their business operations afloat.

    They had taken over Pacific Brewing in 2017 with the idea of creating beer in Tonga to tell the story of their Polynesian heritage.

    Rebranded Pacific beer
    They rebranded their beer using the names of Polynesian mythical gods, which she said “was sort of the trend and of the time”.

    The “Sparkling Kava’ product is the result of two years of research and work, with the focus on making the drink available so they can also get the market’s feedback.

    “During the covid pandemic it was a very tough time for everybody and we started looking at what other opportunities we could look into,” she said.

    “Kava was one of the things that has gone through stages throughout the years where it’s been permitted in overseas countries, where it hasn’t been permitted in some countries.

    “And because my background is in exports and knowing to make the business viable, I started looking at what we could do to export up from Tonga.”

    Emberson owning Reload Bar provided a good opportunity for them to have the “sparkling kava” on tap for people to taste.

    “It’s taken us a while because first of all we were researching the properties of kava and what can we do with kava,” she said.

    “And now, through Reload Bar, we’re going to do the market research and we’re doing that because we want the opinions not only of the Tongans but also of foreigners to see if this is something they would drink.”

    Longer-term plans
    She said that is the first step as they had more plans long-term.

    “Of course we have a longer-term plan, where we would look at the viability of exporting,” she said.

    “We are looking at flavoring, different flavorings, and also putting it into a bottle or a can.”

    Emberson was born in Fiji and returned to Tonga in 1990 to invest in the fisheries sector, setting up Alatini Fisheries.

    She said the poplularity of kava now around the globe was a factor they considered.

    “The fact that although many tourists had in the past wanted to taste kava but was not able to do so because it was not readily available was another factor in them going the way they have.

    “So that was the other reason why we looked at kava because I’ve been doing a lot of traveling through Indonesia I noticed that it was very easy for you to drink coconut or drink this or drink that . . . all the locally available drinks,” she said.

    “And I know in Tonga, when you visit, as a tourist you say I’d like to taste kava and it’s not available, so that was one of the things we wanted to meet, the need that is there.”

    She added customer feedback and the result of their research on the product now available would form the basis of their next step.

    “It’s been good so far,” she revealed when asked how people are responding.

    Not enough support
    Meanwhile, Emberson said small island countries in the Pacific, like Tonga, needed more support for the private sector.

    She revealed this was something she had witnessed over the years since her family started their business operations in 1990.

    They have had to shut down their fisheries business because of the high costs of operations and are working hard on keeping their Pacific Brewing and Reload Bar operations going by looking at product options like the sparkling kava and flavoured kava.

    “There hasn’t been, as far as I’ve seen, the support of the private sector,” she said.

    “I think Fiji is a little bit bit better. But in some of the smaller Pacific islands that support for the private sector is not there.

    “That’s been my game since 1990 as an entrepreneur, private enterprise, looking and seeing what I can do to help the country, and it is just difficult.

    “I’ve been in Australia and it’s amazing to see the difference in the support of small businesses.”

    This article is republished under a community partnership agreement with RNZ.

    This post was originally published on Asia Pacific Report.

  • Companies such as Toyota, Volkswagen, Tesla, General Motors and BYD could do more to ensure their strict standards are applied in China, Human Rights Watch says

    Car manufacturers Toyota, Volkswagen, Tesla, General Motors and BYD may be using aluminium made by Uyghur forced labour in their supply chains and could do more to minimise that risk, Human Rights Watch says.

    An investigation conducted by HRW has alleged that while most automotive companies have strict human rights standards to audit their global supply chains, they may not be applying the same rigorous sourcing rules for their operations inside China.

    Continue reading…

    This post was originally published on Human rights | The Guardian.

  • Activist group Justice for Myanmar alleges companies have continued operations in war-torn nation since the coup almost three years ago

    Australian-linked mining companies are continuing to operate in Myanmar, helping to support the military junta and the junta-dominated mining sector, a new report alleges.

    The activist group Justice for Myanmar released a report Tuesday detailing the activities of mining companies either linked to Australia or backed by Australian investors, which it alleges have continued their operations in the war-torn nation since the coup almost three years ago.

    Sign up for Guardian Australia’s free morning and afternoon email newsletters for your daily news roundup

    Continue reading…

    This post was originally published on Human rights | The Guardian.

  • Sky News, Qantas
    A government subsidised workforce of lsrael lobbysts is targeting regulators and employers across the fields of media, medicine and business to sack employees who criticise the government of Israel’s war crimes against the Palestinian people. Joel Jenkins reports.

    This post was originally published on Michael West.

  • Exclusive: Test case likely against UK’s seasonal worker scheme as charity alleges breach of right to be protected from labour exploitation

    When Ismael found himself sleeping rough at York station in the late October cold he struggled to understand how an opportunity to pick berries 7,000 miles from his home had so quickly ended there.

    He had left Indonesia less than four months earlier, in July 2022. He was 18 and ready for six months of hard work on a British farm to save for a science degree. “I thought the UK was the best place to work because I could save up a little money and help my parents,” he said.

    Continue reading…

    This post was originally published on Human rights | The Guardian.

  • Nearly 250 manufacturers collapsed amid sustained high inflation and higher borrowing costs over the past six months, new data from Australia’s corporate watchdog shows. The increase in insolvencies comes as businesses wait for support from the Albanese government’s $15 billion flagship industry program to start flowing. Data from the Australian Securities and Investments Commission, released…

    The post Almost 250 manufacturers go bust in six months appeared first on InnovationAus.com.

    This post was originally published on InnovationAus.com.

  • PNG Post-Courier

    Gerehu, the sprawling suburban township to the north of Papua New Guinea’s capital Port Moresby, is now a “ghost town” for shoppers.

    All major shops in the central business district in the city’s biggest suburb — Papindo, Gmart, Total Energy service station, Desh Besh Motors, Pharmacy, Supermarket and the bakery which serve a population of more than 50,000 — was set on fire by looters on last week’s “Black Wednesday” riot.

    There is nothing left of the shops but debris and charred remains of buildings.

    Many residents have expressed remorse that there is nothing left.

    “Gerehu is now a ghost town,” said one emotional resident.

    “We have nothing here anymore and the shops we grew up with are gone.

    “Gone just like that at the blink of an eye.

    ‘I grew up here’
    “I grew up here, this is my home.

    “Oh my heart breaks.”

    The busiest bus stop in the city was empty with no vendors in sight.

    The main market was left with only a few food items and vendors.

    One could guess mothers were chased out of the market as well while doing their usual marketing.

    Only the thin smoke coming out from the walls and outside of the sheds was noticeable when the PNG Post-Courier visited the area at the weekend.

    Gerehu General Hospital security supervisor Topo Dambe said the burning of buildings affected their area where they had received several casualties and the hospital was busy throughout the day.

    “But when they set fire to the shops, the hospital staff and the lives of the people and properties were at risk and we were left to protect them and the hospital,” Dambe said.

    “We had to close the gates allowing only emergencies.”

    Republished with permission.

    This post was originally published on Asia Pacific Report.

  • Spam, spamming, Aussie Home Loans
    We are spammed relentlessly but when Aussie Home Loans and Accredible spammed Andy Schmulow, they bit off more than they could chew. Andy shows us how to bam the spammers.

    This post was originally published on Michael West.

  • Arcare, Aged Care
    Aged care providers are charging elderly residents fees for services which are not provided. Dr Sarah Russell exposes Arcare and calls for Minister Anika Wells and regulators to step up.

    This post was originally published on Michael West.

  • Gambling reform, sports betting
    Six months after the late Peta Murphy’s parliamentary committee report on online gambling was released, the Albanese Government is yet to make its response. Freedom of Information documents show why.

    This post was originally published on Michael West.

  • Sportsbet, online gambling
    “Bet with mates, start a multi-together!” cries Sportsbet. Meanwhile, Australia’s biggest bookie has pulled off a multi of its own, a trifecta dudding politicians, punters and the ATO too

    This post was originally published on Michael West.

  • golf, bunker, Lakeba
    Lakeba Group managed a meteoric 25-fold rise in revenues, then went revenue negative. Michael West reports on the latest hijinks from the kaleidoscopically colourful tech entrepreneur Giuseppe Porcelli.

    This post was originally published on Michael West.

  • New enforcement powers granted after ‘positive duty’ reform requiring employers to tackle discrimination and harassment

    Employers will be held legally responsible for failing to proactively take steps to prevent sexual harassment at work under a change that Australia’s sex discrimination commissioner, Dr Anna Cody, hopes shifts the burden of progress in workplaces.

    The Human Rights Commission will be handed enforcement powers from Tuesday after the “positive duty” reform was introduced in 2022 as part of the Respect@Work legislation.

    Continue reading…

    This post was originally published on Human rights | The Guardian.

  • Ben Shamgar, Bizcap
    Small businesses are struggling enough in the current economic climate without combatting aggressive lenders. Michael West looks at the case of Ben Shamgar and “Australasia’s most open-minded lender” Bizcap.

    This post was originally published on Michael West.

  • In a move that caters to the growing demand for plant-based options, vegan brands Daring Foods and Tindle Foods are making significant strides in the US market. Daring has introduced a line of innovative frozen entrée meals, while Tindle marks its retail debut. Meanwhile, UK-based VFC is expanding its product range with “naked” unbreaded vegan chicken offerings.

    VegNews.SpicyVeganChickenBowl.DaringFoodsDaring Foods

    Daring’s new frozen entrée range includes a collaboration with Fly by Jing, resulting in the Daring x Fly by Jing Fried Rice Plant Chicken Bowl. This exclusive Target product combines spicy fried rice with Daring’s Original Plant Chicken Pieces. Other offerings include Spicy Fajita, Teriyaki, Harvest, and Penne Primavera Plant Chicken Bowls.

    “We’ve always been on a mission to transform the category by offering delicious plant-based options that embrace diverse tastes and dietary preferences. Our latest frozen entrée bowls represent a significant step forward in redefining plant-based cuisine while staying true to our commitment to authenticity and simplicity,” Ross Mackay, CEO of Daring Foods, said.

    VegNews.VeganWings.TindleTindle Foods

    Singapore-based Tindle is also entering the US retail scene, following its success in foodservice. Tindle’s plant-based chicken patties, wings, and nuggets are now available in Giant Eagle stores across Pennsylvania, Ohio, and Indiana, online via FreshDirect in New York City, and in select California stores.

    “We’re thrilled to announce our retail debut with established and like-minded partners all over the country, including grocers like Giant Eagle that share our strong commitment to sustainability and building a healthier planet for future generations,” JJ Kass, SVP at Tindle Foods, said about the launch. 

    VegNews.Chicken.VFCVFC

    VFC, an acronym for “Vegan Fried Chicken” and known for its Southern-fried coated vegan chicken, is introducing two new products in the UK at Morrisons: Chick*n Mince and Chick*n Breasts. These products aim to replicate the taste and texture of conventional chicken, offering high protein content and reduced saturated fat. 

    “Our vegan chicken mince is a game-changer in the world of plant-based cuisine. We’re proud to offer a product that matches the taste and texture of conventional chicken mince, whilst providing exceptional nutritional value,” VFC Co-founder Adam Lyons commented on the mince.

    VFC has also been expanding its presence in the US and UK markets, focusing on health-conscious consumers. “Expanding our product portfolio into uncoated products not only allows us to appeal to incremental meal occasions in the week, but also aligns with our mission of sparing chickens’ lives by featuring our products in more mealtimes,” Alison Reilly, VFC’s Head of Marketing, said, emphasizing the importance of health in their strategy.

    This post was originally published on VegNews.com.

  • Lakeba
    Colourful digital evangelist Giuseppe Porcelli hoodwinked his investors into taking shares in Lakeba Group which were not actually “shares in Lakeba Group”, but rather shares in “Lakeba Shares”. Michael West with the latest from LakebaLand.

    This post was originally published on Michael West.

  • Edelman, world’s largest public relations company, paid millions by Saudi Arabia, UAE and other repressive regimes

    Public trust in some of the world’s most repressive governments is soaring, according to Edelman, the world’s largest public relations firm, whose flagship “trust barometer” has created its reputation as an authority on global trust. For years, Edelman has reported that citizens of authoritarian countries, including Saudi Arabia, Singapore, the United Arab Emirates, and China, tend to trust their governments more than people living in democracies do.

    But Edelman has been less forthcoming about the fact that some of these same authoritarian governments have also been its clients. Edelman’s work for one such client – the government of the UAE – will be front and center when world leaders convene in Dubai later this month for the UN’s Cop28 climate summit.

    Continue reading…

    This post was originally published on Human rights | The Guardian.

  • More than 13,000 Nigerian villagers can bring legal claims against oil firm, rules high court

    Thousands of Nigerian villagers can bring human rights claims against the fossil fuel company Shell over the chronic oil pollution of their water sources and destruction of their way of life, the high court in London has ruled.

    Mrs Justice May ruled this week that more than 13,000 farmers and fishers from the Ogale and Bille communities in the Niger delta were entitled to bring legal claims against Shell for alleged breaches to their right to a clean environment.

    Continue reading…

    This post was originally published on Human rights | The Guardian.

  • Scale Facilitation Geelong
    The Supreme Court of Victoria has ordered the winding up of SaniteX Global, the Scale company that employed staff and engaged contractors. It may well be the beginning of the end for ex-PwC partner David Collard and his tax-shy battery venture.

    This post was originally published on Michael West.

  • Industry and Science minister Ed Husic has declined to comment on reports of a ‘secret’ process designed to accelerate the Australia’s acquisition of a quantum computer, saying instead that he would “speak fully” if an investment decision eventuated, reiterating the government’s commitment to the local quantum sector. Last week, multiple industry sources told InnovationAus.com that…

    The post Ed Husic all quiet on the quantum EoI front appeared first on InnovationAus.com.

    This post was originally published on InnovationAus.com.

  • Mark Leibler

    From telling a Foreign Minister where not to go, ‘moderating’ the behaviour of journalists, ‘stymying’ Labor’s Bob Carr and patronising the young, Mark Leibler knows all the tricks in the book.

  • When did you first know you enjoyed drawing and that you wanted to take it further than being something you did for pleasure or as a hobby?

    A few years ago, I found my autobiography that I wrote in the second grade. In the autobiography, I wrote three lines. One of them was, “When I grew up, I want to be an artist.” I was like, “How was I so sure back then in second grade?” But I forgot all about it, and I changed paths.

    I wanted to be a pediatrician. So I did all of my studies. I was an overachiever, and I did college classes in high school and did everything so that when I went to college, I would be set to start doing medical school. Then I started having all these extra classes, like free periods in high school because I was doing too much, and so I started going to the art room. I began oil painting and got really into drawing and painting to the point that I had amassed, I don’t know, 40 paintings in a year.

    When I went to go for my orientation at the University at Buffalo SUNY School, I brought this little packet of paintings with me, photos of paintings, not slides, just shitty photos I took in the backyard, and I showed them. I took some time off my orientation to go over to the Center for the Arts. I met someone there who took them and they were like, “Oh, well, these are pretty good.” I was like, “Oh, thanks. I don’t know, it’s just like maybe I can double major.” They were like, “You’re insane. You can’t double major in pre-med and art.” So a couple of weeks later, I got a phone call from the person who was the head of the painting department and they wanted to accept me as a painting major with a bunch of advantages as a painting major already.

    So I said, “let me ask my mom.” So I asked her, and she was like, “Well, your life’s going to be exponentially harder, but if that’s what you want to do.” So I did it, and I didn’t look back. I switched plans instantly and started when I was 17 in college as a painting major. Then I switched from a painting major to a printmaking major, and that’s when I got super into the process of making and drawing. It was so intrinsic into printmaking and how you make an image. How I personally work is using my hands instead of using a computer. I like to see the errors and the mistakes.

    When I met you, you worked at a record store in Buffalo and you were putting on shows. At the time you were doing these jobs that weren’t necessarily directly related to your artwork. Did you imagine you’d be able to turn making art into a full-time thing, or were you thinking, “This will just be something I do, and I’ll have these other jobs and stay busy that way?”

    I don’t know. I always was like, “Why couldn’t I do that?” But the reality of things makes it really hard, and the art world is a pretty insular place. It’s trendy and it’s not. If you’re not doing something a certain way, it can be really hard for you to make a living at it. I never do things a certain way, so I was always like, “How can I make stuff, make money, live comfortably, feel happy, and if I have to get a job, will that job coincide with those things?” I always knew I would probably be working somewhere for someone, and as long as I liked doing it, I could always make time to make things.

    There are some other artists I’ve spoken to for the site, like Heather Benjamin or Emma Kohlmann, who had similar entryways, I think—being connected to punk, making flyers, doing this or that. Do you think being someone who is involved in DIY activities helped you when you decided to start a business?

    Yeah, I think being that DIY kid was what made me go, “Well, no, why wouldn’t I do it? You’re not going to tell me I can’t do this thing because I already told myself if I could do it, and I’ll figure out how to do it.” If I put on a show, I would make a custom screen print. Even though no one’s giving me money to do this and no one’s buying these posters afterwards, I would just go flyer all the places that I would flyer with them and then give a grip of them to the band playing.

    They were so happy to have them that I was like, “This is so worth it.” It was never about asking permission to do these things because it was the way it should be or shouldn’t be, or if I was going to make money off of it. It was just like, “No, this is how it is. This is what I want to do.”

    When you started making things and trying to start a business, when did you realize it was actually going to work?

    I stayed in Buffalo for a year after I graduated because I had a couple of gallery shows and then I had the job at the record store. I was like, “Oh, it’s easy. It’s easy to live here. I’ll just make some money this year and move from here.” I grew up in New York, but I wasn’t ready to come back to New York, so I moved to Chicago. When I moved to Chicago, I met someone else who had just gotten out of college, was doing printmaking, and we were like, “Oh, let’s start a greeting card company because we know how to print things ourselves. There’s little overhead, and we’ll see how it goes.”

    So we started it, and people responded really well to it, and we were like, “Oh, that’s really weird. Now we have to do this seriously.” It went along for a little while and then eventually petered out, not because people weren’t that into it, just because of life and people. I started my own thing out of it, and it already had a little bit of a following already, so it seemed a little easy at first. Then, of course, you’re like, “I want to change this or I want to do this a different way.” So it’s just been a constant ebb and flow of like, “Is this going to keep going or should I not do this?” Even then I still do it because I’m like, “Let’s see what happens.”

    The work you’re making is super present in many people’s lives—someone sending a card to a friend or loved one, or hanging up something you’ve made in their homes. It’s accessible and it’s reaching people. That feels tied into the DIY aspect, too. The gallery system is so often just hedge-fund people and bankers buying stuff, and so few people ever actually get to see what you’re making.

    A lot of the stuff that I make is intrinsically emotional and has a lot of feeling in it. At the time that I was like, “I’m going to be a fine artist now,” it wasn’t what anybody wanted. It was a different time, a different place. Everyone wanted stuff that looked hard and if it had emotion, it was black and white, and it wasn’t really what I was going for. So it made me feel really shitty about what I was making. I was like, “How do I bridge the gap between these two things and still feel okay about what I’m making?” All of a sudden, I started making stationery, which seems so trite in the moment, but then before gay marriage was legal, this couple wrote to me.

    They were like, “We really want to use this one card you make, for our wedding invitation.” I was like, “Oh, my god, that’s so cool. I never thought of that card being used for that reason.” Then all of a sudden, as time goes on, you start showing up at different places and all these people are telling you things like that, you’re like, “I think it has a better place now so I’m going to keep going and make as weird a thing as I possibly can make and see what people respond to.” So far, it’s been okay.

    What are the things you’re pulling from? Will you be watching TV or something or listening to a song and then a lyric just pops out and you’re like, “Oh, this can be a card?” Or watching a TV show, “Oh, yeah, this here can lead to something,” like that?

    Yeah, it’s very random. I’ve always liked words. Throughout time with any work I’ve done, I’ve always incorporated words somehow. I think my ears are always listening for something. It might not even be like I’m paying attention and then all of a sudden… My workstations are always covered in this brown craft paper to protect the tables. Then at the end of two weeks, I’ll look down at the paper and it’s got all of these scribbles on it, and I’m like, “Oh, those are all the card ideas for last week.” I’ll transfer that to a notebook and weed out the things that are insane.

    I remember there was a time when maybe when your business was first taking off and you were filling orders and it seemed fairly stressful—if someone ordered a bunch, you had to just make all these things by hand. You have people helping you, right?

    At the moment, I have just one person helping me off and on. It’s always so hard to manage people, so it becomes its own job that I’m not equipped to do. I know this, and I hate it.

    So during certain times of the year, like holiday season, is it a thing where you just suddenly have to work 14-hour days to get everything done?

    Yeah, I haven’t had a day off in three weeks, and I know that it’s going to be that way until I leave for a trip in November to do work. I know that this time of year just what it is, and I just have to be okay with it, and everyone around me has to be okay with not seeing me or if they want to see me come to the studio for lunch. It becomes a thing where people just know, and I just have to go essentially dark in a way as far as being social.

    Has a large corporation ever asked to buy your brand and have people make the cards and you don’t have to worry about it so much?

    Yeah, I was approached once by someone about partnering, and when I looked into what they were about, I just wasn’t that into it. People are always like, “There’s no way you’re still doing that by hand.” It’s like, “I’m going to make the cards by hand until I can’t do it,” because that was the ethos of the line. I also use a really outdated version of something to make the cards, and it’s slowly dying. It’s a Japanese product called a Gocco printer, and it’s discontinued. So I scoured the internet for supplies, and my whole thing has always been like when those supplies are done, then I will outsource the printing to someone and make my life a little easier in that way. But until then, I don’t know. It feels weird not to do it, so I do it.

    Maybe when this interview goes up, someone will have one on they’ll send it to you.

    I know. Every now and then I get a random package from someone who knew me a while back is printing with it, and it’ll be a bunch of supplies. I’m like, “What? What gold just came in the mail?” So if anyone has any, I will take them from you, and I’ll give you something in return. No problem.

    How would you define success? For you, does it feel like you’re successful as an artist and a business person? How do you feel on a day-to-day basis, or do you ever feel like a failure?

    I don’t know that I feel either of those things. I don’t know if I’ve decided I need to feel those things to make stuff. Then on top of it, nothing makes me happier than buying a book of an artist that I love. One day I was like, “I think I’ll feel successful when I make one of these kind of books, when hopefully, I’m 100 years old and there’s a book that has encompassed all of these weird projects and things that I’ve done, and I get to see them all in one thing.” I feel like that’s when I’ll feel a certain way about it.

    But I don’t know that I need those other things along the way. It always feels nice when someone tells me how something makes them feel. It feels great that people get to live with them. But I never really think that far ahead, I guess, which is not a great thing also for a business, but it’s also hard for me to remember that I have a business in some respects because it’s so much about what I just do on the day-to-day.

    You were talking about making emotional art before. You and I just finished a book together, Sad Happens, and it’s really deeply steeped in emotion. I mean, it’s about crying. Our metric for success with it, so far, has been like, “Oh, this person wrote and then they shared their own story,” or someone who contributed to it, who never thought of themselves as a writer, was like, “Oh, wow, I realize maybe I’m a writer.” So, yeah, our metrics for success have all been based on feeling or people getting something out of it. I do think that goes a long way versus, “How many pre-sales have we gotten?” I haven’t even asked that yet come to think of it.

    I haven’t asked. Yeah, I thought about it the other day. I was like, “I wonder if anyone bought it.”

    **I’m always more interested in what the book looks like and if people are getting something out of it. I think that kind of shared ethic has probably helped us as collaborators because we’re both on the same page. We also both have day jobs, so we’re not entirely reliant on the books to make money. I’m not like, “Rose, we got to get on Good Morning America. Come on, we got to press…” **

    **When we knew each other in Buffalo, we knew we wanted to work on something, and we never knew what it was. I think a lot of people in this day and age feel like they need to rush to get things done. You know, “If I haven’t signed to a record label about 24, I’m a failure.” I think oftentimes you have to wait for the right project and wait for the right moment, and it may take a long time. Sad Happens to me is a project that was somewhere in the back of our heads, just out there for a long, long time, then it finally came to be. It’s interesting now as people see it, because then it feels very new—but to us, it’s been this idea that’s been floating around forever. **

    Anyhow, in general, I think you have to be ready to grab the ideas when they finally feel like you can make them tangible.

    For sure, and to feel comfortable with waiting. A lot of people aren’t comfortable with waiting for things. I feel like I could sit in a room for three hours with nothing happening, and even at the end of it, if something was like, “Eh, it didn’t happen today.” I’d be like, “Okay, see you tomorrow.” I feel like people aren’t comfortable in knowing that inside themselves there is something you can wait for, for it to happen. If it doesn’t happen today, it could happen tomorrow. It could happen in 10 years.

    That part of being comfortable waiting, I think, is something people aren’t ready to do anymore because of the immediacy of everything. You can get things right away, you can get them delivered, that you can get them online and get feedback online right away. I don’t know. I barely have told anyone or shown anyone anything about the book other than that it’s happening. Yet, when people come to the studio and they’re like, “Oh, what’s that?” I’m like, “Oh, it’s a stack of 150 drawings that I did in the last year-and-a-half. You want to see them?” Everyone’s like, “Oh, my god!” So to me, it’s such a fun thing to see how the time it took made it better also than what we thought it could be or what it was supposed to be.

    Speaking of long-term things, would you have any tips for people just starting out? Suppose a young artist is out there like, “I’m going to start my own company,” what are some things you learned? What were mistakes you made, where if you had to do it all over again, you’d be like, “All right, these are things that I would not do the second time around?” Or things you did that worked really well.

    I just didn’t have a focus yet. Even now to this day, I wish I could focus it a little bit more and not make as many things because the problem with being the boss and the creative and the actual production on something, it’s like, “I can make anything. I can do anything. Here, let’s make it all.” But in the end, I shouldn’t do that because it becomes too much.

    So honing your idea from the start, but taking the time to really think about it before you just jump in. It will benefit you so much more in the end because you’ll already be able to talk about it in a confident and assured way instead of being like, “I don’t know, I make stuff.” Which sometimes I still to this day, 15 years later. Being able to really concisely figure out what you want to do before you start is always good.

    Then just because I’m that person, I would also say ignore what I just said and make anything you want. Because if you are the creative in business, if you have the skillset to make the thing, make the thing.

    I guess that goes for another tip. If you don’t know how to do it, find the best person to make it for you, because if you sit around all day trying to figure out how to make something that you don’t know how to make, it’s not worth it to you. It’s not going to feel good every time you fail making it and knowing that you can find outside help to help you make things sometimes is also really important. Making those kinds of connections and partnerships is always the best and has helped me a lot with making stuff.

    There is a real satisfaction in the play of being able to make whatever you want and then knocking it down a peg every time to be like, “This doesn’t make sense,” or actually, “This would cost so much money and people wouldn’t understand why it would cost as much,” or things like that always have to factor into stuff that you’re making when you make art as a business.

    Speaking of business: Do you have a card you look back on where you think, “This was the perfect card?”

    It’s the first card I ever made. It seemed so stupid at the time, and to this day, I still print it 15 years later. It just says, “Two trees,” and it says, “I like growing old with you,” and it’s a birthday card. It was like, “How do I make a birthday card without it being a birthday card?” I did it, and I was like, “All right, let’s make more.” It was the card that told me that people will buy this card that’s hand-drawn.

    In the beginning, I was trying to use a lot of clip art and stuff that felt very of the time and of the moment, and witty sayings. I was really tired of it and everyone was starting to do it. I developed a font that I hand drew, and put it out into the world and people bought it. I was like, “All right, let’s keep going.”

    Rose Lazar Recommends:

    a list of 5 things in no order but all definitely related

    crying: this seems like a no brainer, but often the only thing left to do

    Alexander Calder: every time i see another piece of his that i haven’t seen i think i wish i could have known him

    What We Do in the Shadows: i just recently decided to watch this show and have had a great time while doing it

    Little Simz: UK rapper whose last album No Thank You has been on repeat a bunch this past year

    The movie Point Break

    This post was originally published on The Creative Independent.