Thanks to the investment of the German logistics group Hamburger Hafen und Logistik Ag (HHLA), the North-Eastern Italian port will become a central hub of sea-rail exchange between Europe and the Far East.
Trieste becomes a fundamental hub for the integration of logistics and port networks between Northern and Southern Europe: HHLA, terminal operator of the Port of Hamburg, (the second of Europe after Rotterdam) has closed an agreement with the partners Icop SpA (construction) and Francesco Parisi SpA (freight forwarder) to become the first shareholder of the Trieste Logistics Platform at the end of 2020, one of the largest maritime infrastructure built in Italy in the last 10 years.
The ceremony for the signature of the contract will take place on the 30th September at the presence of the Italian Minister of Economic Development Stefano Patuanelli and the CEO of HHLA Angela Titzrath. This is a further step towards the creation of a logistics leading group in Europe, which will develop a terminal in Trieste, serving the sea-rail system of the Countries of Central-Eastern Europe.
The most accomplished implementation of the Silk Road does not end with the Chinese-designed Belt And Road Initiative. So far, a strong European vision was lacking, capable of integrating and balancing points of view and interests from Asia. This is the strategic contribution that comes today from Trieste, a port with an international soul as evidenced by the numerous foreign capital already present, including Turkey, Switzerland, Denmark, Hungary, just to name the main ones.
Trieste rediscovers its natural Central-Northern European outlet basin, which in the past made the Porto Franco great.Zeno D’Agostino, President of the Eastern Adriatic Sea Port System Authority
The German HHLA employs 6,300 employees and handles 7.5 million TEUs of containers, developing a turnover of 1,350 million euros. HHLA has four terminals in the port of Hamburg, one terminal in Odessa (Ukraine) and one in Tallinn (Estonia). It is listed on the Stock Exchange of Frankfurt, but its majority shareholder is the State City of Hamburg with 68,4% of shares.
Over the past few years the Adriatic region has developed very dynamically. Trieste is the northernmost port in the Mediterranean and at the same time the southern outlet of central and eastern Europe. This participation constitutes a significant extension of our current port and intermodal network. The terminal offers us the opportunity to intercept new flows of changing goods and to actively participate in their evolution. With this operation we reaffirm our ambitions and our desire for international growth. At the same time, we intend to further strengthen our Hamburg terminals through investments in facilities and technologies. We are a Hamburg-based company but we feel at home in Europe and we operate globally.Angela Titzrath, CEO of HHLA
The logistics hub of Trieste
The Logistics Platform was created with an investment of over 150 million euros (Port System Authority of the Eastern Adriatic Sea contributed for 99 million/euros) to respond to the growth trend of freight traffic of the sea port of North-Eastern Italy. The project was developed in an area of 12 hectares, South of the port of Trieste, by a consortium, composed by the freight forwarder Francesco Parisi, the construction company ICOP and Bologna airport.
The subsequent purchase of the adjacent “Scalo Legnami” terminal doubled the original surface area of the project started in February 2016, creating a terminal, which reached an extension of 24 hectares, equipped with a double docking and railway connection and a concession for duration thirty years. The integration of the Logistics Platform with the surrounding areas was favoured by the signing of the Program Agreement of the Ministry of Economic Development, for the implementation of the industrial reconversion project in the industrial area of the “Ferriera di Servola”, which recently turned off its blast furnace, after 123 years of activity.
A sustainable logistics hub will be created in the area to serve the port and the local economy. According to the agreement, the conversion will take 5 years, divided into 3 phases, and an investment value of 98 million. The area is equipped with the railway connection of Servola station, which will be able to manage complete trains of 750 meters, and a direct motorway junction on the highway network.
Source: Il Sole 24Ore
What is a new reality of doing business and how it can help to make work processes more flexible with the use of digital instruments? How does the long-distance leadership look like? And what makes an ideal employee for distance management? Find the answers in the Blog of Kateryna Morozova, EBA Southern Ukrainian Office Team Lead.
Today, all the companies faced a new reality of doing business that requires quick changes and flexibility. So, first of all, the business encountered the necessity to organize remote workplaces for their employees. Creating additional motivation for team members appears to be the second important component of the transformation process in the new reality. But how can you be sure that the employees are able to maintain their efficiency and productivity in the physical absence of a manager nearby? How to understand that you are ready to lead a remote team? And how to organize effective and coordinated work of the team outside the office?
So, to understand the dynamics of HR policies within the businesses in Ukraine, the European Business Association (EBA) conducted an express survey during the quarantine. According to the EBA member companies, 59% are ready to resume their work in compliance with all the rules of personal protection if the restrictive measures in the country are lifted. At the same time, 41% would still like to work remotely, even if it means a decrease in income.
Also, according to Gallup research (USA), 59% of employees prefer to continue working remotely, 41% — want to return to work, 55% of employers — will allow their employees to work remotely more often than before COVID-19, and 54% — ready to change their current job to the one that will allow them to work remotely. The explanation for this is obvious as the remote mode include such advantages as time and cost efficiency, convenience, flexibility in choosing a schedule, and place of work. However, some disadvantages still come along the way. For instance, the business may lack some technical or managerial preparedness for such a shift as its staff lacks proper qualifications. Moreover, the corporate culture, as well as customer expectations may suffer in this case.
In fact, the decisive role in the work of a remote team depends on the motivation and the ability to self-organization which stems not only from the personal and professional goals of the employee, but also from a well-constructed system of motivation and encouragement. Thus, before you decide how to get remote employees to work harder and better, you need to have a clear understanding of their goals, values, and incentives. It can be the dream of recognition, financial well-being, or professional advancement, and so on. Use inquirers such as M. Landsberg, E. Shane, E. Milman, Sopov and Karpushina, etc. for this purpose, or involve assessment centers like Harrison Assessments, Office 360, and others alike to get profound research. After all, only an individual approach can be key to the success of the remote team.
Therefore, there is a set of qualities and competencies that identify the ideal ‘’distance candidates’’. These are disciplined, ambitious, result-oriented people who have high motivation to achieve goals. They can offer solutions, as well as work and make decisions independently. Besides, the ideal candidates are eager to learn modern programs and tools for online work.
After forming your virtual dream team, we recommend that managers test themselves on the managerial and other professional qualities (competencies) to work with their employees online. To this end, we have prepared a readiness checklist for remote team management:
You are result-oriented. It does not matter to you how much time the employee worked – 7 hours, 6 hours, or 2 hours. The main thing is the productivity and the completion of all tasks upon the defined deadlines.
You know how to unite, praise, and inspire. Every employee is an individual, therefore the approach to each person should be also individual. Someone needs to be directed more often, some needs for more control while other need to be given complete freedom. Try to be flexible because it is impossible to apply one style of management.
You have a cool mission & you know how to lead. And you are happy to share your vision and involve team members in the strategic planning of the company.
Ready to automate and change everything. You will need to learn how to organize differently, all the planners and meetings that you previously held only in the office, for example, online. Everything should be transparent, clear, and well-documented.
Besides, one of the important issues when organizing a remote team is to increase the level of motivation and responsibility of its members. That is why try to apply the effective tips mentioned below:
Involvement. A clear understanding of the company’s goals and priorities helps form a strategic vision and broaden the team’s vision. Therefore, employees should focus on key issues, and thus you need to form in them the idea that their work contributes to the great goal of the organization so that your team begins to work as a single solid unit.
Fixation of processes in time. Clear workflow management begins with defining the day and time of regular checkpoints and internal communication. Also, be sure to set clear deadlines for your current tasks, prioritize them, and stay in touch.
Autonomy. Give employees the opportunity to offer their ideas. In this way you will help each member of the team to feel involved in the implementation of major strategic tasks of the company and increase the responsibility of the employee for the quality of work and focus on results.
Open results monitoring. Reporting will help capture all processes and analyze the work of each team member. Reports can be daily, weekly, personal, etc.
Take care… about the team, even while staying online. Particularly, care about their state of mind and mood. This role can be taken over by the internal HR, as well as the lead manager or business owner.
Weekly thanksgiving plans. It is important to focus your people’s attention on the best moments and express gratitude for specific actions or knowledge that the employee has learned this week. After all, it is important for each team member to feel their value. Especially in conditions of physical absence nearby.
Personal employee development plans. This tool may be more strategic but use personal plans to understand who is in front of you, what goals the person is setting for himself, and track the progress.
Informal communication. Try to meet with your team informally at least once a week. It can be a culinary master class, a coffee party, or dancing online. Informal communication will help fill gaps in communication and reboot your relations. What is more, you may find a lot in common between you and your team.
Trust and responsibility. These are supportive pillars of any team, especially the remote one. A high level of trust is usually formed if the employee is sufficiently self-motivated and responsible. And the responsibility stems from the understanding of the goals of the organization, deadlines, etc.
As you can see, if you want to build a productive and motivated remote team, you should pay attention to its strategic planning. Also, do not forget that this transformation is the area of your responsibility as a Team Lead.
Anyway, we wish you to use this challenge as a possibility to build your Dream Team while keeping up with the modern online tendencies without giving up the habitual and usual offline rituals. We know for sure that the work life out-of-the-office can bring to you a new life experience and widen your horizons!
The old Botanical Garden of Odessa (48/50 Franzuskiy Boulevard) was famous in XIX century for the duels of famous people.
The construction of the Botanical Garden began in 1819, on the initiative of the Governor-General Count Alexander Fedorovich Langeron, who planted the first tree and was an expert in the cultivation of roses.
Starting from the 1830s, duels were arranged in the garden. That year, a contemporary wrote about the death of the editor of “Odessa Bulletin”, Alexander Gibal, as a consequence of a duel. University historians reported back in 1894:
It should be noted that although the noble part of the population was not strong in Odessa, duels in the Botanical Garden (often with a fatal outcome) were quite common.
A famous duel between Keshko and Martynov (brother of the same Martynov, who killed Lermontov in another duel) was also described in great detail. Although the first of the duellers did not really know how to shoot, and the second was an experienced shooter, the outcome was decided by an accidental hit in Martynov’s right hand.
However, in 1823-1824. the green area was hardly suitable for such events, and the duels had to take place in some other garden of the nearest suburb. Private farms could be used only by an agreement with the owner, who had to be responsible for the possible consequences. It is another matter if he himself was a participant in a duel, or was on friendly terms with a participant or both.
They say that in 1824, between April 1 and 15, Pushkin and a stranger were at the scene of a duel, which ultimately did not take place. The rival refused to shoot and the Poet declared: “lets him go in peace”. Eventually, Pushkin would have died in another duel in St. Petersburg, in 1837. But it could have happened in Odessa earlier.
Unfortunately, there are not enough details to identify Pushkin’s opponent. But he was clearly not a man from the inner circle of Pushkin’s Odessa friends. Otherwise, the Governor-General Count Vorontsov would probably have learned about the duel (Pushkin was under the supervision of tsarist police for suspicion of revolutionary ideas). Even Odessa memoir writers of the time (Liprandi, Vigel, Buturlin and Vyazemskaya) did not mention him.
Probably, a petty conflict with an unfamiliar nobleman, maybe, a neighbour at a club hotel or tavern, ended easily and bloodlessly. Presumably, the duel field was the former Richelieu farm, named also Dyukovsky garden.
The Botanical Garden, since 1867 was regulated as a park and put under the Imperial Novorossiysk University (now Odessa National University named after I.I. Mechnikov) and is one of the oldest parks in Odessa. Under the guidance of Professor L.V. Reingard, who taught botany and an expert in anatomy and physiology of plants L.A. Rishavi, many plants were collected from different parts of the globe, including Paris, Singapore, Melbourne, Saigon, Berlin, Palermo.
Unfortunately, the park was badly damaged during the Bolshevik revolution and during the Second World War many plant collections were destroyed. Thereafter, the Botanical Garden’s collection was replenished. The park covers an area of 16 hectares, with more than 3000 kinds of green plantings of different ages.
The EBRD and FAO stand ready to support the development of agricultural cooperatives in Ukraine for a more inclusive, sustainable and profitable agriculture sector.
The new law on farmland property, approved by the Ukrainian parliament at the end of 2019, will start to be effective in June 2021.
An EBRD/FAO team comprising legal and technical experts helped design the law, which was later reviewed by leading international experts from the International Co-operative Alliance, the Canadian Co-operative Association, Rabobank and FAO’s legal team.
Many observers criticized some limits of the law, like the possibility to trade small lots and no direct access by foreign investors, which were produced by political negotiations among the parties in the Ukrainian Parliament.
Notwithstanding these limits, some experts believe that the new transparent law framework will revitalize the new land property market and attract investments in technology.
From this point of view, the official position by FAO and EBRD to support with their financial tools agricultural cooperatives in Ukraine is an indicator of future positive developments.
Till November 8 the Invogue#ART Gallery (Ekaterininskaya, 25) is hosting a group exhibition project “Swimming is not allowed at the port” initiated by the famous Ukrainian artist Zhanna Kadyrova.
Finding herself spontaneously involved in the life of a new cultural cluster formed at the Odessa Shipyard Plant SRZ-2, Zhanna Kadyrova was inspired by the unique conditions of this place and gradually joined the work process, simultaneously starting a research project that reveals the socio-cultural and historical contexts and shows the structure and ecosystem that has accommodated a multidisciplinary art community.
Thus the focus has shifted from a simple presentation of new works towards to context, personalities, places and the unique current situation in the life of artists and the modern history of Ukrainian art in general.
The exhibition there are feature artifacts and testimonies from the past life of the plant, documentation of the moment of transformation of Odessa Shipyard Plant into a cultural cluster, the work of the participants in this process are the projects by the different generations artists which were working at the plant, including Sergey Anufriev, Andrey Babchinsky, Vasya Dmitrik, Maxim Zatsarenny, Denis Ruban, Pavel Klimenko, Natasha Kushnir, Vsevolod Lyulchenko, Commercialpublicart, Ksenia Shcherbakova, Andrey Tsvetkov, Daria Chechushkova, Nika Yarovenko, Sofia Yachmen, Ereh Saw, Nastya Promakhova and others.
The unplanned residence of Zhanna Kadyrova at SRZ-2 caused by the favourable climate of this place, contributed to the emergence of a new facet of the project, on which the artist has been working for more than 5 years. During her residency at the plant Kadyrova for the first time works with graffiti, conceptually a marker of a certain, rather critical stage of the decay of buildings in which life has stopped.
This is a new round of the “Second hand” project launched in 2014 in Brazil, and presented in 2019 in the main curatorial project of the 58th Venice Biennale in the Central Pavilion in Giardini, which is dedicated to the fate of industrial and public buildings, the function and owners, which have changed in the new post-socialist conditions.
Zhanna Kadyrova was born in 1981 at Brovary. Now lives and works in Kyiv. Graduated from the State Art Secondary School. T. G. Shevchenko, Kyiv, Ukraine (Sculpture department). The Winner of the Pinchuk Art Center Main Prize, Pinchuk Art Center Special Prize, K. Malevich, Sergey Kuryokhin Prize. Since 2012 she has been working with GALLERIA CONTINUA, San Gimignano / Beijing / Le Moulin / Habana / Rome.
Invogue#ART is a contemporary art gallery founded in 2016 in the center of Odessa. Its task is aimed at popularizing contemporary Ukrainian art, discovering new names for collectors, as well as a viewer interested in contemporary art. The gallery is a part of the Invogue Concept Store, a multifunctional space, 900 meters from which there is also a library, a lecture hall, a multi-brand clothing, footwear and accessories store, a photo studio and a cafe.