Risk reduction and emergency preparedness in Nigeria = 0

Assessment Brief
This module is assessed through one graded element worth 100%. You must achieve at least 50% to pass this module.

PART A – BUSINESS REPORT (70 MARKS)
In the role of a Management Consultant, you are required to undertake an overall strategy review of Tesla and provide a business report to the CEO on further growth opportunities using the techniques and concepts you have covered in the module.
PART B – POWERPOINT PRESENTATION (30 MARKS)
In the role of a Management Consultant, you are required to provide a short PowerPoint presentation to the CEO of Tesla on key points of interest and relevant recommendations to the CEO regarding future sustainable development.

TESLA CASE STUDY – BACKGROUND READING: AVAILABLE IN THE CORE TEXTBOOK VIA THE HUB

De Wit, B (2020), Strategy, An International Perspective; 7th edition, Cengage Learning EMEA, Andover, Hampshire

STUDENTS ARE EXPECTED TO CONDUCT THEIR OWN INDEPENDENT RESEARCH FOR THIS COMPANY ALSO.

TESLA MANAGEMENT CONSULTANCY REPORT

PART A- Business Report (3000 words) – 70 MARKS
In the role of a Management Consultant, you are required to undertake an overall strategy review of Tesla and provide a business report to the CEO on further growth opportunities using the techniques and concepts you have covered in the module.

 Task 1 -The External and Internal Environment (15 Marks)
o Identify and critically analyse the external and internal environment for Tesla using relevant models.
o Discuss in more detail what you consider to be the 3 most critical factors emerging from your analysis.
o Determine Tesla’s current sources of competitive advantage and critically evaluate how they maintain and build on this competitive advantage.
o Support your arguments with academic literature and references to other similar real companies.
 Task 2 – Strategy in the Global Environment (15 Marks)
o Using relevant models for analysing how organisations enter into foreign markets, critically evaluate the motives for Tesla expanding internationally and explain how this impacts their overall company strategy.
o Provide justified recommendations for the different strategies Tesla can use to compete in the global environment.
o Support your arguments with academic literature and references to other similar real companies.
 Task 3 – Corporate Strategy (15 Marks)
o Evaluate and critically analyse the use of horizontal integration, vertical integration, outsourcing or strategic alliances.
o Provide recommendations as to how Tesla can increase their profitability.
o Support your arguments with academic literature and references to other similar real companies.
 Task 4 – Strategic Purpose – Ethics and CSR (15 Marks)
o Using relevant theoretical models analyse and evaluate Tesla’s CSR strategy.
o Identify and critically discuss the main ethical issues which Tesla currently faces and provide recommendations as to how they can address these.
o Support your arguments with academic literature and references to other similar real companies.

Presentation and Structure (10 Marks)
 Assessment Self-Evaluation (N/A)
You should self-evaluate each single task of your report by using the rubric provided in the marking guide and attach it to your report. The template for this can be found in the marking guide section.

Word count: 3000 words
Your report structure should include the following sections:
Cover page (University cover sheet)
Table of Contents
List of Abbreviations (if appropriate)
Introduction
Task 1– The External and Internal Environment
Task 2 – Strategy in the Global Environment
Task 3 – Corporate Strategy
Task 4 – Strategic Purpose – Ethics and CSR
Concluding remarks
References
Assessment Self-Evaluation
Appendix (if appropriate)
Word count – only applies to the main body (shown in bold); i.e., cover page, table of content, list of abbreviations, references, assessment self-evaluation and appendix are not part of the 3000-word count.

Cheer up, and don't let depression dictate your next action. Activate the winner in you; gain inspiration from the positive memories you share with her, and of course, the truth that you can be anything you want if you try and pray hard enough.

There's no shame in accepting defeat
In fact, it's a wise option when you can't win
Poor salaries, low team performance
No firearms, no tactical plans
Inadequate field training, but skilled in "off-field" duty
The odds were against him
Ask his dead colleagues
Their assailants were fearless, heartless, and maybe, better trained
The policeman was wise to live and fight another day
But who are the "real" preys in this jungle?
No one is safe...whether you tot guns, cash, certificates or none
God bless the dead
God save us all

When searching for jobs or planning your career future, you may start to notice similarities between language used to describe positions. For instance, there are situations when people use directors and managers interchangeably. While the two terms are similar, a director is a more senior, less hands-on role that develops strategy, solves bigger-picture issues, and interfaces with the executive team.

Here are two more positions that may be difficult to place on the correct rungs of the career ladder: Director vs. VP. Which is more senior? What are the different responsibilities in each role? How can you prepare to hold one or both of these positions in your career?

Here, we’ll discuss how to distinguish Director vs. VP once and for all.

A DIRECTOR’S ROLE
A director is in charge of a particular sector of an organization, typically managing at least a few employees. Their key objective is to identify next steps for the unit or department they oversee, secure funds for their initiatives, and guide their teams in their roles.

Directors are not autonomous at the organization, however. In addition to leading teams below them, they also need to work within the priorities set by the Vice President who oversees their department – as well as other departments – and the Executive Team.

Some of the common director roles are as follows: director of human resources, director of marketing, and director of strategy. Depending on the organization, there can also be different levels of directorships, including associate, assistant, or senior director. Senior-level directorship titles include executive director and director of operations.

A VP’S ROLE
In terms of organizational hierarchy, the VP typically manages several directors and is the official head of a division in the company. So, moving into a VP role is certainly not a lateral move.

Rather than engaging with the needs of only a single unit or department, the VP needs to negotiate between the sometimes-competing demands of several directors. At the same time, the VP should send top-down messages to their directors regarding the organization’s business interests, as well as with the public.

There are different levels within this title, as well. Large organizations often have rankings, including assistant, associate, senior, and executive VP; this ranking system typically specifies the company hierarchy more clearly if it employs many vice presidents.

While both roles are in leadership, a VP is truly senior leadership. This means that not every director will have the skills, personality, or vision to advance to the VP level.

HOW TO BECOME A DIRECTOR
If you’re interested in moving from a manager to a director role, you should be ready to prove yourself in the following capabilities:

Managing others in leadership roles and offering professional development for teams.
Soliciting feedback from your team and the public as necessary to create initiatives.
Collaborating with other directors on cross-departmental projects.
Balancing the needs of the team you manage and the demands of senior-level officers.
Developing budgets that work within the parameters set by senior-level officers.
Thinking and acting strategically within company goals.
Leading with excellence and demonstrating appropriate behaviors for your team.

HOW TO BECOME A VP

Read more: https://meziesblog.com/whats-the-difference-between-a-director-and-a-vp/

Omnichannel is a cross-channel content strategy used to improve the customer experience and drive better relationships across all possible channels and touchpoints. This includes traditional and digital channels, point-of-sale, and physical and online experiences.

Omnichannel refers to the multichannel sales approach that provides the customer with an integrated shopping experience. Each channel works together to create a unified experience – the customer can be shopping online from a desktop or mobile device, via phone, or in a brick-and-mortar store, and the experience will be seamless.

Examples of omnichannel marketing include:

A customer receiving a SMS message about a sale or promotion while shopping in-store
A customer receiving a cart abandonment email
A customer receiving retargeting ads for abandon cart products
The growing number of available marketing channels has made the customer journey increasingly intricate. Follow these steps to easily create an omnichannel marketing strategy to satisfy customers at all touchpoints:

1. THINK CONSUMER-FIRST
A major difference that separates omnichannel and multichannel marketing is the fact that omnichannel prioritizes the customer. The first step to omnichannel success lays in evaluating the customer journey.

Take a look at every touchpoint a buyer comes across before becoming your customer. Do these touchpoints provide a consistent customer experience? If not, you’ll need to gather the necessary departments to make this change. Each department should be aligned with a customer-first focus and work to facilitate engaging customer experiences.

2. KNOW YOUR CUSTOMERS
It is highly important that marketing teams understand their customers. This means developing buyer personas, identifying target audiences, and understanding their wants, needs, behaviors, demographics, preferences, and goals.

From there, you’ll want to leverage available first-, second-, and third-party data to analyze and identify patterns in buyer preferences. It will be helpful to use the right tools to gather, analyze, and store this data. Once you understand who your customers are, it becomes exceedingly easier to deliver appropriate marketing.

3. USE THE RIGHT MARTECH
Once you’ve identified your customers, you must identify the tools and solutions you will use to connect with them. Choosing the tools that fit within your tech stack can be complicated, however, we recommend looking into the following solutions to start:

Customer Relationship Management (CRM) Software
Fully Integrated Customer Engagement Platform
Marketing Automation Tools
Social Media Management Solutions
Data Analytics Tools

4. SEGMENT YOUR USERS
It is important to segment your audience based on the data points and audience characteristics that are most important to your business goals. You can develop segments based on buyer personas, paths to purchase, subscription status, and more. Proper segmentation helps e-commerce companies effectively tackle marketing and re-marketing efforts.

5. PERSONALIZE ACROSS ALL CHANNELS

6. TRACK YOUR SUCCESS WITH THE RIGHT METRICS

Read more: https://meziesblog.com/how-to-develop-a-successful-omnichannel-marketing-strategy/

When she's well-endowed, hot and charming, what else can a young man with Adrenalin rush see? No time. But when the chips are down, Samson sef no fit...Lol

CreepyBlackpool:
you people didn't date before getting married?

abi you only saw ass and boobs instead of her real character why you people were dating?

Online academic writing na legit job abeg oooo. Don't throw away the child in dirty water, please.

Iyaebe:
It is the reason I avoid all these tech guys and bitcoin people and any guy involved with online making money rubbish. If you ain't into oil and gas, real estates or an international footballer, please find your square root.

3.1 Global approach in whistleblower protection

According to the Association of Certified Fraud Examiners (ACFE), whistleblowers are responsible for detecting about 40% of all occupational fraud cases around the world[1] but systemic setbacks make them vulnerable to retaliation. This evidence-based assertion aligns with claims by the American Ethics & Compliance Initiative (ECI) that reprisal attacks against whistleblowing-US employees are occurring “in ever-greater numbers”[2]. On this premise, the Council of Europe[3] developed two major legal documents (i) Civil Convention on Corruption and (ii) the Penal Convention on Corruption as mechanisms for receiving reports/disclosures and investigating wrongdoings in the public sector[4]. But a 2017 OECD survey found such laws to be incomprehensive, scandal driven, and ineffective because they are not in compliance with international standards[5].

Therefore, ineffective channels for internal reporting and lack of proper investigations increase fear of retaliation, which in turn, prompts employees to submit their disclosures to external bodies (such as the press and civil society organizations)[6].

3.1 The Role of European Council and EU Whistleblower Protection Directive

To deliver on its promise to protect whistleblowers, the European Council in April 2019 published the “Directive on the Protection of persons reporting on breaches of union law”[7], which is also known as the EU whistleblowing Directive.” The Directive is seeking from organisation with over 50 employees to take steps of protecting whistleblowers against retaliation by making provision for internal reporting channels with clear procedures[8]. The channels of disclosure are outlined as follows:

Internal reporting channels: need to be set by organisations with over 50 employees;
External reporting channels: appropriate EU institutions, bodies, relevant national authorities, offices and agencies; or
Public reporting channels: that can approach media as the last option.

EU member states are required to comply with the directives by April 2021. The EU Whistleblowers Directive will reduce the hurdle of internal reporting and entice people to willingly disclose breaches of Union law[9].

The US
Many US firms will incur huge financial losses and possible enforcement action if whistleblowing measures are neglected during the Covid-19 pandemic. Despite efforts from Donald Trump’s government to revitalize its more effective whistleblowing programs on several fronts[10], steady increase in global financial crimes and attacks on whistleblowers during the pandemic show poor functionality of international legal frameworks established to protect whistleblowers[11]. In contrast, Congress has through the 1986 civil False Claims Act, which empowers whistleblowers—recovered over $62bn misappropriated fund[12], according to a 2016 report from the US Justice Department[13]. To encourage whistleblowing activities, the US government and Securities and Exchange Commission (SEC) also compensate employees who show commitment to accountability and transparency by reporting unethical practices. Under Dodd-Frank Act provisions[14], SEC in 2012 said 79 people (whistleblowers) got financial rewards worth $425m, with a whopping $27m offered to a single whistleblower. This highlights the role of government support in corporate governance[15]. How these mechanisms functioned during COVID-19 pandemic will be discussed in the research.

United Kingdom
Despite the existence of whistleblower rights and protective measures in the UK, findings show the British government has been reluctant to support or offer incentives to people who report actual or suspected wrongdoings. Stalling implementation of whistleblower laws[16] will therefore, continue to have a negative impact on the UK economy, especially during COVID-19 pandemic[17].

Whistleblower rights in the United Kingdom was established by the Public Interest Disclosure Act 1998 (PIDA) which allows protected disclosures whether a non-disclosure agreement was signed between past or present recruiter and an employee or not. A debate on if there should be further restrictions on confidentiality clauses was held in 2019. But, most remarkably, the “Freedom to Speak Up Review” outlined twenty principles intended to improve whistleblower protection for NHS workers[18].

PIDA 1998 provides a comprehensive process for reporting wrongdoing but, in order to encourage the use of internal mechanisms, the statute outlines conditions which must be observed to ensure legal protection[19]. The provision also explains “a qualifying disclosure” which offers protections; when a ‘‘qualifying disclosure’’ changes to a ‘‘protected disclosure’’; and what category of employees are covered. Section 43B(1) ERA 1996 refers to a ‘‘qualifying disclosure’’ as one of the following: (1) a criminal offence; (2) an employer’s failure to comply with any legal obligation; (3) a miscarriage of justice; (4) actions that pose danger to the health and safety of any individual; (5) damage to the environment; and (6) an intentional concealment of information tending to show any of the events states above.

Excluding disclosures made to attorneys, the UK provisions apply only to whistleblowers who act in good faith. But PDA 2000 creates procedures to be followed by anyone disclosing irregularity in the workplace, especially if they wish to avoid retaliatory actions from their employers. The Act stipulates that employer may not retaliate against an employee for making protected disclosure in good faith. However, lack of a comprehensive and strong EU legislation—coupled with the fragmentation and differences among Member States in the area of whistleblower protection—has been a major discouraging factor for potential whistleblowers[20]. The relevance of PIDA, which amends the Employment Rights Act 1996, and its enhancement of NHS performance during the COVID-19 pandemic will be discussed in the forthcoming research[21].

References

[1] ACFE “Report to the Nations” https://www.acfe.com/report-to-the-nations/2020/ (Date of use: 19 June 2020)

[2] ECI “Increasing Integrity in Organization” https://www.ethics.org/

[3] Council Regulation (EU, Euratom) No 1023/2013 of the European Parliament and of the

Council of 22 October 2013 amending the Staff Regulations of Officials of the European Union and the Conditions of Employment of Other Servants of the European Union, (OJ L 287, 29.10.2013, pp. 15-62).

[4] Council Regulation (EC) No 1/2003 of 16 December 2002 (OJ L 1, 4.1.2003, pp. 1–25).

[5] Organisation for Economic Co-operation and Development. 2016. Committing to Effective (OECD) “Whistleblower Protection,” Paris: OECD Publishing, https://www.oecdilibrary.org/docserver/9789264252639en.pdf?expires=1544637676&id=id&accname=ocid77016197&checksum=5110B09709D19551EE60C446FF251D21 (Date of use: 20 June 2020)

[6] BERKEBILE C. (2018), The Puzzle of Whistleblower Protection Legislation: Assembling the Piecemeal, in Indiana International & Comparative Law Review, Vol. 28, pp. 1-30.

[7] Council Regulation (EU, Euratom) No 883/2013 of 11 September 2013 (OJ L 248, 18.9.2013, p. 1-22).

[8] Council Directive (EU) 2017/1371 of 5 July 2017 (OJ L 198, 28.7.2017, pp. 29-41).

[9] Council of European Union, DIRECTIVE OF THE EUROPEAN PARLIAMENT AND OF THE COUNCIL on the protection of persons who report breaches of Union law https://data.consilium.europa.eu/doc/document/PE-78-2019-INIT/en/pdf (Date of use: 18 June 2020)

[10] US Department of Justice “Justice Department Recovers over $3 Billion from False Claims Act Cases in Fiscal Year 2019” https://www.justice.gov/opa/press-release/file/1233201/download

[11] CALLAHAN E. S., DWORKIN T. M., LEWIS D. (2004), Whistleblowing: Australian, U.K., and U.S. Approaches to Disclosure in the Public Interest, in Virginia Journal of International Law, Vol. 44(3), pp. 879-912.

[12] US Department of Justice “Fraud Statistics – Overview” https://www.justice.gov/opa/press-release/file/1233201/download

[13] US Department of Justice “U.S. Attorney’s Office collected $62.3 million in fiscal year 2016” https://www.justice.gov/usao-ndoh/pr/us-attorneys-office-collected-623-million-fiscal-year-2016

[14] Dodd-Frank Wall Street Reform and Consumer Protection Act 12USC5301 of 21 July 2010

[15] Waheduzzaman W “Challenges in transitioning from new public management to new public governance in a developing country context” 2019 International Journal of Public Sector Management (32) (7) 689-705

[16] Davies “Advice on protective gear for NHS staff was rejected owing to cost” https://www.theguardian.com/world/2020/mar/27/advice-on-protective-gear-for-nhs-staff-was-rejected-owing-to-cost

[17] Barnes “Protection equipment for care workers is essential, says UNISON” https://www.unison.org.uk/news/2020/03/protection-equipment-care-workers-essential-says-unison/

[18] UK Government “Stronger protection from violence for NHS staff” https://www.gov.uk/government/news/stronger-protection-from-violence-for-nhs-staff

[19] DE GRAAF G. (2019), What Works: The Role of Confidential Integrity Advisors and Effective Whistleblowing, in the International Public Management Journal, Vol. 22(2), pp. 213-231.

[20] HØEDT-RASMUSSEN I., VOORHOOF D. (2018), Whistleblowing for sustainable democracy, in Netherlands Quarterly of Human Rights (NQHR), Vol. 36(1), pp. 3-6.

[21] As per 33

Irobiko Chimezie Kingsley: https://meziesblog.com/global-approach-in-whistleblower-protection-3/

Defining ethical models is easier than actually putting them into action. This lesson explores the practical ways businesses have demonstrated their commitment to ethical behavior in the real world.

Business Ethics
A 2015 study surveyed more than 300 companies in an effort to characterize how companies created and applied ethical policies. The result indicated that many businesses had ethics policies, but the application and enforcement was minimal or non-existent. Let's survey some examples of business ethics and how they are put into practice by organizations in the real world.

Examples
Deontological Ethics
Immanuel Kant's deontological ethics, sometimes referred to as the ethics of duty, is the theory that actions are not right or wrong based on their result but rather because they are inherently good or evil. The computer component manufacturer Intel provides an example of deontological ethics in business through an unusual human resources practice that allows some employees to rotate through up to five of the company's departments every 16 to 24 months. This program is provided for the sole purpose of being good to employees and a sincere desire on the part of the company to see its workers happy. The company received no direct benefit from the program.

Utilitarianism
Jeremy Bentham's utilitarianism has its foundations in the belief that being ethical means to do the greatest good for the greatest number of people. Several years ago, a pharmaceutical company released the drug Accutane as a means for treating severe acne in young men. The drug was very effective, but it was also known to cause life-threatening birth defects if pregnant women were exposed to the drug.

The ethical principle of utilitarianism states that is ethically acceptable to release a drug like Accutane with appropriate warning. The number of young men who will experience relief from the skin condition will outweigh the few cases in which an individual will fail to adhere to the warning. All pharmaceuticals have side effects, but utilitarianism provides moral permission for their distribution anyway because the sum of their contributions are argued to be far greater than the negative outcomes they cause.

Morality
Morality ethics describe the conditions and actions that people perceive as being good or bad because of their own internal values. In the last few years, the pharmaceutical company Pfizer has taken a moral position that their corporate mission is life rather than death. Although lethal injection is a legal form of judicial homicide in numerous states, Pfizer has taken the position that selling drugs for executions violates their corporate values. Pfizer's decision to refuse the sale of drugs for lethal injection is an example of moral ethics because this business decision is the result of the personal value of Pfizer's leaders.

Defining ethical models is easier than actually putting them into action. This lesson explores the practical ways businesses have demonstrated their commitment to ethical behavior in the real world.

Business Ethics
A 2015 study surveyed more than 300 companies in an effort to characterize how companies created and applied ethical policies. The result indicated that many businesses had ethics policies, but the application and enforcement was minimal or non-existent. Let's survey some examples of business ethics and how they are put into practice by organizations in the real world.

Examples
Deontological Ethics
Immanuel Kant's deontological ethics, sometimes referred to as the ethics of duty, is the theory that actions are not right or wrong based on their result but rather because they are inherently good or evil. The computer component manufacturer Intel provides an example of deontological ethics in business through an unusual human resources practice that allows some employees to rotate through up to five of the company's departments every 16 to 24 months. This program is provided for the sole purpose of being good to employees and a sincere desire on the part of the company to see its workers happy. The company received no direct benefit from the program.

Utilitarianism
Jeremy Bentham's utilitarianism has its foundations in the belief that being ethical means to do the greatest good for the greatest number of people. Several years ago, a pharmaceutical company released the drug Accutane as a means for treating severe acne in young men. The drug was very effective, but it was also known to cause life-threatening birth defects if pregnant women were exposed to the drug.

The ethical principle of utilitarianism states that is ethically acceptable to release a drug like Accutane with appropriate warning. The number of young men who will experience relief from the skin condition will outweigh the few cases in which an individual will fail to adhere to the warning. All pharmaceuticals have side effects, but utilitarianism provides moral permission for their distribution anyway because the sum of their contributions are argued to be far greater than the negative outcomes they cause.

Morality
Morality ethics describe the conditions and actions that people perceive as being good or bad because of their own internal values. In the last few years, the pharmaceutical company Pfizer has taken a moral position that their corporate mission is life rather than death. Although lethal injection is a legal form of judicial homicide in numerous states, Pfizer has taken the position that selling drugs for executions violates their corporate values. Pfizer's decision to refuse the sale of drugs for lethal injection is an example of moral ethics because this business decision is the result of the personal value of Pfizer's leaders.

Irobiko Chimezie Kingsley: https://meziesblog.com/what-are-the-ethical-theories-in-business/

A Comparative Analysis of Whistleblower Protection in the UK, USA and EU in the COVID-19 Era

CHAPTERS’ OUTLINE

Introduction.
It is pertinent that whistleblowers in this era of coronavirus pandemic are accorded further protection from reprisals for exposing wrongdoing and offenders to be prosecuted. Unequivocally, whistleblowers should be motivated and rewarded rather than persecuted. Accordingly, as evidence has shown from recurring incidents that legislative reforms are necessary since current ones are flawed and tenuous, governments and international organizations have a mandate to act responsibly.

CHAPTER 1: Whistleblower legislations
This chapter will thoroughly examine legal frameworks such as the UK Public Interest Disclosure Act 1998 (PIDA), Dodd-Frank in the US, and the EU Whistleblower Directive that were established for the purpose of protecting whistleblowers. The chapter will focus on how coronavirus has shed light on the failures of the existing legislation.
The chapter will justify why the whistleblowing legislation in the UK (PIDA) and the fragmented EU Member States laws need urgent reform as a result of the exposure by COVID-19 pandemic. This chapter will also evaluate the pragmatic measures adopted by the US in enacting Acts such as Coronavirus Oversight & Recovery Ethics (CORE) and Coronavirus Aid, Relief & Economic Security (CARE) to strengthen the whistleblowing legislation.
1.0 Definitions of whistleblowing
1.0.1 Introduction to the Study
a) Definition and aims of whistleblower legislations
b) Background
c) Problem Statement
d) Research objectives
e) Methodology
1.0.2 Media representation of whistleblowers
1.0.3 Risks of whistleblowing
1.0.4 Defining the worker and the employer
1.0.5 An employer’s responsibilities in regards to whistleblowing
1.1 Introduction to the UK Whistleblower Legislations
1.1.1 History of whistleblower legislation in the UK
1.1.2 The Public Interest Disclosure Act (PIDA)
1.1.3 How to communicate policy and procedure
1.1.4 To whom a protected disclosure may be made
1.1.5 Difference between personal grievance and disclosure
1.1.6 Is there a standard whistleblowing policy?
1.1.7 The issue of confidentiality in whistleblowing
1.1.8 Remedies provided by the PIDA (e.g. the Employment Rights Act 1996)
1.1.9 Sample PIDA case studies from Public Concern at Work (PCAW), a leading independent authority on whistleblowing in the UK
1.1.10 Survey sampling and results of public perception on the PIDA
1.1.11 Selected PIDA Cases
1.1.12 Whistleblowing best practice guide
1.1.13 Future of whistleblowing in the UK
1.1.14 Suggested Whistleblowing Code of Practice
The EU Whistleblower Protection
1.2.0 Comprehensive definitions and protections
1.2.1 An analysis of the 3-tiered EU whistleblowing model
1.2.2 Whistleblowing measures in selected European countries
1.2.3 Whistleblower protection at the EU Commission and European Institutions
1.2.4 Is the 3-tiered model a European creation?
1.2.5 The Directive in context of existing EU law
1.2.6 Expected challenges, and the role of trade unions
1.2.7 Robust whistleblower protection, a crucial challenge to the European democracy
1.2.8 Conclusion
United States
1.3.0 The position of whistleblowers in the United States measured
1.3.1 Purpose and achievements of Dodd-Frank (Case studies)
1.3.2 A comparison of the UK and US responses to internal and external whistleblowing
(a) Common law protection for the American private employee
(b) Common law protection for the American public employee
(c) Statutory protections for the American employees
i) Protections for public and private employees
ii) Special protection for the public employee
The UK Model
(a) Common law protection and early statutory laws
(b) The Public Interest Disclosure Act 1998
1.3.3 Is there “one right path” to internal and external reporting
1.3.4 Fusing the American and British models of Whistleblower Protection
1.4 Whistleblower Protection: A global approach
1.5 Recent trends in best practices in whistleblower protection
1.6 Conclusion

CHAPTER 2: COVID-19
This chapter will examine the emergence of Coronavirus (COVID-19) and then compare its impact on the three different jurisdictions (the US, the UK and EU Member States). In an effort to critically analyse the social-economic impact of the coronavirus on the three jurisdictions, the analytical framework tool of PESTLE (Political, Economic, Social, Technological, Legal and Environmental) is adopted to allow proactive discussion which will highlight the impact of pandemics on healthcare sectors and global economies—specifically the three political systems analysed.

CHAPTER 3: Retaliation/punishment to offenders
Emphasis on this chapter centres on measures undertaken by the UK, the US and the EU Member States to protect whistleblowers prior to the emergence of COVID-19. This chapter will compare the UK’s COVID-19 whistleblowing protection with the US and the EU Member States. The chapter will also analyse the prevailing impact of the pandemic by detailing reported cases of retaliation against whistleblowers in the COVID-19 era.

CHAPTER 4: Motivation for whistleblowing
This chapter will be devoted to establishing the motivational drive for whistleblowers (financial rewards or ethical reasons) in the three comparative jurisdictions of this study. More emphasis is placed on trying to understand the US financial approach in promoting whistleblowing and why other countries are reluctant to adopt the US approach. The chapter will also examine how the handling of the COVID-19 whistleblowing cases might motivate or discourage future reporting of wrongdoings.

CHAPTER 5: Reward for whistleblowing
This chapter will place much prominence on ethical and financial approach in rewarding whistleblowers. The chapter will investigate different outcomes in the level of financial rewards and the moral obligation to “do what is right.” The research compares the substantial financial awards in the US to whistleblowers for exposing COVID-19 wrongdoing relative to a whistleblower in the UK that also reported Covid-related wrongdoing driven by moral or ethical considerations.

CHAPTER 6: Contribution and recommendations
This chapter will summarise the gaps identified then will draw a conclusion that upon completion of the study all the stakeholders, such as employers, employees, policymakers and scholars, will be better informed on COVID-19 whistleblowing related cases. The research will contribute to the gap in knowledge since the COVID-19 pandemic and the EU Whistleblowing Directive are still subject to limited research due to their infancy. The research will also indicate how financial rewards and ethical values are reliable forms of motivation for whistleblowers.

Conclusion
Conclusively, whistleblowing legislation is not adequately protecting whistleblowers who make a protected disclosure. More so, there is confusion regarding some of the provisions and inconsistent application of the legislation in the UK and some EU Member States. Meanwhile, the American model of whistleblowing policy is clearer, comprehensive and efficiently enforceable. The whistleblowing policy needs a radical overhaul to ensure that workers are aware and they can make disclosures with better understanding of their obligations in the UK and EU Member States.

Nothing pass God. Not even medical laws. He can do everything, even the unthinkable. He is an awesome God!

Accept my heartfelt condolences, please.

Anger is corrosive and will totally destroy the body, soul and spirit.
Bitterness hurts from within, too. It first destroys the vessel, and like a bomb, takes everything from you. There is no reason to kill for earthly possessions. Nothing compares to having peace of mind and a forgiving spirit.
When in love, learn to trust but keep your eyes wide open. If they don't want you, they probably don't deserve you.
When betrayed, let the tears roll but find your inner strength and move on. You'll appreciate those that betrayed you later, for helping you rediscover yourself.
When angry, do not take drastic decisions or utter words you can't take back.
When in pain, talk to someone who understands you and the situation, as well as others who have the positive answers you need.
If everyone is against you, things not working as planned, and your world crashing down on you, it could be the Litmus test you need to break through. You hold the key to your success and happiness. You have a responsibility to help yourself pull through--with a positive mindset and bold efforts. No matter how hard life is, fight hard and pray harder.
Love like today is your last, but trust in God. He's a solid rock that never fails. Even in the darkest and most slippery path of your life, He will hold you up with His right hand.
You're in this world for a reason, don't die a coward.

Irobiko Chimezie Kingsley: https://meziesblog.com/youre-in-this-world-for-a-reason-dont-die-a-coward/

Anger is corrosive and will totally destroy the body, soul and spirit.
Bitterness hurts from within, too. It first destroys the vessel, and like a bomb, takes everything from you. There is no reason to kill for earthly possessions. Nothing compares to having peace of mind and a forgiving spirit.
When in love, learn to trust but keep your eyes wide open. If they don't want you, they probably don't deserve you.
When betrayed, let the tears roll but find your inner strength and move on. You'll appreciate those that betrayed you later, for helping you rediscover yourself.
When angry, do not take drastic decisions or utter words you can't take back.
When in pain, talk to someone who understands you and the situation, as well as others who have the positive answers you need.
If everyone is against you, things not working as planned, and your world crashing down on you, it could be the Litmus test you need to break through. You hold the key to your success and happiness. You have a responsibility to help yourself pull through--with a positive mindset and bold efforts. No matter how hard life is, fight hard and pray harder.
Love like today is your last, but trust in God. He's a solid rock that never fails. Even in the darkest and most slippery path of your life, He will hold you up with His right hand.
You're in this world for a reason, don't die a coward.

Irobiko Chimezie Kingsley: https://meziesblog.com/youre-in-this-world-for-a-reason-dont-die-a-coward/

Literature Review

COVID-19 events exposed the systemic weakness in global whistleblower protection laws . Reports from Whistleblowing International Network (WIN) show that gross negligence among governments is responsible for retaliatory attacks on medical professionals and frontline workers who reported unethical practices like Li Wenliang and the following:
• Dr. Ai Fen from Wuhan Central Hospital, who suffered retaliation from superiors after making unapproved public statements on COVID-19. She later disappeared. Similarly, many doctors and nurses were allegedly summoned by the Chinese police for whistleblowing about coronavirus.
• Ming Lin (emergency room physician in Seattle, WA) was fired for granting an interview to a newspaper about inadequate testing and lack of protective equipment.
• Lauri Mazurkiewicz (nurse in Chicago, IL) was fired by Northwestern Memorial Hospital, for violating disclosure agreement by complaining to friends about the quality of available protective masks.

Furthermore, Christian Smalls (an Amazon employee in Staten Island, New York) had his contract terminated for criticizing the company’s negligence of workers’ safety during the COVID-19 pandemic. In London, the National Health Service (NHS) allegedly warned health workers against granting interviews or reporting their health and safety concerns to the media. The New York University (NYU) Langone Health system also threatened to sack any employee found to have without authorization divulged private information to the media. Interestingly, US naval officer, Brett E. Crozier lost his job for documenting the Navy’s inability to move sailors off an aircraft carrier named “Theodore Roosevelt” or provides them with proper safety equipment against virus outbreak. He later tested positive to COVID-19. These examples highlight the pivotal role of whistleblowers in enforcing accountability and transparency and strengthening public trust . Good corporate governance therefore, lends credence to the effectiveness of whistleblowing activities and the level of protection offered in legal systems .
Scheetz and Wall used a global approach to understudy whistleblower rights and found that most countries lack effective legislations and institutional framework for whistleblower protection, thus, making it impossible to prevent abuse of power, mismanagement of funds, corruption and money laundering. So, fear of retaliation from employers (which may take the form of demotion, contract termination or lawsuits) discourages potential whistleblowers. To this regard, one of the international legal structures established to encourage whistleblowing activities and improve transparency in public/private establishments is the United Nations Convention against Corruption (UNCAC), which was ratified by over 190 countries. But an obstacle to achieving UNCAC objectives is employees’ ignorance of whistleblower rights and policies, including lack of standardization in implementing UNCAC provisions and other regional and/or international framework . The scholar suggested a multi-stakeholder approach that allows partnership among the media, civil society, international organizations, governments and labour protection/anti-corruption agencies .

Moore et al agreed that retaliatory actions against whistleblowers present danger to public health and safety , also noting that whistleblower protection is the bedrock of transparency reforms in corporate governance. But most countries are yet to enact and strictly enforce legislations for this purpose. Further, the scholars examined whether whistleblowing is helpful to the company or harmful and found that employees are most likely to report concerns of unethical practices internally (rather than outside of the company) if they trust managers to be fair.

Mintz acknowledged that retaliatory actions against whistleblowers are fairly standardized across organisations and industries. For example, retaliatory actions are classified under: nullification, a situation where attempt to “disarm” whistleblowers and their information through intimidation; isolation, when access to the alleged data is taken away from whistleblowers; defamation, if a whistleblower’s reputation is tarnished and his/her qualifications or sanity questioned; and, expulsion, when the employee is finally forced out of the organisation either by firing or forced resignation . The scholar cited cases where whistleblowers were expelled from an entire industry through blacklisting. Highlighting the importance of institutional, normative and judicial framework at the global level where governments and corporate organisations are most likely to choose profit maximization (including bribery and money laundering) to the detriment of the law. Few examples of global whistleblower issues are Snowden, Panama Papers, Cambridge Analytica, Dieselgate and LuxLeaks.

Despite the perceived usefulness of reporting, most potential whistleblowers face the ethical challenge of blowing the whistle or not. This is more so because employees must be sure—with facts—that a wrongdoing has occurred. Further, there’s an ethical question of whether the wrongdoing is so bad that it outweighs any duties of loyalty they owe to their employers. Findings show the price of whistleblowing ranges from firing, downgrading and discrimination. However, the Sarbanes-Oxley Act and the Whistleblower Protection Enhancement Act (enacted by President Barack Obama’s administration in 2012) safeguard investors by making corporate disclosures more reliable and accurate. These statutes also ensure that traded companies and statistical rating organisations do not retaliate or discriminate against whistleblowers who take actions to protect shareholders and/or tax-payers interest.

Read more from Irobiko Chimezie Kingsley: https://meziesblog.com/whistleblowing-in-the-covid-19-era/

EDUCATION ITSELF CANNOT SOLVE THE CHALLENGES FACING HUMANITY, BUT IT’S DIFFICULT TO IMAGINE WE CAN ADDRESS THEM WITHOUT TRANSFORMING EDUCATION.

With this in mind, UNESCO two years ago created the Futures of Education initiative, which has recently launched a major report with the title Reimagining our futures together: a new social contract for education?.

The report seeks to promote a global debate on how knowledge and learning can shape the future of humanity and the planet. It’s based on the conviction that education does more than respond to a changing world. It has the potential to transform the world, which is experiencing increasing levels of inequalities, social fragmentation, political extremism, and the devastating consequences of climate change and the COVID pandemic.

At the same time, advances in digital communication, artificial intelligence and biotechnology are raising serious ethical and governance concerns.

The relevance of the report shouldn’t be underestimated. UNESCO was created after World War II with the motto “Since wars begin in the minds of men and women, it is in the minds of men and women that the defences of peace must be constructed”.

Since then, it’s worked to promote peace and global understanding through education and culture. It’s previously released major reports aimed at setting the agenda for global discussions about the future of education, with the Faure Report in the 1970s, and the Delors Report in the 1990s.

Many ideas within these reports became part of the vocabulary educators continue to use on a daily basis in their work. For example, the notions of learning to be, learning to know, learning to do, and learning to live together that have become central in curricular design all over the globe were promoted by UNESCO’s Delors Report from the ’90s.

GLOBAL EDUCATION POLICY IS COMPLEX
UNESCO isn’t alone in trying to influence the global agenda in education. Global policy spaces in education have become a complex array of competition and collaboration between different institutions, such as international organisations, private for-profit corporations, global philanthropies, NGOs and others.

With the creation of the Programme for International Student Assessment (PISA) in 2000, the OECD has become the main reference in global educational debates. The OECD promotes a market-oriented logic that places individuals as the focus of educational strategies and narratives about human progress and global understanding.

UNESCO has even been criticised for being absorbed into that logic. In that sense, this recent report by the UN agency is both an attempt to regain its leading position in global educational debates, and to reaffirm its own historical more humanistic perspective to balance the dominating market-driven logic.

The report makes a grim diagnosis of the state of the world, and how the challenges facing humanity are linked to education. The recognition of the climate crisis, and the interdependence of humans with other species and the environment, is followed by calls for an interdisciplinary and ecological education that can help students understand our collective responsibility to the future of the world.

The ways in which the report defines education as a public endeavour and a common good generates a feeling of hope in readers.

Meanwhile, the appeal for an education based on the principles of cooperation, collaboration and global solidarity instead of competition and individuality isn’t such a novelty in UNESCO’s discourse, but is still a welcome set of values if we want the kind of radical transformation of education that’s needed.

Furthermore, the report’s critique of standardised tests and rankings is probably its most firm counterpoint with the logic promoted by PISA.

VALUABLE IDEAS, VAGUE RECOMMENDATION
The report contains many valuable ideas. However, not surprisingly, when it moves on to make recommendations, these are made at a high level, and tend to be quite vague. This will likely attract some criticism, yet it’s also understandable. It’s within the intrinsic logic of an organisation such as UNESCO to put forward proposals that need to be acceptable in very different cultural, ideological, socioeconomic and political contexts.

What’s most important about the report is that it’s aimed at starting a global conversation about vitally important issues that need to be discussed by educators and political leaders.

Hopefully, it will stimulate fruitful debates, and contribute to strengthen a more humanistic perspective in discussions about how education can help in constructing a more sustainable, equitable and secure future.

Just Uniforms is obviously scam. My first communication with the biz owner stirred doubts when he said they have a warehouse in Ajah and an office at 15 City Mall, Onikan. Lagos Island. When I insisted on meeting him in person at their Ajah office, he switched to questions about the design and quantity. My guess: the biz owner may have tried and failed in the business but kept the website for scam purposes.

I wanted to ask him for a quotation on over 500 set of uniforms. Thanks to Tinamoore for exposing Just Uniforms...Now I'm happy to have delayed the transaction.

Only God knows how many Nigerians have fallen to his scam.

The cook ruined everything...What a disappointment!

THE “GOLDEN RULE.”

This phrase is passed on from generation to generation as a means of providing morality. Since most of the recipients have a sense of empathy, the message is generally well received. Morality is our set of guidelines on how to live, and what is right and wrong. For the majority of my life, I have abided by this golden rule: treat others how you want to be treated. For example, don’t break into someone’s house and steal their possessions (unless you want someone to do that to you). There are many messages that can be drawn from this rule, but there are three main conclusions: don’t treat others badly unless you want to be treated badly, if you put nothing in, then you will get nothing out, and if you are kind and grateful, then others will be the same in return.

I’m choosing to start with the negative because to me, this argument is the most basic- even though it can have the largest consequences if not followed. It seems fairly simple, don’t steal, harm others, etc or bad things will come to you. Many people, however, believe that they are inherently special and that they can avoid the consequences of their bad actions. If you treat others badly, then you were either treated badly, or you will get what is coming to you, and others will treat you how you’ve treated others. This may seem like a fairly abstract concept, but the golden rule wouldn’t be the golden rule unless many people believed in it. Essentially, the most commonly drawn conclusion from the golden rule is don’t treat others badly unless you want the same to happen to you.

Another conclusion from the golden rule is what you put in is what you get out. Essentially, the more effort you put into a relationship, the more you get out of it. If you want to be truly cared about, then you have to care about others. This also ties into the third conclusion, which suggests that being kind brings kindness. I believe that herein lies the difference between a genuine desire to help others and helping others to help yourself: altruism vs egoism. I do not believe that people are pure altruists or egoists, simply because all people do things for themselves and for others. Rather than confining people in the binary of altruism or egoism, I believe there is more space in-between where all people lie. It is the degree of altruism and egoism that makes a difference. I do not mean to say that people can not commit altruistic acts, and the same for egoistic acts, but I do not believe that one action can define a person.

Essentially, almost all people will prioritize themselves at some point and others at another points, but it is the degree to which they do so that makes a difference. This is where the altruism vs. egoism debate ties back into the golden rule: if you truly care about others, then others will truly care about you. You may still care about yourself more than others, but as long as the degree to which you prioritize yourself over others is not too skewed, then who’s to say you’re not an altruist?

https://meziesblog.com/do-unto-others-as-you-would-have-them-do-unto-you/

This is quite inspiring...Despite the bad experience, true love is everything mankind has to give to make the world a better place.

Nigeria is undergoing economic recession. But despite the inspiring short and long-term economic forecasts, the nation has a number of power supply challenges, many of which can be solved with renewable energy.

First among the sustainable energy options is hydropower.

However, the major problem with hydropower and similar large, capital intensive power projects is its vulnerability to stiff resistance in the development stage of global economies. This highlights the fact that small- and medium-sized projects are mostly less disruptive, cheaper and easier to establish. The truth is: Nigeria, like every other country, needs more power generation options that are affordable and eco-friendly. This is more so because businesses and personal lives revolve around electricity, and the increasing risks of environmental gradation indicates need for an urgent action. According to evidence-based data from the World Bank, over 600 million Africans (about 45% of the entire population) have no available access to electricity. Remarkably, a total of 236 GW of grid-connected generation capacity was installed in Africa during the fourth quarter (Q4) of 2018. But electricity generated from the continental project has failed to accommodate growing demands on power supply. The situation in Nigeria is equally disheartening.

Recent data from the United Nations, as indicated in its 2015 world population prospect report, estimates that African population will reach 2.5 billion by the year 2050. In addition, the global institution highlights the need for reliable and affordable electricity to facilitate economic development if Nigeria continues urbanizing, industrializing, and becoming a strong continental and global economic force. Whether the Nigerian business ecosystem (specifically the power sector) is conducive for investments is a rhetoric question. The answer is glaring enough. Systemic corruption and policy issues are a major challenge faced by multinationals, global financial donors and investors.

THE COST OF FINANCING POWER PROJECTS IN NIGERIA

Nigeria is in desperate need of constant electricity supply. Other African countries are facing same challenge of epileptic or inaccessible power, but only few among the 54 countries are responding to the huge setback with regional cooperation—the proven collaborative action towards increasing the capacity of generated electricity. Hydropower projects have featured prominently on the list of available options pursued by Independent Power Providers (IPP) in Nigeria.

Further, findings show the Nigerian government and multinational corporations are increasingly turning to private sector investors to help sustain and boost electricity generation projects within the country. The processes start from the early planning stage and continues through to construction and operations. But the power generation objective cannot be achieved without creating a conducive business environment for both public- and private-sector companies to invest towards developing the Nigerian economy. To achieve this purpose, IPPs should hire a team of experienced engineers and align business objectives with the interests of stakeholders in the financial, legal, technical/structuring domains. Governments in the West African sub-region should also close the energy infrastructure gap by providing more incentives and implementing proven policy strategies in country-specific models to spearhead growth.

Nigerians currently living without constant electricity are found in both rural and urban areas. Their isolation from the national electricity power grid is one of the greatest challenges to economic development. Additionally, disruptions in power distribution has huge financial implications for companies and individuals whose survival depends on constant power supply. However, the huge land distances from major electricity power distribution companies (Discos) sometimes make it too expensive to build the initial transmission infrastructure to connect small communities to the electricity grid. Moreover, large-scale power projects are typically financed on a limited-recourse project finance basis. This implies that private investors are required to provide around 30% of the capital required as equity while the balance comes from international and local financial institutions (development finance institutions, commercial banks etc). Again, the issue of systemic corruption is a cancer eating deep into Nigeria’s economic system and the challenge requires immediate stakeholder action to improve the quality and span of life.

https://meziesblog.com/power-is-vital-for-economic-development-in-nigeria/

Nothing Musa no go see for gate . Haven't you heard or read that "opposites attract?" Madam, or beta babe, find a man in your league and Nairalanders won't mind what happens next.

Remote workers in Portugal could see a healthier work-life balance under new labour laws approved by the country's parliament.

The new rules approved on Friday are a response to the explosion of home working as a result of the COVID-19 pandemic, Portugal’s ruling Socialist Party said.

Under the new rules, employers could face penalties for contacting workers outside of office hours. Companies will also have to help pay for expenses incurred by remote working, such as higher electricity and internet bills.

But the amendments to Portugal’s labour laws have limits: they will not apply to companies with fewer than ten employees.

WHAT WILL CHANGE?

Companies can now face fines for contacting workers outside of their normal working hours, the new rules state.

Employers are also forbidden from monitoring their employees while they work at home...

Read more: https://meziesblog.com/portugal-makes-it-illegal-for-employers-to-text-workers-after-official-hours/

Gold is a precious, highly valued metal throughout the world. But gold mining in Nigeria today is not as developed as the oil industry. Government authorities should pay attention to the activities of small mining companies to improve the quantity and quality of mined gold, not just prosecute "fictitious" thieves.

Congrats to Soludo! God will use you to deliver His people.
Long live, Anambra!

Genocide, bribery and corruption, human rights abuse, inequity, bloodshed...No respect for the rule of law...Common man can't afford free and fair trial...The executive arm of government controls the judiciary...No checks and balances...Supposed guardian of the constitution oppressing those they were established to protect...Everything in total confusion...According to 2 Baba, "All man for himself." This big-for-nothing contree wey no gree grow to bear sweet fruits tire person sef

No peace for the wicked...May God save His people.

What did he gain now? The money no even show him body.
Criminality is a cancer.
Hard work and prayer (you can add luck) are the answer.
When you fail to plan, you're certainly planning to fail.

Have you read what Nigerians are saying on Nairaland?

Your brother's wife owns the kitchen, including everywhere they call home. You're in her space. So, rules should be followed. Cook the noodles and enjoy your stay. Your brother's wife could be angry because an in-law cooking okro soup when there's a "better" soup means "open challenge." If the homeowner is a bad cook, the aroma and taste of your soup means an "insult" to the appreciation she gets from the man. It could be a matter of self-esteem, respect, and protecting what's hers .

WHAT GOD HAS JOINED TOGETHER...