New ASME Journal to Focus on Clean Energy

New ASME Journal to Focus on Clean Energy New ASME Journal to Focus on Clean Energy New ASME Journal to Focus on Clean Energy Designers and researchers will before long have another diary where to impart achievements to their specialized networks and the world. ASMEs new Journal of Electrochemical Energy Conversion and Storage will dispatch in February 2016 with an emphasis on a cleaner future through batteries, power devices and other vitality change and capacity innovations. The new distribution replaces the Society's Journal of Fuel Cell Science and Technology. Under the administration of another and extended article load up, this new diary will focus on a quick audit time while proceeding to improve distribution quality. This new diary mirrors the most recent logical intuition on vitality transformation and capacity innovation, and incorporates batteries, power modules, electrolyzers, appropriated vitality, elective fills, carbon catch and usage, and sun based vitality. The every other month distribution will write about a wide scope of controls affecting the innovative work of electrochemical vitality transformation and capacity frameworks, from central electrochemistry and materials, to building structure, investigation and assembling. Companion explored articles in the Journal of Electrochemical Energy Conversion and Storage will cover an assorted arrangement of subjects identified with vitality stockpiling and transformation innovations. Themes secured incorporate dependability, harm resilience, wellbeing, and natural control significant components for propelling the innovation to the RD and commercialization stage. This is a functioning examination, advancement and commercialization region, said Wilson K. S. Chiu, Ph.D., of the University of Connecticut, who fills in as the supervisor for the diary. Government and industry have provoked architects and researchers to make new greener sustainable innovation that can address societys issues for vitality transformation and capacity. We accept this new diary will be a focal wellspring of specialized data in the quickly developing vitality commercial center. Papers for the Journal of Electrochemical Energy Conversion and Storage are welcomed from analysts, industry and government organizations. For more data, visit .

QA with Claudia Jañez, President and General Manager of DuPont Mexico - Viewpoint - careers advice blog Viewpoint careers advice blog

QA with Claudia Jañez, President and General Manager of DuPont Mexico - Viewpoint - careers advice blog In this interview, Claudia Jañez, President and General Manager of DuPont Mexico, shares her experience of gender diversity in the workplace, her progression into a leadership role and provides insight into our survey results. In January 2015, Claudia Jañez took over as President and General Manager of DuPont Mexico, Central America and the Caribbean, in addition to continuing her work as Legal and Government Affairs Director for the same geographic region, a position she has held since 2011. As well these roles, she is the Secretary of the Management Council for all legal entities of DuPont in Mexico and represents DuPont in various associations and groups, such as the American Chamber of Commerce. During 2015, Claudia was named as one of the most Powerful Business Woman in the country by Expansion and Forbes Mexico magazines. With over 11 years of experience at the company, she has had a long career in legal, corporate and government affairs for multinational companies, such as Ford, Credit Mexico, PepsiCo Bebidas and General Electric. Claudia earned her law degree from La Salle University, graduating with honours. She also specialised in Commercial and Financial Law at the Panamerican University. Claudia holds a diploma in Mediation from Harvard Law School and a master’s degree in Business Administration (MEDEX) from the Panamerican Institute of Senior Company Management (IPADE). 1. Tell us about your progression into your leadership role I’ve been in a leadership role for almost 20 years. My primary motivation for these roles has been to help people improve their careers. I’m convinced that companies are made by people. An organisation can have the best products and processes, but if it doesn’t have the right people, it will fail. My entire professional career has been spent working in American companies. I’ve held different types of leadership roles and I enjoy being a leader, not only because I can improve the company but also because I’m able to help people progress. I focus on being open and having direct contact with the people I work with. We are currently going through some big changes, so the challenge as a country is to keep people focused. I began my career as a lawyer and I also have an MBA in business. My legal background has helped me in many different aspects of leadership. I’ve always been in roles that are very challenging and I feel my early studies in law and business created a strong foundation to build on in these new roles. 2. Did you always aspire to reach a leadership role in your career? I think I’ve always been a leader in some way or another, since an early age. When you’re growing up you display specific attitudes in tune with leadership. I first became part of a leadership team with I was working for Ford. I was only 27 and was heading up a large legal department. I felt I was young to have this position and it was a challenge but something I really enjoyed. 3. In Mexico 63% of women feel they have the opportunity in their current role to sufficiently promote themselves and communicate their ambitions, compared to 80% of men. Does this surprise you? It’s good to hear that in Mexico we’re doing better than the global percentages. However I don’t think that success should be associated with managerial positions. Nowadays you can consider yourself successful regardless of whether you are in a managerial position or not. Companies are becoming more flat in terms of structure, which means people are more self-managerial. I think that success is linked with what you want in life. It is not just about positions or about managing people. If you are doing something you love and that you are passionate about, then you are successful. For women there are many aspects of our lives that make us feel successful, not just professionally. For me I have a son and so my role as General Manager is important but not the only part of my life that makes me feel accomplished. 4. Our survey doesn’t cover the science sector but what is your experience of gender diversity in this industry? DuPont was established over two centuries ago. I think that since its very beginnings the most important aspect of the company was its people and the science itself. Our former CEO, Ellen Kullman was the first woman to lead DuPont (she retired last October). In my case I’m the first women to run DuPont in Mexico. The fact that I’m also working in the science and technology sector, an industry where there are very few women, is helping gender diversity in this sector and in many others. I am really happy to help other women grow within the DuPont and improve their skills! 5. Our survey revealed that globally 12% of women feel that to be successful they would need to reach an MD/CEO position. Compared to 18% of men. Does this surprise you? As I mentioned before I don’t think success is strictly related to job titles, it is more about the role you want work to play in your life. I think men are more focused on their professional career and gauge career success against success in their personal life. Also to be offered the opportunity to lead a company you need previous leadership experience. If more men are in leadership roles this suggests there is a similar gap further down the pipeline, between men and women in lower positions as well as in leadership roles. 6. In your opinion is there a difference between how men and women plan to progress in their careers? Do you think that there are any differences within the science sector? I think that organisations are now more open about career opportunities, especially when working in global companies where you have more scope to build your own career plan. At DuPont we have a career development plan where you can define the tasks in your role and build ahead five to eight years. Being able to plan where you want to be and what you want to be doing is really helpful for young people. I do believe that men and women plan their careers differently but this is not a bad thing. Most significantly women have children, which is the key differentiating factor around how women plan their careers. It is important for women to have a plan; to stay focused and look ahead. Women need to know what they want their careers to be. Working in a global company in Mexico helps when planning your career. The processes we have here are the same as in England, Switzerland, and China etc. We are not as dependant on local culture. We have strong processes in place and a strong corporate culture in terms of diversity. Locally gender diversity is improving in Mexico but we still have a long way to go. Manufacturing is one of the biggest sectors, it is very male dominated but we are on track to bring more women into this sector. We are progressing. 7. Have you encountered any gender specific challenges or obstacles in your career? Since the beginning of my career I have never considered myself different. I started working when I was studying at law school and I have never thought that being a woman made me different. I recognised that I had to work a bit harder to prove I was focused on my career. Now, 20 years later, it is much easier because I am in a leadership position and I do not have to prove I am competent, this has been formalised in my role. I think gender obstacles are a matter of attitude. If you work hard and are willing to make the effort, you will develop and progress. It can be tiring and it’s not easy but it is worth it. 8. Globally, 44% of respondents said that their organisation did not have formal gender policies in place and 28% weren’t sure. Are you surprised by this? Do you think this is the same in Mexico? I imagine the percentages would be even lower in Mexico. I’ve been lucky enough to have always worked for global American companies where there are set diversity policies in place. I think that the new generation of workers (Millennial) are changing the status quo. They have different priorities i.e. a work/life balance is important. Millennials view their careers differently too; they don’t see themselves as men or women. At DuPont we are very open and have diversity policies in place which is designed to ensure fairness for all regardless of gender or religion etc. One of our four core values is respect for people, which means that diversity is part of our culture. I couldn’t lead a company if I didn’t think it was diverse and anti-discriminatory. I believe you need diversity for better results, better opinions. 9. Globally, 45% of women do not think they have the same career opportunities as men. What do you think about this? This is certainly a general thought across the world. I believe we need to change our mind-set. There are many organisations globally and in Mexico that offers the same opportunities to men and women. In structured companies you have levels and salaries, so if you are at an entry level for example you will be on the same salary as your male counterparts. 10. Globally respondents (both male and female) believe that the following initiatives will have the biggest impact on gender diversity in the workplace: flexible working practices and education across the organisation to change workplace culture. What do you think about this? What initiatives exist in your company? I do agree. I think the best initiatives are those that impact people’s work/life balance, especially as Millennials value this above other aspects of work such as pay. At DuPont in Mexico we have flexi time. Our Headquarters are in Mexico City but we have employees based all over Mexico, so it is important that people have the option to work from home â€" whether you are male or female. I think it is harder to be a leader now than maybe 10 or 20 years ago. Leaders are expected to guide, educate and be close to their employees. We are expected to implement processes and policies in the right way and create a culture that allows people to self-develop. Companies are not only expected to deliver results but they are expected to improve people’s lives. 11. Globally, 64% of respondents, both male and female, think there is equal pay between genders. This is the same percentage compared to last year. Does this surprise you? It doesn’t surprise me and I think it depends which sector you are working in i.e. a public or private sector, a large or small company. In DuPont I can almost assure you that there is equal pay between genders. It is important to take the whole compensation package into account, not just basic salary. When there are no formal compensation policies, people can negotiate or employers will be able to make certain decisions based on gender. In a global company these policies exist and employees have the right to understand why their compensation package is what it is and why someone might be getting paid more than you. 12. The gender pay gap is a hot topic at the moment. In the UK there are plans to bring forward rules to make firms with more than 250 workers reveal whether they pay men more than women. What impact do you think this will have on gender diversity in the workplace? I think this would be great and I’d be eager to know the results. Transparency would be an advantage but what is going to happen once this policy is implemented? What is the next step? It’s not just about revealing the information but about what you do with this information. Companies will need to explain what new initiatives will be implemented to reduce the pay gap, if it exists. But I definitely think that we need to implement more actions globally to ensure there is equal pay between genders. 13. Do you have any advice for female professionals who are in, or are looking to work in, a management or leadership role? Firstly, I think that it is important that we keep our feminism and remember that we are women; this is not a bad thing! We should keep our emotions in place as these are characteristics that differentiate us and help define us. We will always be different and should embrace it, take advantage of our differences. It is also essential that you are very clear on what you want in life and what makes you happy. If being a manager makes you happy then great, if being a full-time mother makes you happy then that’s great too.   I believe that happiness and satisfaction is the key to success, no matter what that entails. If you are able to understand what you want in life this will make you a better professional. Finally, be very flexible and do not take situations too personally, otherwise it will have a negative effect on your outlook and performance. If you enjoyed this QA then you might also be interested in our  recently released Global Gender Diversity Report 2016, which you can access via  Slideshare below: Hays Global Gender Diversity Report 2016 from Hays //

The Right Way to Suggest a Big Change at Work -The Muse

The Right Way to Suggest a Big Change at Work - The Muse The Right Way to Suggest a Big Change at Work Everybody needs to be that individual the person who takes a gander at a similar data as every other person, yet who sees a new, creative arrangement. Be that as it may, it takes more than essentially having a smart thought. How you share it is as significant as the proposal itself. Why? Since composing another content truly or metaphorically implies that other colleagues should adjust to something new. So whether you're recommending an (apparently) generous change like smoothing out obsolete convention, or a greater change like adding an hour to every workday so individuals can leave at an early stage Fridays, you're asking others to reconsider their work process or timetable. Also, if the procedure your rejecting is one another person recommended, there's the chance of hurt sentiments. To pick up purchase in on an imaginative, new thought, follow these eight stages: 1. Be a Salesman Extraordinary thoughts don't remain solitary. At the end of the day, you can't make reference to your recommendation once and anticipate that it should be embraced. To see a change, you'll have to advocate your arrangement and sell its benefits. Also, you should be happy to confront examination and analysis and be set up to clarify your advancement in various manners for different crowds. 2. Give it Time In this way, you need to obviously and completely clarify your reasoning, however then you have to give individuals time for thought. Innovative virtuoso could strike whenever, yet usage can take months or even years-similar to the case with hand washing and sanitization in medical clinics. 3. Use Channels Some of the time it bodes well to go to your manager first. Be that as it may, different occasions, it's helpful to fabricate an alliance among your collaborators or different partners. At the point when it works, it works incredible in light of the fact that you're prepared for your difficult chief's pushback with answers like, Really, I associated with a couple of individuals in our tech division to talk about how much time these sorts of site updates would take, and they recommended they have the data transmission. Notwithstanding, simply be sure you can clarify your end-around approach as one that fabricated your case, as opposed to just bypassed your chief. The exact opposite thing you need is for your manager to feel humiliated he wasn't educated which could lead him to subdue the thought before it even takes off. 4. Be Humble Probably the greatest obstruction to picking up purchase in happens when the proprietor of a thought is seen as factious, guarded, or close-disapproved. Since, let's face it: No one enjoys a smarty pants. Along these lines, if individuals can't help contradicting you, don't be irate. Rather, tune in to their interests completely, attempt to comprehend their viewpoint, and incorporate their interests (and potential cures) in future conversations. Along these lines, rather than saying, Martha, our present motto is befuddling and ought to be refreshed, you could attempt, Martha raises an incredible point that our present trademark has a long history for our partners, yet I wonder in the event that we may ready to conceptualize a slogan that could expand on that-and be more clear for new clients. 5. Try not to Mistake Disagreement for Personal Rejection Truly, it can hurt when you present a splendid recommendation and are destroyed. It can feel regional, even close to home. Be that as it may, except if you have a sworn human foe in your office, somebody dismissing your thought most likely isn't implied as an individual assault. Getting excessively joined and having it become my thought pulls center from what your development truly is-a recommendation that will better things for the whole group, organization, or venture. Try not to let possession keep you from tuning in to substantial concerns and analysis. 6. Expect (and Invite) Resistance Another motivation to truly draw in with the naysayers? New thoughts must be embraced as fast as the way of life of the association will permit them. Advancements frequently speak to change or another, new worldview. In this way, investigate individuals' difference and contradiction that is a piece of helping them figure out how to acknowledge change. 7. Regard the Past, But Don't Get Stuck There New thoughts are the grandkids of old ones. At the end of the day, don't toss old arrangements under the transport to make your improvement stick out. Recall that considering whatever the issue the old framework explained or, perhaps, has neglected to tackle in ongoing memory-it was a good thought at that point. Valuing the more established commitments as you propose future advancements helps support the validity of your thought. 8. Remain Positive When testing out another thought, it's significant utilize the language of plenitude rather than the language of deficiency. Rather than saying what's going on, broken, or problematic, talk about what is correct, fixable, or perfect. For instance, attempt, I can see bunches of uses for this new methodology as opposed to, This advancement is the main way. Be idealistic yet sensible, and you will stick out. There is once in a while an incentive in calling attention to an issue without likewise offering an answer. Advancement isn't seeing the issue, it is having the option to see a suitable answer for the issue. Along these lines, utilize the means above to test out your new thought they should assist you with conquering the hindrances to purchase in so individuals will be ready and energized. Photograph of group meeting graciousness of Shutterstock.

John W. Cipolla, 2017 ASME Honorary Member

John W. Cipolla, 2017 ASME Honorary Member John W. Cipolla, 2017 ASME Honorary Member John W. Cipolla, 2017 ASME Honorary Member John W. Cipolla, Ph.D., College of Engineering recognized educator emeritus at Northeastern University, is regarded for recognized commitments to the mechanical building calling, especially for extending the logical information on thermofluids, with an accentuation on arithmetic based training. He is likewise being perceived for upgrading the estimation of ASME through die hard loyalty to the Center of Education. Dr. Cipolla got his lone wolves degree in mechanical building from Drexel University, and his lords degree and Ph.D. from Brown University. Following a National Science Foundation postdoctoral cooperation at the University of Milan, Dr. Cipolla spent a postdoctoral year at the Max-Planck-Institut für Strömungsforschung in Göttingen, Germany, before joining the workforce of mechanical designing at Northeastern in 1971. His examination has been in the active hypothesis of gases and plasmas, radiative exchange and vaporized mechanics. Dr. Cipolla was selected seat of the branch of mechanical building at Northeastern in 1991. He executed the merger with modern building in 1995 and filled in as seat of the joined office until 2003. Dr. Cipolla was named bad habit executive for graduate training and, in 2004, he came back to encouraging mechanical designing full time. He resigned in December 2016. An ASME Fellow, Dr. Cipolla has for quite some time been dynamic in the Society. He was an understudy part at Drexel and later filled in as workforce consultant to the Student Section at Northeastern. He has served on different councils including as seat of the Mechanical Engineering Department Heads Committee, the Committee on Engineering Accreditation, the General Awards Committee and the Committee on Honors. He got a Dedicated Service Award in 2011 and the Edwin F. Church Medal in 2014. Dr. Cipolla was an ABET mechanical designing project evaluator and served on the associations Engineering Accreditation Commission and governing body. Video profile created and composed by Roger Torda, ASME Public Information. The copyright of this program is possessed by The American Society of Mechanical Engineers.

Latest CSO aviation figures increase in passenger numbers for Irish Airports

Latest CSO aviation figures increase in passenger numbers for Irish Airports Latest CSO aviation figures increase in passenger numbers for Irish Airports IMAGE SOURCE: PIXABAYCork, Dublin, Kerry and Knock airports all saw increases in passenger numbers in Q2 2020 according to a new report from the Central Statistics Office.The smaller regional airports have all seen an increase with passenger numbers at Ireland West Knock Airport up 4.1% to almost 209,000, while Kerry Airport enjoyed an 8.2% gain to 98,536.The report has identified that almost 9.4 million passengers passed through Ireland’s main airports in the second quarter of 2020. These figures mark a 6.2% increase on the same period in 2016.9.4 million passengers passed through Ireland’s main airports in the second quarter of 2020The CSO report into Ireland’s aviation statistics also highlighted the fact the Dublin Airport accounts for 85% of all air passengers carried during that period.In terms of overall passenger numbers for the first half of 2020 over 16 million passengers have travelled through Ireland’s main airports, an increase of 5.3% when compared to the same p eriod in 2016. The London-Heathrow, London-Gatwick and Amsterdam-Schiphol route have proved to be the most popular for passengers travelling from Dublin airport.For Cork airport, the top three routes were London-Heathrow, London-Stansted and Amsterdam-Schiphol with the London-Heathrow flight identified as the top route for Shannon Airport.A total of almost 68,000 flights were handled by Irelands main airports in the second quarter of 2020 with Dublin accounting for 83.1% of all flights (56,488), while Cork handled 7.8% of all flights (5,308). The latest CSO report comes on the back of a recent Travel and Tourism estimate for the first half of 2020 which showed that revenue from overseas trips to Ireland for the period January â€" June 2020 was 11.7% higher than the corresponding period in 2016. These strong returns for this period meant that revenue for the first half of the year was 7.1% ahead of 2016.Responding to the announcement, Fáilte Ireland CEO Paul Kelly said:“We are ver y pleased to see overall growth in arrivals is up 4%, with very strong growth in North America (+22%) and other long-haul market (+21%). This, together with overall revenue growth (excluding fares) of 7%, reflects a strong performance so far.“While we welcome the strong growth, Britain continues to be a challenge. With overall British figures down 6% (and particularly with British holidaymakers down 9%), we cannot just assume that the drop in British holidaymakers will continue to be compensated by better performances in other markets.