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Grundon expands internationally
A ground-breaking new agreement to develop waste facilities across the Middle East and Africa (MEA) has been signed by Grundon Waste Management and construction industry leader MAN Enterprise.
Neil Grundon, deputy chairman, said: “We’re incredibly excited about this new partnership, which enables us to broaden our operations into the international arena at a time when opportunities are sorely lacking in the UK and European markets.
“It is an excellent opportunity for us to share our innovation and knowledge within a new marketplace and demonstrates that we see our long-term future as being on the international stage, as well as at a domestic level.
“MAN has impressed us with their commitment to the development of waste infrastructure in the MEA region and, as a fellow family business, I can see we share many similar values, which is why I am
Michel Abi Nader, MAN Enterprise chairman, was quoted saying: “We are delighted with this new partnership with Grundon that combines British excellence with Lebanese resourcefulness. Both companies share same values and spotless records.
“The Middle East and Africa regions are currently witnessing tremendous growth in their population and economies; this is posing additional challenges to a solid waste sector that is already suffering from a lack of efficient and sustainable solutions.
“We view our alliance with Grundon as a strategic move directed towards reversing this trend, benefiting from Grundon’s extensive experience and MAN’s network and commitment to develop waste infrastructure across the region.”
During discussions last October, Neil Grundon visited Lebanon’s
Do extroverts make
the best leaders? Surely they do? After all, they are assertive, inspiring and dominant. Extrovert leaders are strong leaders. Or so we thought
Recent studies now suggest that introverts are better listeners, are more inclined to reflect, may be more creative, and are certainly more sympathetic communicators. And they are less inclined to dominate or interrupt conversations. So there is a growing school of thought that introverts can, in fact, be more effective in leadership.
But actually, it turns out that even this is also only partly true. The reality is that neither introverts nor extroverts make the best leaders. Because the most effective leadership needs a balance of the two, and leaders who only exhibit a strong dominance of one characteristic or the other tend to lack that balance.
And there is anecdotal evidence that suggests that it is significantly easier to teach an introvert (i-preference) how to communicate more assertively than it is to teach an extrovert (e-preference) how to be a more considerate listener.
A Grundon Materials Recovery Facility
confident this partnership will be built on solid foundations for future growth.”
Grundon will provide recommendations on Best Available Technology (BAT) and knowledge transfer on the technical aspects of establishing a state-of-the-art waste infrastructure; including the design, build, installation and commissioning of waste treatment facilities such as Materials Recovery Facilities (MRFs), recycling, composting, Refuse Derived Fuel (RDF) and Energy from Waste (EfW) facilities.
It will also provide expertise in areas such as health and safety, environmental mitigation and the development of effective and sustainable working practices.
capital Beirut to meet the MAN team and see first-hand the challenges ahead, not least of which is the rapid growth in population, coupled with a severe lack of adequate waste management facilities.
“MAN has demonstrated they are not afraid to make long-term strategic decisions in order to make their own operations more sustainable and benefit the communities within which they operate,” he said.
“We look forward to continuing and growing our working relationship with them and helping to achieve their goal of developing much needed waste infrastructure throughout this area.”
Details:
www.grundon.com THE BUSINESS MAGAZINE – THAMES VALLEY – MAY 2016
Delegates on Henley Business School’s Developing Management Practice programme have been discovering that the foundation of the solution for many managers is a heightened awareness of their own preference, coupled with a deeper understanding of the preferences of other team members and stakeholders.
For example, managers who are more inclined to working on their own may need to adapt their behaviour to create a more effective rapport with extrovert teams, which thrive on group meetings and collective problem-solving activities. Delegation is another area in which a recognition of different behavioural types is critical to achieving positive outcomes. And working in open-plan offices presents particular challenges for
those who are more introverted, and operate most effectively when given their own time and space.
Programme directors Denise Fryer and Debora Brockwell cite the self- awareness that the programme instils – through a variety of workshops and tools such as MBTi – as one of the key reasons for its success: ”Time after time, we see participants who initially have a strong bias towards one end of the spectrum or the other, having those lightbulb moments when they realise the consequences of their own behaviour. It’s very gratifying to see how their self-awareness and behavioural understanding has shifted over the duration of the programme, to the point where they become much more balanced, much more aware of their behaviours and – as a result – more effective as communicators and leaders.
”This year, we have seen a theme of managers who have an i-preference who need to be more influential and effective within their e-preference organisations. Through our coaching those individuals are able to consider their intent and impact and develop ways of adapting their own style accordingly.”
Details: Diana Richards 01491-418767
exec@henley.ac.uk www.henley.ac.uk/ dmp
Follow us on twitter: @HenleyExecEd
www.businessmag.co.uk
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