The EOI experience….my real experience

Todavía recuerdo las primeras palabras que escribí en este blog “Las primeras impresiones”, donde hablaba sobre lo qué significaba para mí empezar en EOI, un año por delante, gente nueva por conocer, nuevas asignaturas….en resumen, una nueva experiencia se abría camino un 20 de octubre. Y hoy, 6 de junio….hemos tenido la última clase MIGMA 2011-2012, última clase del master.

Mirando atrás….aquellos días iniciales, vuelven a mi cabeza las millones de frases memorables, y me gustaría empezar por una que creo que nos caló a todos bastante hondo….no porque pensaramos que fuera real, sino porque se ha demostrado que ES real.

Aquella clase inicial de contaminación atmosférica, cuando un profesor ex·migma nos explicaba la evolución del master: “Chicos, se cómo os sentís ahora…estais como recién llegados a OPERACIÓN TRIUNFO, todo es ilusión, toooodo son ganas, VOY A CAMBIAR EL MUNDO!!….pero….ese estado no dura siempre, porque después viene el momento GRAN HERMANO con todos esos momentos que nos da la convivencia, y donde TODO SE MAGNIFICA…..para finalmente llegar a SUPERVIVIENTES cuando el tiempo se nota sobre los hombros y el final se ve imposible, cual Everest, y donde LA RESISTENCIA ES LO IMPORTANTE”. Creo que esas palabras (no literalmente pero unas muy parecidas) resonarán en mi cabeza por los restos cuando recuerde la EOI.

Al final, como casi siempre en la vida, la rutina acaba por atraparte….pero no es una rutina “al uso”, es una rutina made in EOI….lo que implica vivir allí!! Mañana-tarde-noche allí (desayuno, comida, merienda e incluso cena!!) y el ritmo de trabajo inicial piensas que es sólo inicial…por eso de que durante el verano uno se oxida, y quizás sea normal que los inicios sean duros. Pero a medida que pasan los meses te das cuenta de que el ritmo de trabajo es un estado natural al que ya estás casi acostumbrado, y si te piden 3 trabajos….pues 3 trabajos, que si son 4 presentaciones….pues ole!! Porque al final, es una rutina más.

Pero precisamente por eso la Experiencia EOI es mucho más que el master, mucho más que lo que puedas aprender en las aulas, mucho más que el famoso “networking”….es todo lo que aprendes de la gente con la que compartes casi “vida”, personas que ves más que a tu familia, más que a tu pareja, más que a tus amigos del colegio/instituto/universidad. ENTRAS EN UNA NUEVA “FAMILIA”.

Y qué mejor forma de romper la rutina académica que variar las actividades “familiares”, compartiendo 1001 momentos fuera y estrechando lazos con gente que a priori no imaginabas que conocerías (VIVA LA INTEGRACION INTERMASTERS!!). Comienzas a coger mucho cariño a las personas y acaba motivándote más ir a la EOI por la gente, y es que al final ¿qué es lo que queda después? Los libros? Las ppts?….no….lo que quedan son las personas, LOS AMIGOS.

Gracias a ellos se suceden las anécdotas que sería incapaz de resumir en pocas líneas porque se alargarían folios y folios. Gracias a ellos surgen frases para el recuerdo, frases y términos que acaban extendiéndose por toda la escuela (Véase el ejemplo de GRILLO, adoptado como forma de vida!!). Sin olvidar de toda la colección de frases recogidas en los diversos apuntes de todas aquellas asignaturas cursadas (los irreductibles galos siempre estarán ahí….).

Cuanto más escribo más momentos vienen a la cabeza: cañas en el johnnys!! (Gracias por estar tannn cerca siempre), momentos de pérdida de razón en la biblio, cccc, tics en el ojo variopintos, las famosas espirales (que se convertirán en tatuaje), las canciones y coreografías varias (adoptando la innovación como forma de vivir), los momentos de auditoría de ocio nocturno (con sus raps, canciones y risas) sin olvidar de los comentarios posteriores a esas auditorías, y últimamente esos derbis futbolísticos pre-veraniegos, sin olvidar de los planes de futuro….

En fin, como ya he dicho 1001 MOMENTOS que se quedan como registro mental, fotográfico y escrito (en mi contribución con este post). Todos aquellos que lo han vivido, saben de lo que hablo, me conocen y espero que lo lean y como mínimo SONRÍAN, porque esto no acaba…es solo el principio de algo tannn grande, tannn bonito y tannn largo que merece la pena seguir no??

-To be Continued….-

Imagen de previsualización de YouTube

 

 

 


Motivación…porque la verdadera excelencia se obtiene desde dentro de la organización.

De un tiempo a esta parte está siendo cada vez más común que las empresas y organizaciones busquen nuevas formas de generar valor añadido, y una de esas formas es la implantación de un sistema de gestión ambiental. Tener un sistema de gestión ambiental certificado supone para la empresa una serie de beneficios de mercado, económicos, de mejora de la imagen de la empresa y también de su situación reglamentaria.

La importancia que tienen los recursos humanos en la implantación de un sistema de gestión ambiental es clave, dado que los empleados juegan un papel muy importante para el que proceso sea un éxito o un fracaso. Considerando esto, la Alta Dirección de la organización tendrá la difícil tarea de lograr que los trabajadores se integren en esta nueva cultura a través de estrategias encaminadas a la concienciación de los trabajadores sobre su importancia.

Motivar a los empleados ayuda a lograr una mayor participación en esfuerzos medioambientales, lo que como es evidente requerirá del trabajo en equipo. La formación y el entrenamiento del personal de la organización son factores esenciales en la implantación y promoción de prácticas de gestión ambiental.

Generalmente los empleados perciben la implantación de un nuevo proceso como un trabajo adicional, y no lo integran al trabajo diario, por lo que si exige una revisión adecuada del programa previo a la implantación de un sistema de gestión ambiental.

Para que todos los beneficios del sistema de gestión ambiental lleguen a la organización, será importante que el sistema proporcione una sistemática de trabajo estandarizada orientada a obtener los resultados ambientales planificados. Por ello la clave es conseguir la implicación del personal de la organización, y esto se conseguirá evitando que el sistema de gestión suponga una carga adicional de trabajo. Para evitarlo lo mejor será que éste forme parte del trabajo habitual del personal de la organización. Si se consigue esto, el control operacional establecido funcionará y esto permitirá que el sistema siga su curso.

 

Será por tanto de vital importancia la motivación del personal en lo relacionado con el sistema de gestión ambiental puesto que es la pieza clave para que funcione y no se convierta en un trabajo extra para los trabajadores de la organización.

Aquí es donde el concepto de mejora continua incluye también al personal, ya que será la base de la pirámide para finalmente alcanzar la certificación, no de cara a los demás y como ventaja competitiva, sino pensando cómo mejorar de forma interna en la empresa.

Como en el caso de un iceberg, lo que se ve de cara al exterior es sólo una parte muy pequeña (la certificación) puesto que donde se ven de verdad los resultados es en toda la parte que está debajo del agua, aquella que se refiere al personal de la organización y sobre la que se ancla el futuro de la misma.

 


Pasos de Fauna en Canadá

El Parque Nacional de Banff en Canadá fue creado en 1885, siendo el segundo parque nacional del mundo (después de Yellowstone en EEUU). Este parque se encuentra en las Montañas Rocosas en la provincia de Alberta y posee más de 650.000 hectáreas.

El mencionado parque es atravesado horizontalmente por la Autopista Trans-Canadiense (ATC), que es la tercera carretera más larga del mundo. Uno de los principales problemas que se dan asociado a éste tipo de infraestructuras es que, al ser uno de los parques más visitados del mundo, ha sufrido gran cantidad de atropellamientos de fauna (sobre todo de gran tamaño, como osos).

Consecuencia de lo que estaba ocurriendo, se realizaron diversos estudios y se determinó que la tasa de fragmentación actual del hábitat y el desarrollo antrópico a ambos lados de la carretera resultan una amenaza a largo plazo para la supervivencia de la fauna, dado que irónicamente el Parque tiene por objeto servir de refugio a la fauna de la zona. Dado que en los últimos 20 años, el volumen del tráfico ha aumentado notablemente en la zona, hubo que hacer una ampliación de la carretera de 2 a 4 carriles.

El desarrollo de medidas correctoras para evitar estos efectos necesita la instalación de estructuras específicas para el paso de fauna, o la adecuación de las diferentes infraestructuras de drenaje transversal.

Por ello y ante el problema de los atropellamientos se decidió adoptar como medida para mitigarlos la creación de pasos de fauna a lo largo de la carretera (tanto superiores como inferiores), que proporcionaran un enlace entre hábitat y fauna.

En la actualidad el Parque Nacional de Banff es el complejo más grande del mundo en pasos de fauna y ha servido para evitar la muerte por atropello de venados, osos, alces y pumas. Además se colocaron unos alambres que la cruzarlos los mamíferos dejan enganchados algunos pelos que servirán como muestra para determinar la variabilidad genética de las poblaciones habitantes del Parque. También se han realizado comprobaciones que según qué tipo de especies prefieren más los pasos a bajo nivel.

Aquí está el link que muestra los pasos de fauna del Parque Nacional de Banff en Canadá y se explica el seguimiento realizado allí, mostrándose algunas imágenes de los animales que utilizan dichos pasos:

http://pasosdefauna.wordpress.com/2012/02/18/por-qu-cruz-la-carretera-el-oso-una-de-videos-sobre-pasos-de-fauna-y-animales-uttilizndolos/


Actuaciones ambientales en el Túnel de Guadarrama

El túnel de Guadarrama es una de las obras de ingeniería más grandes ejecutadas en España, puesto que es el primer y único túnel para alta velocidad construido sin ataques intermedios, el cuarto más largo de Europa y el quinto a nivel mundial.

El cale del tubo Este, se realizó el día 5 de mayo de 2005 en un acto de inauguración. Un mes más tarde concluyeron los trabajos con el cale del tubo Oeste. Dado que las obras dieron comienzo el 28 de septiembre de 2002, el tiempo total invertido ha sido de aproximadamente 32 meses. A nivel descriptivo se trata de un túnel de doble tubo, con una separación de 30 metros entre ejes y 28,4 metros de longitud.

Un túnel es el tipo de infraestructura de transporte cuya construcción y existencia causa menor impacto sobre el entorno natural. Además en este proyecto se tomó la decisión de prolongarlos aproximadamente 1000 metros para que no afectaran a zonas protegidas y de alto valor ambiental.

Desde el inicio se han implantado las medidas necesarias para la integración medioambiental de las obras y para proteger el sistema hidrológico, la fauna y la vegetación.

Siguiendo la Declaración de Impacto Ambiental, casi el 30% del material excavado se aprovecha para la fabricación de hormigón, en las plantas de dovelas. El resto se dispone en vertederos autorizados por las Autoridades Medioambientales.

En este caso, de los túneles de Alta Velocidad de Guadarrama, es importante señalar la decisión de prolongarlos 500 metros en cada extremo, con el objetivo de evitar que a sus salidas afectaran a zonas protegidas y con alto valor medioambiental.

Protección de la vegetación

– Trasplantes de especies arbóreas y arbustivas, sobre todo de ejemplares autóctonos como roble, enebro, encina y fresno.

– Jalonado del perímetro de actividad de obra, para que el movimiento de maquinaria se ciña a la zona autorizada

– Control de voladuras para evitar la destrucción de la flora colindante a la zona de obra

– Control de la presencia de polvo sobre las plantas mediante riegos periódicos

Protección de la fauna

– Evitar la posible destrucción de hábitats mediante el jalonamiento de la banda de terreno afectado y el control de las emisiones de polvo, contaminantes y ruido

– Reducción de la luminosidad nocturna generada por la obra utilizando focos provistos de parasoles orientados al interior de la obra

– Preservar la temporada de cría y nidificación en la realización de voladuras y desbroces

– Sistemas de escape para la microfauna en cunetas y obras de drenaje longitudinal

– Protección contra la erosión en los sistemas de desagüe

– Evitar la electrocución y la colisión de las aves con señalización especial

– Creación de minihabitats para especies protegidas o poco frecuentes

Protección del sistema hidrogeológico e hidrológico

– Plan de emergencia para los vertidos

– Eliminación de huecos y depresiones del terreno que puedan retener y encharcar el agua de escorrentía

– Depuración de aguas residuales de las zonas de oficinas y vestuarios

– Adaptación de los cauces naturales con obras transversales de paso, que garanticen la evacuación de caudales de avenidas y sus arrastres sólidos.

– Vigilancia de los movimientos de tierra y de aquellas operaciones que puedan disminuir la calidad de las aguas o alterar su flujo natural.

– Tratamiento de las aguas procedentes del túnel

– Colocación de cunetas de guarda en las zonas de instalaciones auxiliares de obra para evacuar las escorrentías provenientes de aguas arriba

– Colocación de cunetas de desagüe en la parte inferior de las zonas de instalaciones para evacuar las aguas generadas en las mismas y conducirlas hasta arquetas de retención de grasas y balsas de decantación.

– Vigilancia de que ninguna zona de recarga de acuíferos se vea afectada

– Correcta ubicación de instalaciones auxiliares para que no afecten a caudales subterráneos

Protección atmosférica y acústica

– Humidificación y cubrimiento de materiales almacenados

– Riego de caminos de obra y cubrimiento con mallas de los materiales transportados en camiones

– Utilización de captadores de polvo en el barrenado y retirada de detritus de perforación

– Mantenimiento de maquinaria de obra

– Ubicación de instalaciones auxiliares y viales para el transporte de materiales lejos de las zonas habitadas, y limitación horaria de actividades especialmente ruidosas

– Pantallas antirruido temporales y limitación horaria donde se superen los niveles admitidos.

 

Defensa contra la erosión, recuperación ambiental e integración paisajística

La recuperación de la capa superior de tierra vegetal es de gran importancia. Su acopio se efectúa en montones de sección trapezoidal y altura inferior a 2 metros. Si el tiempo de acopio es superior a un año se procede a una hidrosiembra ligera.

En cuanto a la selección de especies se han preferido autóctonas, porque aseguran el éxito de las plantaciones y restauran de forma más natural la vegetación degradada preexistente, además de enriquecer los ecosistemas.

Los tratamientos de revegetación son diferentes según se trate de terraplenes, desmontes en suelos o rocas blandas, túnel artificial y zonas auxiliares de instalaciones temporales.

Permeabilidad territorial

Para mantener la permeabilidad de comunicación original existente se reponen todas las vías y servicios afectados. El trazado ferroviario no atraviesa vías pecuarias, pero sí se verán afectadas algunas durante las obras por el cruce del camino de servicio con la cinta transportadora.Las vías pecuarias afectadas son la Colada de Juarrillos y la Colada de la Ermita de Juarrillos.

Vigilancia ambiental

– Controlar la correcta ejecución de las medidas previstas, su eficacia y la calidad de los materiales

– Detectar impactos no previstos en el Estudio de Impacto Ambiental y adoptar las medidas adecuadas para reducirlos, eliminarlos y compensarlos

– Elaborar informes periódicos sobre los resultados de esta vigilancia

– Formulación de indicadores para cuantificar el seguimiento de las medidas previstas y sus resultados

– Vigilancia especial de las medidas propuestas por la DIA


 

 

 

 

 

 


Estudio de Contaminación Acústica y Plan de Acción

El presente estudio de la medición de los niveles de ruido en los alrededores de la Escuela de Organización Industrial en Madrid tiene como  objetivo la evaluación de los diferentes niveles acústicos obtenidos y compararlos con lo establecido en la normativa vigente (RD1367/2007).

Los puntos seleccionados para el muestreo acústico realizado en el entorno de la EOI fueron los que se detallan a continuación en el mapa.

Como resultado de la medición que se realizó en los alrededores de la Escuela de Organización Industrial, el incumplimiento de la normativa (RD 1367/2007) se produce en tres puntos de muestreo, todos ubicados en la Avenida Gregorio del Amo (detallados en la foto inferior).

El Plan de Acción en Materia de Contaminación Acústica que se propone a continuación establece las líneas de actuación para una mayor eficacia en la lucha contra el ruido en la zona objeto de estudio. Para ello se establecen los objetivos de reducción del ruido, y se describen las medidas para alcanzar dichos objetivos, indicando las zonas prioritarias de actuación así como la designación de los responsables encargados de su aplicación.

Dado que el principal problema que se encuentra en el ámbito de estudio está relacionado con el ruido del tráfico, tanto de vehículos ligeros como de vehículos pesados, a continuación se proponen una serie de medidas que tratan de fomentar la movilidad sostenible.

 

Hacer una redistribución de las líneas de autobuses y la renovación de la flota de vehículos municipales a su paso por la Avda. Gregorio del Amo, puesto que es la vía que ha dado problemas en el estudio acústico, de forma que los autobuses no pasen por esta calle sino por la paralela.

 

 

El acceso restringido a vehículos de transporte de mercancías a su paso por la mencionada avenida, ya que es una calle cuyas características fomentan la aceleración de los vehículos a su paso, a pesar de que haya una limitación de velocidad de 40-50 km/h.

 

 

Otra solución para la calle problemática es la instalación de badenes en aquellas partes en las que la pendiente lo permita siendo el uso de los mismos muy limitado en la avenida ya que la pendiente es elevada.

En el estudio acústico, se constató que la calidad del firme de la calle no era la adecuada y parte del ruido identificado fue consecuencia del paso de los vehículos sobre baches y pequeñas grietas en el asfalto.

Al final de la Avda. Gregorio del Amo, otra posible solución para minimizar los niveles de contaminación acústica que impera en la zona, sería la instalación de una rotonda, puesto que en la actualidad existen semáforos que fomentan el ruido por las paradas y los arranques, así como el sonido del claxon de los vehículos que pasan. Con la rotonda este problema de ruido se solventaría y además la reducción de la velocidad ayudaría a este objetivo.

 

Como medidas de carácter general para la reducción de niveles de contaminación acústica, se podrán realizar campañas de sensibilización y educación contra el ruido, mediante encuestas a ciudadanos, instalando monitores de información en la zona con los niveles de ruido y las fuentes que los originan, y como medida importante la realización de campañas educativas en los colegios de la zona (como el que se encuentra ubicado en el Paseo de Juan XXI.

Como conclusión cabe destacar que los alrededores de la Escuela de Organización Industrial, son un ambiente especialmente vulnerable puesto que hay varios edificios catalogados como uso docente, residencias de estudiantes y viviendas que tienen un uso residencial, y relativamente cerca varias clínicas que serán uso sanitario. De forma que se considera bastante importante mantener unos niveles de contaminación acústica dentro de los límites establecidos en la legislación.

 

 

 

 

 


Move Fast & Break Things: Facebook

You would never build something great doing it the same way others have done it” Mark Zuckerberg

Maybe this is a good concept if we are talking about innovation, but being more specific…about open-innovation. However…. what is open innovation? It is the fact to combine internal and external ideas as well as internal and external paths to market to advance the development of new technologies.

 

 

Talking about innovation there are four elements which are the clue and which are interconnected: strategy, ideas, process & climate.

 

In the Facebook case, the project started in 2004 in Harvard when Mark Zuckerberg was 19, and nowadays it has 300 million users all around the world and $500 million in revenue.

 

 

The main idea was that people care a lot about controlling information about themselves, their reputation and privacy. It had worked in Harvard and the big initial question was: Is it going to work in the world? …. The answer to that question was that every user has an identity that they want to express and friends and family that they want to stay connected with. And it has grown from the original 6 thousand person student body to more than 300 million people across the world.

All the motivation of this idea comes from a creator’s passion of building things very quickly. The first person in Facebook was built in 2 weeks, and after that they improved the application ending in a really quickly website.

As Mark has said, it is the idea that is sacred and is the person who thought of it the one that should get full credit for it and so forth. It is just the combination of execution and an idea of where you want it to go.

So, from those conversions that Mark had with his friends in college, they had this very broad idea of where they thought the world should go and not just, kind of, guide at Facebook’s development to this date. But a lot of it was also just good technical decisions, getting really smart people in to work on it. These are the three keys to Facebook success  http://www.youtube.com/watch?v=Vl74ypiwlA4

Furthermore, long term focus is a really important part of this innovation process and we have lots of opportunities to optimize for the shorter term whether it is in selling the company or doing in different products that would have benefited us in the short term but not optimized for the long term impact.

“Opportunities like this don’t come around that often. So, when you get one, I feel like you almost have a duty to see it through and built it to be what it can be” Mark Zuckerberg.


Telefónica

BUSINESS STUDY

Telefónica is one of the world’s leading integrated telecommunications operators, providing communication, information and entertainment solutions. Inside the Telefónica concept, there are different brands (Telefónica, Movistar, O2, Vivo & Terra). In September 2011, Telefonica had a total of 299.7 million customers. Telefónica is a 100% private company, with more than 1.5 million direct shareholders.

Telefónica’s activity has a demonstrable positive impact in the societies where it is present as an engine for economic sustainable development and innovation, and to help to overcome social divides. Its activity contributes to economic development in the countries where it operates through three main ways /Employment, Investment of infrastructures, Quality and competitiveness of its IT services

The group holds fifth place in the world telecoms sector in terms of market capitalisation. It is the leading European integrated operator and holds fourth place in the Eurostoxx 50 ranking, which is composed of the major companies in Europe. In Spain, the Group has over 80 years’ experience since its founding in 1924, providing services to more than 46.9 million customers at September 2011.

Telefónica has one of the most international profiles in the sector, is today a leader in the Latin American Telco market, also enjoys a significant footprint in Europe, and it is widening its horizons for growth through strategic and industrial alliances, and partnership agreements as well. More than 60% of the company’s business comes from outside its home market and it is a reference in the Spanish, and Portuguese, speaking markets.

It has a presence in Europe, Latin America, and China. The company operates in 25 countries. Its shares are traded on the Spanish stock exchanges (Madrid, Barcelona, Bilbao and Valencia) and on the stock markets of London, New York, Lima and Buenos Aires. In Latin America, Telefónica provides service to more than 194 million customers. In Europe, apart from Spain, the Company has operations in many countries providing services to more than 57.8 million customers. In the link below, there is the international presence and details for each country. http://www.telefonica.com/es/about_telefonica/html/dondeestamos/clientes.shtml

And also there are more details which show the strategic and industrial alliances that Telefonica has in China and Europe, and the partners program.

Telefonica’s dividend yield stood at 8.2% in 2010, the highest return of the world’s top fifty companies by market capitalisation. Its total dividend yield for the past five years was 77.1%. As it is highlighted, the revenues and the operations show the successful evolution of Telefónica. 

As it is shown in the chart below, the company evolution from 1989 to 2010, the current crisis context has not affect massively to them because of the profits they have recovered in 2010, because they increase the operations in more countries and also the revenues for that year are higher if they are compared with other companies in the sector.

Telefonica’s dividend yield stood at 8.2% in 2010, the highest return of the world’s top fifty companies by market capitalisation. Its total dividend yield for the past five years was 77.1%. As it is highlighted, the revenues and the operations show the successful evolution of Telefónica. 

STAKEHOLDER STUDY

Telefónica believes dialogue with interest groups or stakeholders as a main aspect of their management because of their ability to influence the results and because they are central to its competitive environment. The main stakeholders are customers, suppliers, employees, communities, civil services and shareholders.

The relationship of dialogue between the company and its stakeholders such as customers, employees, shareholders, suppliers and society, promotes learning and innovation, and are a way of improving their economic, social and environmental issues.

As an innovative organization, Telefónica values ​​the contributions of the participation of stakeholders in learning products and processes. Dialogue with them allows the company to create effective strategies that meet better the requirements of the environment. Despite the complexity and challenges, the results amply justify dialogue efforts.  Likewise, the key to a successful dialogue process lies largely in the share of the company. In this sense, to engage properly with the entire company in the development of this strategy of dialogue there has been taken into account several factors.

The strategic objective of Telefónica is the alignment of the dialogue with the business strategy and objectives of the company in general, or by country or for a particular business line.  The purpose of the initiative is to define the benefits expected from the implementation of the initiatives.

In terms of internal partners the main purpose is the identification of areas and departments with which to develop the dialogue process. Telefónica’s relationship with the various interest groups is not static because the requirements change over time and depend on the target group analyzed.

Telefónica attempts to respond to the stakeholders’ demands through the development of various initiatives tailored to the needs of them in the various markets and countries thus establishing a permanent dialogue process which greatly enhances the ability of the company’s management.

The single team is the aim that Telefónica has in mind as a key leverage factor in this strategy, the Bravo People program has been developed in order to have a team that is enthusiastic and committed, customer-oriented and aligned with business targets.

 

 

CSR STRATEGY DEVELOPED BY THE COMPANY

CSR (Corporative Social Responsability) is becoming one of the greatest opportunities of creation and protection in the companies value, so it has to be taken into account as the Corporate Responsibility as Computational Risk in terms of priorities for the development of large organizations, thus also affecting our case of study, Telefonica.

These risks are the biggest threats to the company, so its definition, assessment and prevention become vital on their agenda. The following issues are those which can provoke that the company loses its reputation, and because of that its credibility among the stakeholders:

  1. Transparency
  2. Deception, cheat
  3. Lack of confidence in the long-term
  4. Exploitation of the media.

 

It is evident that Telefonica, as a huge company, has its own risk map, in order not to incur in financial, network and operative problems. Because of that, it has a management group which study all the factors an features to which the company must meet in order to avoid them before they occur, or even to know by intuiton those that are able to occur in the future, in order to anticipate and avoid being surprised by changes or trends in the market.

“The price of greatness is responsability” Winston Churchill

These words refer to the present day that Telefonica is taking place in this area and does it to lead the Dow Jones Sustainability Index (the most important socially responsible investment index in the telecommunications supersector including landline and mobile operations). Also, the magazine Fortune has recognized it as “The most admired company” in the telecommunications sector among other reasons leading the corporate responsability ranking in the sector.

To achieve these goals, they are facing and improvement in that issues which make a company being aware and responsible in its field:

However although Telefonica, as we have seen, has carried out important actions in terms of responsability, it has also been involved in some scandals in recent years, which have been widely criticized, and therefore they have affected the reputation and status of the company.

In the year 2011, Telefonica began all the documentation to carry out a labour force adjustment plan, which includes the accession of up to 6,500 workers (it means a cut of 20% of the employment) from 2011 to 2013, with a cost of approximately 2,700 million € before taxes, about 415,000 euros per employee. This case was really criticized, because it seemed incredible that a company with so big profits as Telefonica did it, and even more when between 2003 and 2007 they have already done it. Then, almost 13,900 workers in the operator chose to opt out of the 15,000 people in the plan of adjustment. With these figures, the final cost had to take Telefonica was around 3,500 million €, with an average of 252,000 € per work.

So, finally, although Telefonica know really well its numbers, and as it’s known, they did this trying to get profits in the end, but the reality is that the company has recorded losses in the past year, as well as lost reputation, because citizenship believes that companies of this caliber should take measures in order to help this country, and not just looking for its own good.

Another scandal that came out in these days is the relationship that binds the son-in-law of the Spanish King, Iñaki Urdangarín, with Telefonica, once he has been attributed by irregularities in the Noos Institute. He was appointed as chief executive in 2006. Three years later, Urdangarín and his wife, Cristina de Borbón, and their four children moved his residence from Barcelona to Washington, after he was named CEO of Telefonica in Latin America and the United States as well as chairman of the Comission Public Affairs of Telefonica in America.

This has blown many rumors currently, since it is assumed that it was at that time when Urdangarín carried out all the offences which he is attributed, and therefore also casts doubt on the credibility of Telefonica in its hiring.

The improvements and advances carried out by Telefónica in terms of sustainability, working with the Global Compact Office, and talk about four main goals, which are divided in ten principles. The four main goals are: human rights, operating standards, environment and anti-corruption.

 

 

 

 

HUMAN RIGHTS

Principle 1: For better management of the challenges faced by business and human rights, Telefónica support the framework approved by the United Nations Human Rights Council in 2008, based on three pillars, “protect, respect and remedy”. These three pillars were written to protect against human rights abuses by third parties, including companies, to respect the human rights and t a greater access for victims to effective remedy. They ensure their corporate responsibility with regard to the same with proactive work throughout their value chain and area of influence.

Principle 2: Telefónica is working to stop any breaches of human rights in their value chain, to which end they carried out over 1,100 audits of suppliers in 2010. For this reason Telefónica is working every day to ensure that none of their companies are complicit in any breaches of human rights.

OPERATING STANDARDS

Principle 3: In 2010, 75% of our employees had their working conditions regulated by collective agreements. Telefónica is working to ensure that all its workers, both direct and indirect, are able to form or join the union of their choice, without threat of reprisals or intimidation, in accordance with the local legislation of the countries in which they are operating.

Principle 4: Telefónica guarantees the non-existence of forced work in any of their companies. They have clear guidelines on established working hours, safety at work and the remuneration of professionals.

Principle 5: Telefónica acts on three fronts to make a significant contribution to the eradication of child labour in the countries in which they are present: through its own internal regulations, through the responsible management of the supply chain and through Fundación Telefónica´s Proniño and EducaRed programmes. In total, 211,349 children and adolescents benefited directly from the Proniño programme in 2010.

Principle 6: Telefónica´s Global Diversity Project is responsible for internally making this Principle a reality, mainly through the inclusion of a perspective of diversity in an employee’s life cycle. Telefónica is committed to equality as a generator of business through its Diversity Project

ENVIRONMENT

Principle 7: Telefónica gives appropriate answers to global problems, such as mitigation or adapting to climate change through our products and services. We work hard in the appropriate identification of environmental risks in our operations, contributing in a sectorial and global way. Within their scope they are helping to reduce climate change.

Principle 8: Businesses should undertake initiatives to promote greater environmental responsibility. Telefónica works with local teams trained and committed to environmental objectives and Climatic Change and Energy Efficiency. They manage the environmental responsibility of all the business lines in an efficient way.

Principle 9: Businesses should encourage the development and diffusion of environmentally friendly technologies. Telefónica identifies and develops products and services that generate energy efficiency and reduction of CO2 emissions of their customers. There have a series of “green” services in the markets in which they operate, thanks to the work in areas of business and innovation. They have developed green products and activities globally.

ANTI-CORRUPTION

Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery. Telefónica is also aware of the high cost of corruption, as well as the medium to longer-term opportunities which will open up to companies with a strong anti-corruption strategy. Accordingly, they have developed a series of elements which represent a robust and totally intransigent control system.

PERSONAL OPINION

We have talked about its Corporate Social Responsibility (CSR) strategy and how through its socially orientated activities Telefónica have helped more than 211,000 children in 13 Latin American countries to receive schooling (April 2011), investing more than €400 million in 2010. They have also supported charities, the environment and communities for many years along Europe.

Due to all these achievements with CSR, and in particular the environment, Telefónica was recognized in 2010 when they achieved the Number 1 ranking in the Telecommunication Sector within the Dow Jones Sustainability Index for the second year running.

And this work will continue and they are committed to reducing electricity use in our networks by 30% per access in domestic use and by 10% per employee in the offices by 2015.

However and as we have explained, Telefónica has been involved in some scandals, like the numerous labor adjustments, which have provoked some lost of confidence among its employees and also another popular scandal, as the appointment  of Iñaki Urdangarín as part of the company, when nowadays everybody knows the irregularities which he is attributed.

RESOURCES 

Group 3: Alfonso Medal Rendal, Antonio Calixto Moreno Zarco, Alfredo Peraita Juez, Elisa Román Luengo


City of Arts & Sciences…the unexpected economic result

It is an entertainment-based cultural and architectural complex in Valencia (Spain), situated at the end of the former riverbed of the river Turia. It was designed by Santiago Calatrava and Felix Candela, and the project underwent the first stages of construction in July 1996 and the finished “city” was inaugurated the 16th of April 1998, opening of L’Hemisferic.

http://www.youtube.com/watch?v=tKWk9UCVk78

The context is made up of the following buildings: L’Hemispheric, El Museu de les Ciencies Principe Felipe, L’Umbracle, L’Oceanographic, El Palau de les Arts Reina Sofia, El Puente de l’Assut de l’Or, L’Agora & The Valencia Towers.

In 1989, Joan Lerma (the president of the Valencian Generality), took up the idea of Jose María López Piñeiro, a professor of the history of science at the University of Valencia, to build a scientific museum on the land of the Garden of the Turia River that bordered the road. Lerma entrusted the creation of a team that articulated the project and that visited spaces with similar characteristics in Munich, Canada and London, to devise a project of evident pedagogical appearance.

The City of the Sciences was the name that the autonomous government gave to the initiative, and plans included a 370 meters high communications tower, which would have been the third highest one in the world at that time; a planetarium; and the museum of science. The total prince of the works was estimated to be about 150 million €.

In May 1991, the council approved the transfer of lands. Four months later the project was presented, designed by Santiago Calatrava. And the construction phase began by the end of 1994. The team that had designed the museum did not see eye to eye with the form in which Santiago Calatrava conceived the building. Therefore, a couple of changes were made.

In April 1998 the complex opened its doors to the public with L’Hemisferic. Eleven months later, Eduardo Zaplana (the president of Valencia) inaugurated the Principe Felipe Museum of the Sciences, although the museum was not yet finished. The museum was opened to the public twenty months later. December 12, 2002 was the opening of L’Oceanographic, the largest aquarium built in Europe. Finally, on October 8, 2005 the Palau de les Arts Reina Sofia was opened and became the opera house of Valencia.

Here is the link to an article about the end of the project: “Punto y final a la Ciudad de las Artes y las Ciencias” http://www.abc.es/20091102/valencia-valencia/punto-final-ciudad-artes-20091102.html

The project did however cause controversy, because there was a HUGE difference between the predicted cost of the Project and the real one. It was 4 times more than the initial one, resulting by 625 million Euros. There are lots of newspaper articles related to this issue, and here is one of them

http://www.elpais.com/articulo/espana/sobrecoste/625/millones/Ciudad/Artes/elpepuesp/20110316elpepinac_9/Tes

Also, it is important to highlight that the progress of the tower’s design was not as good as it was expected, and this issue was also noticed via newspapers and media. Calatrava was accused of receiving 2.6 million euros before doing this project and other two payments of 6.4 million euros. Finally the project was not finished.

http://www.elpais.com/articulo/espana/Camps/pago/27/millones/Calatrava/proyecto/hecho/excesivo/elpepuesp/20110316elpepinac_10/Tes

However, nowadays the City of Arts and Sciences is a very important point in Spain which attract lots of tourism every year, and it is an interesting point in order to increase the scientific knowledge.


Making Decisions, Planning the Future, Defining Goals….

The Millennium Development Goals (MDG) has an aim which is to encourage development by improving social and economic conditions in the world’s poorest countries. This document originated from the Millennium Declaration produced by United Nations.The current world situation and the goals for 2015 is shown in the link below http://www.youtube.com/watch?v=v3p2VLTowAA

The report is organized in 8 goals which are the detailed in the following video http://www.youtube.com/watch?v=ReRx12QUv54&feature=related

There are lots of recent develop projects that United Nations has according to different dates for this year. There is one which analyzes the current situation in the Third World: “Allow the poor to define their future” by Olav Kjorven.

http://www.beta.undp.org/content/undp/en/home/ourperspective/ourperspectivearticles/2012/01/02/allow-poor-to-define-their-futures-olav-kj-rven-.html

 

The particular case of Southern Asia….

In Southern Asia a shortage of quality food and poor feeding practices, combined with inadequate sanitation, has contributed to making underweight prevalence among children the highest in the world.

In that region, between 1995 and 2009, no meaningful improvement was seen among children in the poorest households, while underweight prevalence among children from the richest 20 per cent of households decreased by almost one third. Children living in rural areas of developing regions are twice as likely to be underweight as are their urban counterparts.

An analysis of trends over the period 1995-2008 for three countries in Southern Asia shows that improvements in sanitation disproportionately benefited the better off, while sanitation coverage for the poorest 40 per cent of households hardly increased. Although gaps in sanitation coverage between urban and rural areas are narrowing, rural populations remain at a distinct disadvantage in a number of regions.

It is important to highlight that the proportion of people living on less than $ 1.25 a day have decreased from 1990 to 2009 but it is still high: 40% considering India, and approximately 30% if we exclude that country.

Employment to population ratio has increased comparing the data in 2000 and the ones in 2010. There is a progress in reducing vulnerable employment but it stalled following the economic crisis affecting this region in 2008 and 2009.

 

There is an interesting graph that shows the proportion of children under five who are underweight, comparing the numbers between 1990 and 2009 (in percentage). Here, it is highlighted the enormous difference between Southern Asia and the rest of the countries in the world. It is important to observe that it is more or less the 40% of the children who are underweight in this region of the planet. Also, in Southern Asia, there is a lack of flush toilets and other forms of improved sanitation. Nearly half the population practices open defecation, resulting in repeated bouts of diarrheal disease in children, contributing to the high prevalence of under-nutrition.

In Southern Asia, progress in combating child undernutrition is bypassing the poorest, as it is showed in this graph. There was no meaningful improvement among children in the poorest households in the period between 1995 and 2009, while underweight prevalence among children from the richest 20% of households decreased by almost a third.  

In terms of education, there is an important improvement in net enrolment ratio in primary education, achieving 91% for 2009 (20 points more if we compare it with the data in 1990). In Southern Asia the 24% of children by region is out of school, more or less 16 million. Being female, poor and living in a country affected by conflict, are three of the most pervasive factors keeping children out of school. But it is important to know that the youth literacy rate in these countries has increased from 60% to 80% in 2009, which is a step forward in education issues, however still 65 million of all illiterate youth live in Southern Asia.

Below it is the link to a web page that show us the education in South Asia, with data, briefs, projects and publications.

http://web.worldbank.org/WBSITE/EXTERNAL/COUNTRIES/SOUTHASIAEXT/0,,contentMDK:21473403~pagePK:146736~piPK:146830~theSitePK:223547,00.html

The situation of women in these countries highlights the actual difference between genders, but also in Southern Asia we can see the greatest improvement, through the proportion of women in paid employment. The proportion of seats held by women in single or lower houses of national parliaments shows a huge difference, it is increased from 7% to the 18% in eleven years.

The important objective of reducing the child mortality is an important issue to be aware about. There has been an important reduction (from 122 to 69 deaths per 1000 live births in the 1990-2009 period) in Southern Asia, almost 50%. But also we have to concern that in these countries, over half of the childhood deaths occur in the first 28 days after birth, pointing this to the need for better post-natal care. Related with this, under-nutrition is an underlying cause of a third of these deaths. Special efforts to fight pneumonia, diarrhea and malaria could save lots of children. Moreover it is important to notice that children in rural areas, and children from the poorest households, are more at risk of dying. The estimated children deaths due to measles between 1999-2008 highlight a strong descend in the region of analysis.

Furthermore, related with child mortality it is important to consider the maternal health (pregnancy remains a major health risk), because in Southern Asia it has been a huge decrease of maternal deaths per 100000 live births between 1990 (590) to 230 in 2008, which is still a high value in terms of maternal deaths, because the vast majority of these deaths are avoidable. Related with the progresses of Southern Asia in terms of maternal care, there is an increase in deliveries attended by health personnel (which guarantees more success and security for the mother during the birth) but it is still not enough (almost 50%). It is a fact that more or less 70% of pregnant women are offered at least minimal care.

There is an important reduction in adolescent pregnancies in Southern Asia comparing the data from 1990 (89 out of 1000 births) and the one in 2009 (53 out of 1000 births). And there is an increase in the use of methods of contraception among women married or in union.

The number of new HIV infections per year per 100 people aged 15-49 rates in 2009 in Southern Asia have decreased to 0.2, in comparison to 0.4 in 1990. Moreover, there is an improvement among the population infected who are receiving antiretroviral treatment, and also the number of tuberculosis cases has maintained constant (and the deaths have been reduced).

To ensure the environmental sustainability, we have to notice that the emissions of CO2 from 1990 to 2008 has increased in Southern Asia, as a consequence of the development they are experimented, being India the most important one (this country is included in the BRIC group). Also in this region, the water scarcity is approaching, but there are still lots of population who is not using an improved sanitation facility (only 36% in 2008).

Almost two thirds of the people who practice open sanitation reside in Southern Asia, and here the inequalities are higher, where an urban resident is 2.2 more likely to use an improved facility than a rural resident. This is because improved sanitation has failed to reach the poorest households in parts of these countries; this is why improvements in sanitation have disproportionately benefited the wealthy.

As a conclusion, it is necessary to highlight the importance of do things to develop this region and also to achieve and maintain the goals that the Millennium Development Report pretends to achieve for 2015.

Also, it is necessary to improve the facilities of the people who are living in Southern Asia to achieve the welfare they were supposed to have in this year, related this with more education, higher basic needs satisfied, better health care and improve the communications with the rest of the world among some countries.

In our vision, living in a developed country, it is easy to solve the problem, but we have to be concerned about the ways to do it, and the government help is also necessary (maintaining the 0.7 of the GDP for these countries, as an example).

There are lots of things we can do, and also the people living there need our help, so…why don’t we do anything? ….

As the UN Secretary General Ban Ki-Moon has said: Between now and 2015, we must make sure that promises made become promises kept. The consequences of doing otherwise are profound: death, illness and despair, needless suffering, lost opportunities for millions upon millions of people.  


A Different Experience

Many a small thing has been made large by the right kind of advertising.”
Mark Twain

Once upon a time …… NO! This is not a fairy tale, this is about the first time I have to make a videoblog with an idea that I had to invent for myself…. and it was a very nice experience.

At the beginning I was really lost about the topic but when you start thinking about it everything is easier.

I hope you like and enjoy it the same I enjoyed when I was doing it 🙂

 

http://www.youtube.com/watch?v=gN1ULd91P-U&feature=g-upl&context=G18db6AUAAAAAAAAAA

Marketing experience…try to learn new things and initiate my innovation capacity



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