April 1 2019 Indian Newslink Digital Edition

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APRIL 1, 2019 10 Christchurch Massacre Businesslink Christchurch massacre presents case for regulating Social Media Paul Brislen Calls for social media to be regulated have escalated following their failure to act decisively in the public interest during the terror attacks in Christchurch. The cry has been growing ever louder over the past few years. We have seen Facebook refuse to attend UK parliamentary sessions to discuss its role in the Cambridge Analytica affair, watched its CEO testify but not exactly add any clarity to inquiries into Russian interference in the US election, and seen the company accused of failing to combat the spread of hate speech amid violence in Myanmar. US representatives are now openly talking about how to break up the company and our own prime minister has suggested that if Facebook can’t find a way to manage itself, she will. The offshore issue But how do we regulate companies that don’t have offices in New Zealand (aside from the odd sales department) and that base their rights and responsibilities on another country’s legal system? And if we are going to regulate them, how do we do it in such a way as to avoid trampling on users’ civil rights but makes sure we never see a repeat of the events of March 15? Politicians have traditionally been rubbish at regulating the internet, and not just local ones. While the EU got its laws regarding privacy absolutely right it is also currently grappling with two new regulations that will destroy the ability to share content online because it doesn’t seem to fully appreciate how the internet actually works. And then there’s Australia, which has introduced controversial new laws about encryption. Inherent risks There is every danger that we will overstep the mark and regulate the social media and tech giants in such a way as to make our own lives worse than they were before, and that’s something that needs to be taken into account before we start. Let us start by making it clear that if these companies want to operate in New Zealand, they must abide by New Zealand law. Shouldn’t be too hard since they all say “oh yes, we always operate under local legal constraints” wherever they are in the world. In Germany, for instance, with its harsh penalties around Holocaust deniers and Nazi symbols, Twitter and Facebook and Instagram and all the rest manage to avoid upsetting people on a regular basis by filtering out such content on a regular basis. If they can do it in Germany, they can do it here. So what laws do we currently have in place that might provide a platform to work from? Current Legislation In New Zealand we have the Films, Videos and Publications Act to protect us from the type of content nobody really wants to see. If the content meets the criteria, it’s deemed objectionable and anyone caught with it, or caught sharing it, can expect a hefty fine and jail time. But prosecuting individuals caught actively sharing the video of the Christchurch mosque shootings under the Act isn’t likely to prompt changes in the social media platforms themselves. We could start by making this Act more applicable to the content hosts as well as to the uploaders. Currently, under the Harmful Digital Communications Act there is a safe harbour arrangement. If you do the right thing by the law and act quickly to remove the content, we’ll let you go about your business. I would like to see that beefed up. Let us see how quickly they can respond, make it mandatory to report on a quarterly basis how many complaints they receive about content and how they acted on each complaint. Fixing time frames Let us put a time frame in - say 24 hours to assess and remove content. Let us put in some real incentives as well - rather than a $10,000 fine let’s move to a model that will really get their attention. How about $50 million or 4% of global revenue per offence? Let us not leave the decision-making on what is and is not objectionable up to of minimum wage monitors based in the US who do not know New Zealand laws. Let us require that the community standards applied to New Zealand content for New Zealand users are based on New Zealand law. And if we are going to have live streaming video footage uploaded by anonymous individuals, let’s have a look at how best we can monitor and manage that. All video to be tagged with a hash, for starters. This is a couple of lines of code that identify the video so if it needs to be pulled from public view it can be found and removed quickly. Moderators required And let us have actual moderators looking at actual live feeds with the power to hit the “dump” button and remove content if it’s offensive. Social media is fantastically quick to remove copyright material (and indeed material that it thinks is covered by copyright law) but incredibly slow to act on everything else so let’s change that dynamic. Let us hold senior leaders to account for any breaches of the law - just as we have introduced personal liability for company directors. Our Privacy Act Privacy is an area that needs strengthening as well. Our Privacy Act is currently being reviewed but in light of the events of last week it probably needs to be looked at Logistics is the line between Order and Disorder through a new lens. The Privacy Commissioner needs to be able to act decisively and act with some force. While we are at it, let us introduce a tougher financial reporting regime. Facebook made around $800 million from New Zealand users last year so let us see it pay tax locally. There is work underway on this – I would like to see it accelerated and scaled up significantly. Ideally we would work with our counterparts around the globe. We need to work together with other jurisdictions to make sure these companies are compliant and don’t simply move virtually to another location. Social Licence All companies operate under a social licence. We give Facebook and Twitter, Instagram and WhatsApp a huge amount of data about us and they make a huge amount of money from us, and most of that is because we allow them to. If they are not going to play fairly then the ultimate penalty is to take our ball and go home - uninstalling the app, refusing to pay for advertising, removing ourselves from the equation may be the only option that actually makes a difference. But let us try the regulatory approach first. Paul Brislen is a Technology Commentator. The above article, which appeared on Radio New Zealand website, has been reproduced here under a Special Agreement with www. rnz.co.nz Link2 Group is an Auckland-based Logistics Contract ServiceProvider,comprising Link2 Services (established in 2000) and Link2 Solutions (formerly knownas Apparel Solutions). We arethe only Logistics Contract ServiceProvider offering clients the flexibility to choose aUnit PriceoranHourly Rate forservices; and the location –either at their premises or at our Wearhouse in East Tamaki. OurServices include all Warehousing needs,including Pick-Packing,Labelling, Container Devanning,Creating Promotion Packages,Rework, Stocktaking and Production. Awards over the Years Indian Newslink Indian Business Awards 1. Supreme Business of the Year 2016 (Winner) 2. Best EmployerofChoice2016 (Winner) 3. Business ExcellenceinCustomer Service2015 and 2016 (Winner) 4. Best Young Entrepreneur of the Year (Rahul Sirigiri, CEO)2013 and 2016 (Winner) Westpac Auckland Business Awards (South) 1. ExcellenceinStrategy &Planning 2017 (Winner) 2. Employerofthe Year 2016 and 2017 (Finalist) 3. ExcellenceinCustomer ServiceDelivery(Finalist) The Link2 Group was the Winner of the ‘Supreme Business of the Year’Award at the Ninth Annual Indian Newslink Indian Business Awards 2016. Chairman Indra Sirigiri (third from right) with Mansa Sirigiri, the then Prime Minister Sir John Key, BNZ Chairman Dough McKay, the then Managing Director &Chief Executive Anthony Healy and Rahul and Jaya Sirigiri. Job opportunities!! TheLink2 Group has multiple Casual,Full Time and Part-Time jobs available for: ● General Warehousing (Pick-Packing,Labelling,Sorting,Rework) ● Forklift, Reach and Hoist Drivers ● Container Devanning ● Truck Drivers: Class 2and 4 Office Address: 47 Allens Road, East Tamaki,Auckland2013 PostalAddress: POBox217206, Botany Junction, Auckland Phone: (09) 2724700; Fax: (09)2724699;Mobile: 027-5460480 Email:office@link2services.com;Website:www.link2group.com
APRIL 1, 2019 Businesslink Good management brings ‘Best of the Best Employer Award’ to Link2 Group Recognition and applause at Westpac Awards on March 14, 2019 Venkat Raman When the East-Auckland based Link2 Group Limited was declared Winner of the ‘Best of the Best Employer of the Year 2018’ at the Westpac Awards Ceremony held on Thursday, March 14, 2019, it was an endorsement of the Company’s exemplary role as a responsible employer. It was also an acknowledgement of the fortitude and vision of its Founder-Directors Indra and Manasa Sirigiri, who established the Company 19 years ago to engage in a market with exacting standards of ethics and customer service. The Awards Ceremony was attended, among other VIPs, by Auckland Mayor Phil Goff, who said that the City of Auckland depends of the success of companies to maintain economic growth, provide employment and promote overall business. “We appreciate the contributions of companies that have participated in the Westpac Awards. The success is crucial to the future of Auckland,” he said. ‘Best of the Best Awards,’ is a two-step process, with the Link2 Group winning the ‘Westpac Best Employer Southeast Auckland 2018’ Award. Winners of this Category from Northwest and Auckland Central were automatically entered into the ‘Best of the Best Award,’ which was presented to Link2 Group. The Group had won the ‘Westpac Excellence in Strategy and Planning Award’ in in 2017 and the ‘Supreme Business Award’ (Southeast Auckland) in 2018. Other Awards & Citations Link2 Services Limited, the flagship of the Group received the ‘Supreme Business of the Year Award’ from the then Prime Minister John Key at the Ninth Annual Indian Newslink Indian Business Jaya, Rahul and Indra Sirigiri with Vodafone Head of Corporate Sector Kate Tulp after winning the ‘Westpac Best of the Best Employer Award’ on March 14, 2019 (Picture Supplied) The Link2 Group team with the ‘Westpac Best of the Best Employer Award’ on March 14, 2019 (Picture Supplied) Awards held at SkyCity Convention Centre on November 28, 2016. The Company also won the ‘Best Employer of Choice’ and ‘Business Excellence in Customer Service Award’ that year and in 2015. In selecting the Company for the ‘Best Employer of Choice,’ the Independent Panel of Judges said, “Link 2 Group has more than 200 staff with 60% Indian ethnicity working with 35-40 different customers across Auckland and operating from their East Tamaki Office. New employees undergo an induction programme with a significant focus on health and safety systems as well as the required skills for customer deployment. Staff with leadership abilities are identified by Site Supervisors and Customer Service Managers from performance reviews and client feedback.” Modest Beginnings Like many migrants, life was not easy for Mr and Mrs Sirigiri as they arrived in New Zealand from their native Hyderabad with two children (son Rahul and daughter Sowmya) in the Autumn of 1997. He, a Civil Engineer by qualification and profession was ‘over-qualified’ and she, with no work experience. But they had hope, confidence and ability to do hard work, along with a saving of $2200. “Manasa was the first to get a job in a production house, and I also managed to secure employment in the printing industry. Pleased with her efficiency and sincerity, Manasa’s employers encouraged her to start her own business in May 1998. I started helping her in the evenings and on weekends. Those were the beginnings of our own enterprise and Link2 Services Limited was officially launched in December 2000,” Mr Sirigiri said. He said that Mrs Sirigiri was Jeff Briscoll, Westpac Regional Commercial Manager, Manasa, Indra, Michael Barnett (Auckland Business Chamber), Rahul and Jaya Sirigiri after winning the Westpac Supreme Business Award (Southeast Auckland) on October 17, 2018 Jaya, Rahul, Indra and Manasa with Kevin Obern, Managing Director, Office Max after winning the Westpac South East Region Employer of Year Award on October 17, 2018. (Picture Supplied) known for her team work, understanding and compassion. “These qualities made her a good employer and Link2 Services began to grow. The family business expanded with the acquisition of ‘Apparel Solutions,’ in 2013 (rebranded as ‘Link2 Solutions in 2017) and ‘Stirling Recruitment’ last year,” he said. Mr Sirigiri used his experience in business both as an employer and employee to determine the sort of company he wanted Link2 Services to be – one that worked hard for the customers and that treated the employees with respect. Indra is involved in a governance role at Link2 Group, focusing on growth while sustaining current client relationships. Today, he is the Chairman and Managing Director of multi-million dollar Link 2 Services, Link2 Solutions and Stirling Recruitment Limited with a staff of over 400. Trans-Tasman Research busts Whistleblowing myths 11 He directs the Mission of the companies to be the link between customer demand and personnel, providing manpower when and where needed. Shared responsibilities Link2 Services has a flat management structure intended to maintain flexibility in meeting client’s requests and allowing swift communication within the business. The Company has set performance standards at corporate, team and personal levels; and monitors progress of each of these on a monthly basis. All personnel work to achieve higher levels of productivity and profitability and then set higher targets. These factors promote high levels of financial performance of the companies in the Link2 Group, which in turn reflect staff placement, customer satisfaction and other measurable factors. Michael Macaulay Whistling While They Work’ is the largest research project on whistleblowing ever undertaken. Public, private and not for profit sectors in New Zealand and Australia participated. It has helped conversations in New Zealand, around updating the Protected Disclosures Act. Furthermore, a number of Australian jurisdictions have directly cited the project in legislative changes. Late last year, the Business School published a wide series of reports and working papers under the title Whistleblowing: New rules, new policies, new vision, which are all freely available at http://www.whistlingwhiletheywork.edu.au/?p=941 . The papers are based on survey responses from nearly 18,000 people. These ‘reporters’ included senior leaders, investigators, those in governance roles, and thousands of people who have reported workplace misconduct. Busting popular myths Our findings confirm some long-suspected concerns, but also bust a number of whistleblowing myths. Here are just a few: Whistle-blowers are frequently perceived in a positive light. Our work suggests that while whistle-blowers may have been poorly perceived in the past, there is a significant shift in the way reporters are seen. Previous studies found that managers tended to view their own data as most important. We found now that internal reporting is considered the single most important source for bringing wrongdoing to light within any organisation. We need to explore further how strong this shift in thinking is. In a majority of cases, the concerns of reporters are taken seriously. We found that more than three-quarters of all reported cases were dealt with in some way. Repercussion not reprisal Repercussion does not equal reprisal. Sadly but perhaps not unexpectedly, our work finds that the vast majority of reporters suffer adverse effects of reporting. Most common of these were the impacts of stress and emotional strain, which are present even when the reporting experience was positive. The percentage of cases that led to harassment of reporters were substantially lower. These findings suggest that organisations need to give broader consideration to all reporting – not simply to try and mitigate direct reprisals. Risk Assessment Risk assessment works. Our findings confirm that ethical culture, and the ethical leadership of an organisation, have far more impact on the treatment of reporters than does the existence of rules and regulations. That is not at all surprising. Yet we also found that the single most effective institutional element that an organisation can use is risk assessment – for both reporters and agencies. With the focus on consequences of poor protective disclosure, risk assessments are more likely to lead to better outcomes for individuals and for organisations. They lead to better treatment of reporters and are more likely to bring about positive change. Less positive aspects As previously mentioned, our research also identified some less positive aspects. Bullying and harassment remain the single most observed type of wrongdoing, more so in New Zealand than in any Australian jurisdiction. It also shows that in New Zealand there can be a reliance on informal channels rather than change requiring formal training and development, to counter workplace misconduct. Opportunity to comment Our research is now moving into the final phase of key respondent interviews. We would love to talk to anyone, both people who have expertise in the area and others with experience, for comments on our findings. Please contact me directly at michael.macaulay@vuw.ac.nz if you would like to comment. Our final reports will be published this Winter. Dr Michael Macaulay is a member of Transparency International New Zealand with Delegated Authority on Open Government Partnership and Whistleblowing. The above article appeared in Transparency Times, March 2019 issue.
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April 1 2019 Indian Newslink Digital Edition

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