Taxi drivers protest move to deduct salaries over road accidents

‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Scores of taxi drivers staged a protest in the Mussaffah area of Abu Dhabi Wednesday morning. The Al Ghazal Transport employees were protesting against a circular issued by the company, introducing new fines for drivers causing road accidents. However the drivers went back to work as the company withdrew the circular following the intervention of TransAD, the taxi regulatory authority. One driver, who requested not to be named, said the circular stated that any of them who were at fault in an accident would be fined up to Dh5,000, depending on the damage caused. "Most of us receive a monthly salary of Dh3,000 to 3,500 [including commission], for working 12 to 15 hours or more [per day] so we can't afford a hefty fine like this," he said. Another said the maximum fine charged for causing a road accident had previously been Dh800. "We work such long hours and end up exhausted. We're prone to driving errors," he said. "Anyway, the insurance companies pay a huge part of the damages. Why should we have to pay more?" Later the company cancelled the circular. "We're still very angry because of several other issues," one employee said. The drivers also said they'd been mistreated by other staff members at the offices and garage of the company. TransAD, the Centre for Regulaton of Transport by Hire Cars, later told Gulf News that it had asked Al Ghazal to withdraw the new policy on salary deduction related to road accidents.

5 per cent in 2010. Knowing the needs of the private sector and adapting to these needs is a must. the biggest GCC economy. political and cultural fabric of the GCC society. "These vast discrepancies in the demographic make-up of all GCC countries represent a warning sign of the serious threats to the social. according to officials.and gas-rich countries continue to attract labourers." he said during a lecture he gave recently in Washington DC.5 million and 3. unemployment among GCC nationals is also rising. "By far. 65 per cent in Oman. The mega projects in the oil. Other issues in question include security. is the challenge of demography. According to some estimates.Labourforce in gcc ‡ ‡ ‡ ‡ ‡ (GCC) states are an indication of the challenges facing the GCC in addressing the complex labour and employment issues in the Gulf. will need to fill between 3. Developing the education sector to help GCC citizens meet the job requirements of the private sector certainly an extremely important issue is not enough. Hiring nationals into the already saturated public sector doesn't seem to be the answer. ‡ ‡ ‡ .5 million by 2020. 62 per cent in Bahrain. There needs to be more investments in determining what the market needs for the next several years. and the vast majority of them are. In order to create job opportunities for the "emerging [national] youths" nearly half of the GCC's 40-million population is under the age of 18 the economic structure of the members of the bloc needs to be developed. reaching 20. Opening the doors of the private sector is necessary. The size of the workforce is also anticipated by some studies to increase by 30 per cent in the next 10 years. 86 per cent in Qatar and 83 per cent in Kuwait. at present. economics and geo-political realities." he said. 65 per cent in Saudi Arabia. Despite the fact that job opportunities are abundant. Al Sabah pointed out that foreigners constitute 90 per cent of the workforce in the UAE. Saudi Arabia. But addressing the complex labour and employment issues in the Gulf by itself is challenging. unemployment among GCC nationals is expected to touch 10. foreigners.8 million jobs by 2020. on the challenges facing the Arab Gulf countries. the foremost challenge to the Gulf Cooperation Council security and development in the long term. but how to make the private sector play a bigger role in absorbing thousands of youngsters entering the labour market continues to be a question.

young Omanis are working as taxi drivers and in the hospitality industry. Such a view is hard to argue against. . For instance. Efforts Many prominent Gulf businessmen support efforts of hiring nationals. It is this type of internationally recognised "best practices" that will help boost a GCC national's competitiveness. but they need to take the time to enrich their experiences. which puts productivity at the top of its priorities and connects it with salaries. How will they advance after reaching managerial positions when they are in their mid-twenties? Nobody should deprive them of the opportunity of reaching high positions at a young age. expand their exposures. they are asked to cross-train in multiple divisions across the company before being put in decision-making posts. But some practices need to be rethought in order to boost the competitiveness of nationals in comparison to foreigners. The emergence of Emiratis as receptionists and as cashiers at big supermarkets is no longer an unusual sight.‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ There is a stereotype that GCC nationals avoid the private sector and seek government jobs because they require less time and effort. In Saudi Arabia. they would not have done earlier. Anything less is a disservice. steps like encouraging small and emerging business ventures and supporting GCC citizens to develop entrepreneurial ambitions are also being implemented. with more and more young GCC nationals willing to enter the competitive market of the private sector. The new trend has gained momentum with the introduction of programmes in GCC nations in the past two decades that promoting hiring nationals in different private sector fields. Even though they are chosen from the "honour's list" of graduates. young employees need to climb the ladder. Apart from training schemes. in many cases. They recognise that new and.and public-owned factories across the kingdom. However. Putting fresh graduates in senior managerial positions even though they might have graduated from renowned institutions is undercutting their ambitions. Income from the public job is guaranteed at the end of the month contrary to the private sector. calling on authorities concerned to provide them with needed training. Such an argument brings to mind career paths of experienced executives at multinationals. and polish their skills. a change in attitude regarding the private sector has already begun. there are thousands of young people who are joining vocational training centres and getting jobs at private.

"A voluntary recall with no case of accident usually gives an impression that the company cares about safety.Hyundai car recall. the US National Highway Traffic Safety Administration said. is expected to begin the recall in October. based in Seoul. Hyundai Motor America informed the agency it is voluntarily initiating a safety recall of Sonata sedans to inspect the steering issues. 2010. this month said that Jeong Sung Eun resigned as vice-chairman to take responsibility for the recent recall of four models. which opened a preliminary probe into steering issues on the model in August. a Seoul-based analyst at Hanwha Securities Company. according to New Jersey-based Autodata Corp." The recall comes amid increased attention among automakers to quality problems after Toyota Motor Corporation. Kia began recalling about 104. Hyundai's US sales rose 17 per cent in the first eight months of the year. and September 10. ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Hyundai Motor Company.4 per cent increase in industry-wide deliveries through August. Hyundai Motor said there were fewer than 10 vehicles with the steering issues and no accidents or injuries have occurred as a result of this condition. an affiliate of Hyundai Motor. are subject to the plan. South Korea's largest automaker. according to the US agency." said Kang Sang Min. The automaker. The year 2011 Sonata sedans manufactured between December 11. led by demand for the revamped midsize Sonata and new Tucson crossover vehicle. will recall about 139. "It's a recall of Hyundai's flagship model in the flagship market. the agency said in a statement on its website. the world's largest carmaker.500 cars in the United States because of steering issues that could result in a loss of or reduction in manoeuvring capability.000 cars worldwide earlier this month because of a wiring problem that can cause fires. Resignation Kia Motors. The growth is more than double the 8. . Hyundai Motor said in an e-mailed statement on Sunday. 2009. recalled more than eight million vehicles in the past year for problems related to unintended acceleration.

as follows: Step 1: Document the negative behaviour and the specific verbal and non-verbal behaviours and actions that cause concern to you and/or the team.Attitude issue can be tackled ‡ ‡ On occasions. a resolution is easier if dismissal is the only way forward but the alternative is a structured intervention. Let us start out from the premise that people are not normally born having a difficult' personality that manifests in an attitude problem in later life. it may be more beneficial to address the situation as a behavioural problem. I have been told by various managers who are having difficulties with a particular team that they have encountered an attitude problem' with some of their team members. Managers often do not know what to say or do to someone who. in many cases it can be. Sometimes I wonder if this is really the case. Are such individuals really difficult? And. the situation needs to be managed. if dealt with in a timely way and with an appropriate and prompt intervention. and that they are at a loss as to know how to deal with it. in their opinion. how should you respond? Rather than becoming involved in a debate about the employee's attitude. if so. did they come to the company with this behavioural issue or did it manifest itself over a period of time? Either way. In this way. So the chances are that the behaviour is ignored until it gets to the point where the individual staff member needs to be disciplined and/or ultimately asked to leave the business. is being difficult'. but there can conceivably be a combination of factors that can create a situation which can range from quiet disobedience to outright insubordination in the workplace. And this is where the difficulty can lie. be avoided? Well. ‡ ‡ ‡ ‡ ‡ . As a manager. So could this situation. which ultimately costs an organisation a good deal in terms of training costs and costly staff changes.

Then list the business reasons why the behaviour has to stop.Negative behaviour is disruptive to the organisation. but that should be a last resort. Confirm that a change in behaviour will benefit not only the individual but their colleagues and the department as a whole. Be straightforward. Find out if there is a reason for the negative behaviour as it is possible it could be in reaction to someone else's conduct in the office. the problems that it is causing and the necessity for it to stop. If you have implemented this process. Other consequences could be carelessness or lack of concentration leading to increased accidents. There can be nothing more important than defusing a situation where an employee has a negative and disruptive attitude.‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Step 2: Identify the effects of such behaviour which may be damaging team morale. having a negative effect on productivity or damaging the reputation of the company by harmful comments. or possibly that they are responding to bullying or intimidation. .A poor attitude needs to be addressed by a structured intervention. Intervention: Clear-cut approach . Step 3: Arrange a mutually convenient time to meet with the employee concerned and ensure there will be no interruptions and that the individual knows that the conversation is confidential. then it could be that the service of a professional coach might be needed.Ignoring unacceptable behaviour should never be an option. insensitivity and rudeness resulting in disruption of schedules and targets. etc. People don't necessarily wish to have an attitude problem but it can grow over a period of time and then become part of their natural behaviour patterns. without measurable success. The alternative is to look for a replacement. . You need to ascertain if there is some perceived complaint against either the company itself or some other member of staff. Be direct in describing the unacceptable behaviour. . a tense atmosphere in the office or in a workshop leading to poor co-operation and co-ordination amongst team members. The date and time of each incident needs to be recorded together with the perceived effects on both productivity and team relationships.

Air india pilots strike ‡ ‡ ‡ ‡ Air India is not taking any new bookings for the next three days for flights it operates in the Middle East and Africa. "For the Sharjah-Amritsar flight we are clubbing with the Dubai-Amritsar flight of Air India Express. The passengers from Abu Dhabi. we have substituted it with Boeing 747-400 aircraft to accommodate all passengers. For Hyderabad. We are calling our passengers and updating them on the sitution." Pathak said. Abhay Pathak. if the current situation continues. from where we have two daily flights. we have chartered a flight from Air Arabia. while the Dubai-Goa flight has been cancelled and the passengers bound for that flight have been transferred to Qatar Airways. are being brought to Dubai. "Instead of the Airbus A321 operating on the Delhi and Mumbai routes from Dubai." Pathak added. ‡ ‡ ‡ . the airline's regional manager told Gulf News on Saturday." he added. "The same flight schedules will be repeated tomorrow. Kerala-bound passengers Pathak said all Kerala-bound passengers are being put on Air India Express flights operating from Dubai and Abu Dhabi. Up to 90 per cent of Air India's flights have been affected by a pilots' strike that entered its fourth day yesterday.

He rubbished talks about a possible lockout of Air India. according to a Bloomberg report. passenger loads will also come down and we will be able to tide over this period. "Only the operations of Air India's main domestic arm are affected. 14 were grounded in Kolkata and 12 in Kerala.‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Meanwhile. where on an average we have 52 flights. and termed them baseless rumours floated by the unions." the official said. According to the official. our operations are going on smoothly.600 pilots continued their strike despite facing a possible six-month jail sentence for contempt of court and amid talks of a partial lockout. which includes 13 flights from Delhi. "Currently." a senior Air India official with the operational arm of the airline told the news wire. As we have stopped ticket bookings. While 60 flights were cancelled in Mumbai. How can the national carrier be locked out? We have enough executive pilots to operate our flights. ." the official said. "These are just rumours being floated about a lock-out and nothing more. 100 domestic flights of its subsidiary arm of Alliance Air were still operating. He added the airline on Thursday adopted a reduced operations plan in which fewer flights by wide-bodied aircraft would be operated. close to 150 flights were grounded yesterday as nearly half of Air India's 1. "We will operate just around 40 flights nationally. Air India has reportedly cancelled 150 flights and re-scheduled 35 out of its daily 225 domestic network." the official said. Our subsidiary Alliance Air is still active with 100 flights on the national network.

when Delta turns a profit and has a payout under its profit-sharing plan. He gets incentive pay in cash for years like 2010. Revenue last year rose 13 per cent to $31.7 per cent during the year. Delta shares rose 10. and life insurance premiums. 56. But for 2010 he received incentive pay of almost $1. financial planning. Delta said it increased Anderson's potential rewards under a long-term incentive plan because of his "outstanding leadership during Delta's merger with Northwest" and the integration of the operations of the two airlines. It earned $593 million after losing $1.24 billion in 2009.297 in contributions to retirement plans. Rising oil prices have hurt shares since then. ‡ ‡ ‡ .961 for flight benefits.2 million.3 million. and home security. But he did get relocation benefits and other perks valued at $1. Anderson. The figure includes $46. so the two payments roughly offset each other.6 million a year earlier.000 salary didn't change. 2007. He gets incentive pay in restricted shares if the profit-sharing plan doesn't pay out. He didn't get that incentive pay in 2009 because Delta didn't turn a profit that year. The pay for Richard Anderson was down 4 per cent from the previous year. Last year Delta turned its first profit since 2007. tax reimbursements.60. His $600. Delta said Anderson's base salary has not changed since he joined Delta as CEO on September 1. During 2010. He also received $183. too. finishing 2010 at $12.36 million) last year. according to an Associated Press analysis of a filing made on Friday.Delta airline pays highflying CEO 8 m$ incentive ‡ ‡ ‡ A profitable year for Delta Air Lines turned into a profitable year for CEO Richard Anderson. received stock awards valued at $6 million last year. Anderson collected compensation worth about $8 million (Dh29.76 billion. down from $6.

2 million (Dh26 million). . "It's not only direct costs of a data breach. Dr Larry Ponemon. Chairman and Founder of the Ponemon Institute. Speaking to the latest data breach report. such as notification and legal defence costs that impact the bottom line for companies. malicious or criminal attacks are not the least common cause of breaches 31 per cent of cases involved malicious or criminal attack.Sony problem ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ The theft of 77 million account user records by hackers who breached PlayStation Network (PSN) may not only present financial risk for users who shared their credit card details with the network. Breach costs for malicious attacks skyrocketed 2010 cost per compromised record averaged $318. The Ponemon Institute. in its US Cost of a Data Breach report released only weeks before the PSN intrusion. said that malicious attacks on organisations have shot up 7 per cent in 2010 to an average cost per hacked company of $7." the report stated. "For the first time. Sony-owned PlayStation may be staring down losses of tens of billions of dollars to contain and repair damages caused by the April 19 intrusion into the online gaming network. up $103 (48 per cent) from 2009. but also indirect costs like customer business due to abnormal churn. a data protection research firm. said in general terms on his blog that "individuals still care deeply about their personal information and they lose trust in companies that fail to protect it"." he said. Loss of trust Applying the Ponemon formula's cost per compromised record figure to the hacking of PSN could see the Sony subsidiary facing more than $24 billion in damages.

"The significant jump in malicious attacks over the past two years is certainly indicative of the worsening threat environment. the apprehension of credit cards being compromised will result in lawsuits against Sony which will cost it enormously just how much will only be known if the case is settled against Sony. Professor Ajit Karnik. In the absence of actual fraudulent credit card usage. Obviously if credit card details have been leaked then the costs could be enormous but it is not clear if this has happened. 14." There is also the long-term impact of the loss of some existing customers who may feel they have been let down. the only costs are non-monetary: the pain involved with cancelling existing credit cards and getting new ones.‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ The jump in malicious attacks to 31 per cent this year. hackers could cash in on possible exposure of credit card information from the Middle East where more than one million users are registered with the online gaming network." he said." Ponemon said. However. PlayStation numbers show of that number. .000 PSN users with credit cards. they're trying to profit from the breach. "There will be strong financial and non-financial costs. there are 27. "I would think there would be and the impact would be even greater if a competitor could take advantage of the problem Sony is facing. The loss of goodwill would take a long time to recover and this will be felt in terms of lost sales of the product of the company. Sony itself will have to fix the problem that has been created and this will involve a huge expense. he said." If financial gain was the impetus behind the PSN attack." Karnik suggested. suggests the electronic environs for companies are rife with danger. an economist in Dubai who teaches at Middlesex University Dubai. the investigation is more involved and they are more difficult to contain and remediate. Users of PSN will also have to change their passwords on other accounts whose details have been compromised. Another reason malicious attacks are so expensive is the criminal is out to monetise their work. Increasing malicious attacks are costing companies more money. up from 12 per cent in 2008.000 of whom reside in the UAE. "because they are harder to detect. Costs involved "There are some costs involved here but it's just the cost of plastic and transporting the cards to the credit card holders. told Gulf News it's difficult to gauge how the PSN breach will play itself out in coming weeks and months.

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