Tuesday, 25 June 2013



Many educated women today will frown on the idea that “A woman’s place or office is the kitchen”.  In fact, there have been vigorous campaigns aimed at erasing that notion to replace it with one that says: “what a man can do a woman can do even better”.

 The world’s attention is drawn to equality for the male and female child, and in fact many support the need for affirmative action in favour of women’s development since gender activists believe women are mostly disadvantaged in many areas.
     
 However, biologically, men and women are different; women menstruate, give birth, breastfeed and are naturally skewed toward taking care of children emotionally.
      
 These biological roles that women have tend to limit them in one way or another -- hence the need for affirmative action.
    
Affirmative action can also be referred to as positive discrimination, and means a policy or a law that favours a section of the population.
     
 In Ghana, one thing that limits women in terms of progress in their career is childbirth. When a woman gives birth she needs rest; and she needs to breastfeed the child exclusively for six months.
    
 Perhaps that is why the Ghana Medical Association is advocating a six-month maternity leave for women.
   
Members of the Ghana Medical Association (GMA) in November last year called for the review of labour laws to grant mothers six months of maternity leave, and the mandatory establishment of nurseries in all public and private institutions.
    
They said exclusive breastfeeding among all working nursing mothers must be encouraged, and health facilities in the country be made to ensure they are baby-friendly.
     
The above concerns were in a communiqué the GMA issued and was signed by the GMA President Dr. Kwabena Opoku-Adusei and General Secretary Dr. Frank Serebour at the end of the 54th annual general conference of the Association held in Cape Coast.
   
 The communiqué noted that given the proven benefits of six months of exclusive breastfeeding to new-borns, the GMA calls for an increase in the current three-month maternity leave to six months -- stressing that it is especially relevant as some mothers are asked to start their maternity leave six weeks prior to delivery.
     
In Ghana, most institutions now give a three-month maternity leave -- after which mothers apply for their annual leave, and that pushes them to about four-and-a–half months.
     
Many organisations may argue that they cannot be paying someone for a whole six months when the person is actually “not working”: in fact, some private institutions tend to sack female workers once they start giving birth.
     
 The argument is, at that point in the female’s life, they are not productive commercially -- so which money should be used to pay them?
       
However, the big question that we have to ask ourselves as a country is whether we are projecting into the future at all. “They young shall grow,” was an answer a friend gave me when discussing this issue.
   
 Do we see the new-borns as a human resource for the country? Would it not be better if mothers had the time to nurture their young ones and invest in their brain-development, which would eventually ensure good human resource development for the country?
       
 A politician once remarked that a good source of investment for any country is to invest in its human resource development, because at the end of the day -- no matter the level of the economy, no matter the infrastructure -- it is the human beings that make a nation.
     
The GMA also advocates a mandatory establishment of nurseries in organisations to allow nursing mothers to breastfeed infants during their breastfeeding breaks. It sounds like a dream: breastfeeding breaks?
     
 One may argue that there are day-care centres springing up all over the place and these days they even admit three-months olds; that is true, but there are also horrifying stories associated with that development.
    
 A couple shared their experience of how before they sent little Akua to school she was active, cried a lot, fed well and was a really happy baby -- and how little Akua changed to be dull, not feed well and was sick almost all the time.
     
 According to the couple, they found out that Akua was given a sedative at the day-care centre every day to keep her calm: horrifying indeed!
      
Some even share stories of house-helps giving their children alcohol to put them to sleep so that they “can be free”.  Oh, where is our conscience as a nation? What have these little ones done to deserve such maltreatment? Are we thinking of human resource development? Indeed, the young shall grow. 
    
 The Ghana Medical Association said -- given the current under-five mortality rate of 80 deaths per 1,000 live births and the country’s target of 40 deaths per 1000 lives by 2015 -- it is imperative for all stakeholders, policymakers, managers, development partners and health professionals to rededicate themselves to improve care for children under five; adding that the improved care must span the entire continuum of care, from conception through delivery and post-period to the fifth year of life.
     
 Where are the women activists? Where are the female parliamentarians? Is Nana Oye Lithur, Minister of Gender, Children and Social Protection, watching? What about our dear First Lady, Mrs. Lordina Mahama? Can’t we have laws that ensurethat women have at least six months maternity leave and also see to the establishment of nurseries in all workplaces?
    
 Are women their own enemies? Because sometimes it is the female bosses who say “I went through the same bitter experience and so my fellow-female must also do same”.
     
Yesi Jones, a Ghanaian living in Canada said: “In Canada, no one will admit a six-month old baby to school”. She said mothers are given a whole year of maternity leave, with pay.
    
 She further explains that in Canada the safety, health and security of a baby is key, and no one would dare want to give a female employee only six months of maternity leave; it would be criminal, she stressed.
    
 In Ghana 40% of under-five deaths and 60% of infant deaths happen in the neonatal age group, and the GMA is saying that it is important for all stakeholders to pay more attention to new-borns that are dying primarily from neonatal sepsis, prematurity and asphyxia.
  
The Medical Association therefore advised doctors to take a more proactive leadership role, whether as clinicians or as public health physicians, to improve under-five care and to generate innovative and cost-effective change ideas.
       
 This writer believes giving our babies a good start in life goes a long way to affect their personalities in adulthood.  Perhaps we have to conclude that granting reasonable maternity leave to mothers and human resource development are two sides of the same coin.



source: B&FT

Monday, 24 June 2013

GM Receives Most Initial Quality Awards Among Automakers




General Motors built on a strong performance in last year's J.D. Power and Associates Initial Quality Study, placing about 50 percent of its vehicles in the top three of their respective segments with a company-best eight segment awards.

GMC ranked second overall in initial quality, climbing 10 spots, and was the top-ranked non-premium brand.
Chevrolet also jumped 10 spots and ranked fifth overall and second among non-premium brands. Together with Buick and Cadillac, all GM brands performed better than the industry average of 113 problems per 100 vehicles.  

In addition, GM was awarded the Silver Plant Assembly Line Quality Award for its Oshawa, Ontario, plant where the Chevrolet Equinox and Impala are built.

GM swept the Large Heavy Duty Pickup segment (Chevrolet Silverado HD, GMC Sierra HD) and Large Light Duty Pickup segment (GMC Sierra LD, Chevrolet Avalanche and Chevrolet Silverado LD.)

“Nothing energizes us more than receiving the verification of quality from our customers,” said Alicia Boler-Davis, vice president Global Quality and U.S. Customer Experience.
 “The overall ownership experience of the people who buy our cars and trucks is founded on providing vehicles with innovative technologies, while ensuring highest levels of initial and long-term quality and services they can rely on.”
General Motors received eight segment award recipients with a total 15 models in top three of their segments
Brand Highlights
Chevrolet , leads all nameplates with five segment awards and the Recipients are:
 Camaro – Midsize Sporty Car,  Impala  -  Large Car, Tahoe – Large CUV,  Silverado HD – Large Heavy-Duty Pickup,  Avalanche – Large Light-Duty Pickup
                                                                                                                                                                                    Segment Top 3
 Spark – Ranked Second  - City Car,  Equinox – Ranked Third – Compact CUV, Silverado LD – Ranked Third – Large Light-Duty Pickup

Cadillac
Escalade – Segment Award Recipient - Large Premium CUV, CTS – Ranked Third – Compact Premium Car

Buick                                                                                                                                                         Encore – Segment Award Recipient – Sub-Compact CUV, Enclave – Ranked Second – Midsize CUV and Regal – Ranked Third – Midsize Car

GMC
Sierra LD – Segment Award Recipient - Large Light-Duty Pickup, Sierra HD – Ranked Second – Large Heavy-Duty Pickup
The 2013 IQS is based on responses from more than 80,000 purchasers and lessees of new 2013 model year vehicles surveyed at 90 days of ownership. 
The study was redesigned for 2013 and provides manufacturers with information they can use to quickly identify problems and drive improvement.                                                                                    




Thursday, 20 June 2013

General Motors Committed to Providing Excellent Technical Support to Customers in Sub-Saharan Africa




Training of Dealer technicians and fine-tuned processes for faster results - creating customers for life in Sub-Saharan Africa markets

General Motors Sub-Saharan Africa (GMSSA) is striving to ensure that all its customers, no matter where they are based on the continent, receive the same impeccable service that sets General Motors apart from its competitors.

This requires a comprehensive approach through liaising with its entire Dealer Network, which covers countries from Cape Verde, Senegal, Liberia, Ivory Coast, Ghana, Nigeria, Gabon, Democratic Republic of Congo, Angola, Zimbabwe, Malawi, Zambia, Mozambique, Madagascar, Ethiopia and Mauritius.

Daniel Gitau, Service Operations Manager for GMSSA, and his technical support team, takes responsibility for a wide range of after sales processes. 

 These processes include the Global Warranty Management and Warranty Coordination processes, technical support, after sales launch readiness processes and technical training with the GM South Africa training centre in Johannesburg, for SSA Markets.  

Technical support is one of the central pillars for ensuring customer expectations are met, especially in cases where products have technical concerns that must be attended to in a much faster manner.

"We provide technical support for our products  freely and timeously.  We offer support to our Dealers, either over the telephone, by e-mail or by directing them to a website.  

The goal is to get back to the Dealer within eight hours of receipt of the email or request.  If the issue is still not resolved, the Dealer fills out a technical problem escalation form that we send to General Motors South Africa (GMSAf)," says Gitau.

GMSAf has a fully established technical support team that GMSSA can ask for assistance in certain cases where they have more experience.  If GMSAf cannot resolve the issue, they involve the source plant.

Gitau goes on to say, "We also offer training to all our Dealers. Before the launch of a new product, any Dealer approved to access that product must have his technicians trained. 

The training is based on New Model Information and Diagnosis, which incorporates training on diagnostic equipment and unit overhauls. Training is a prerequisite for sending a new product to a Dealer." 

 Gitau is also responsible for following up with other stakeholders regarding the GM Difference and Customer Satisfaction Index implementation in identified markets.

"The GM Difference is founded on the notion of creating customers for life. To create customers for life, value creation and delivery is important. Customers determine value, which is at times subjective. We must do everything to ensure we have happy customers through exceeding their expectations.

Customers buy products for certain purposes. When these products develop technical defects and can no longer operate as intended, the utility is lost. In such a scenario, the customer would require the product repaired as quickly as possible."

GM South Africa Appoints New Vice President of Operations


General Motors has announced the appointment of Ian Nicholls (51 years old) as GM South Africa’s Vice President of Operations with immediate effect.  

Based in Port Elizabeth, South Africa, he will assume responsibility for the company’s manufacturing, purchasing, quality, planning and vehicle sales, service and marketing operations in South Africa. In his new role he reports directly to Mario A.  Spangenberg, President of GM’s Africa operations.

A key focus in his new role will be the strengthening of GM South Africa’s operations in support of its drive to grow its domestic and Sub-Saharan Africa export sales volumes. 

 “The company is now well positioned to enter the next phase of its growth plans with its three new vehicle assembly programmes having recently come on stream,” says Spangenberg. 

 “The appointment of Nicholls into this new role enables us to further streamline our operations from a product, distribution and customer support perspective.”

Prior to this appointment, Nicholls served as Vice President of Planning for GM South Africa since January 2010. Before that, as part of an international service personnel assignment he worked as Global Segment Director for utilities and pick-ups, based in Warren, Michigan in the USA.

  During his time there he was responsible for global portfolio development for these segments.

Between 2003 and 2007 Nicholls was Director of Planning for GM South Africa with overall responsibility for strategic planning, product portfolio planning and programme execution of vehicle programmes (including HUMMER exports), the integration of GM South Africa into the GM global product planning operation as well as the introduction of an expanded product portfolio. 

Three years prior to this, he was Director of Sales and Marketing based in Johannesburg.

Another career highlight included a three year special assignment at Adam Opel in Russelsheim in Germany where he was involved in the integration of the South African purchasing operation into GM’s worldwide purchasing process and also the investigation of opportunities to improve the material flow, flexibility and lead time between Europe and South Africa.

Nicholls began his automotive industry career in 1990 at Delta Motor Corporation where he held several positions including Manager of new Business Development, Managing Director of a catalytic convertor subsidiary company and Director of Materials Management.

Prior to joining the automotive industry Nicholls completed his articles at Deloitte and Touche. 

He has a Bachelor of Commerce degree (cum laude) from the University of Port Elizabeth and is a qualified chartered accountant.