Position Paper on Water, Energy, Food and Ecosystem (WEFE) Nexus and Sustainable development Goals (SDGs)

The EU and the international community is realising that the Water, Energy, Food and Ecosystem components are interlinked and require a joint planning in order to meet the daunting global challenges related to Water, Energy and Food security and maintaining the ecosystem health and in this way, reach the SDGs. If not dealt with, the world will not be able to meet the demand for water, energy and food in a not too far future and, in any case, in a not sustainable way. The strain on the ecosystems resulting from unsustainable single-sector planning will lead to increasing poverty, inequality and instability. The Nexus approach is fully aligned with and supportive of the EU Consensus on Development. Key elements of the Consensus will require collaborative efforts across sectors in ways that can be supported/implemented by a Nexus approach. In this way, transparent and accountable decision-making, involving the civil society is key and common to the European Consensus on Development and the Nexus approach. The Nexus approach will support the implementation of the SDG in particular SDG 2 (Food), SDG 6 (Water) and SDG 7 (Energy), but most SDGs have elements that link to food, water and energy in one or other way, and will benefit from a Nexus approach. The SDGs are designed to be cross-cutting and be implemented together, which is also reflected in a WEFE Nexus approach. A Nexus approach offers a sustainable way of addressing the effects of Climate Change and increase resilience. The WEFE Nexus has in it the main drivers of climate change (water, energy and food security) and the main affected sectors (water and the environment). Decisions around policy, infrastructure, … developed based on the WEFE Nexus assessments will be suitable as elements of climate change mitigation and adaptation. In fact, it is difficult to imagine solutions to the climate change issue that are not built on a form of Nexus approach. The Nexus approach is being implemented around the world, as examples in the literature demonstrate. These examples together with more examples from EU and member state development cooperation will help build experience that can be consolidated and become an important contribution to a Toolkit for WEFE Nexus Implementation. From the expert discussions, it appears that because of the novelty of the approach, a Toolkit will be an important element in getting the Nexus approach widely used. This should build on experiences from practical examples of NEXUS projects or similar inter-sectorial collaboration projects; and, there are already policy, regulation and practical experience to allow institutions and countries to start applying the Nexus concept.JRC.D.2-Water and Marine Resource

Hubungan Antara Peranan Pengurus dalam Program Kerjaya dengan Pembangunan Kelakuan Proaktif Pekerja

Menurut kajian literatur terkini yang berkaitan dengan pengurusan dan pembangunan modal insan berdasarkan perspektif Islam, pengurus biasanya memainkan tiga peranan utama dalam pembangunan program kerjaya pekerja: autonomi kerja, perancangan kerjaya dan kepimpinan. Kajian yang dilaksanakan baru-baru ini mendapati bahawa kemampuan pengurus merangka autonomi kerja, merancang program kerjaya dan memimpin pekerja dengan teratur dapat membantu meningkatkan sikap dan kelakuan pekerja yang positif, terutamanya pembangunan kelakuan proaktif yang sejajar dengan kehendak ajaran Islam.Meskipun sifat hubungan ini menarik, namun peranan pengurus sebagai pembolehubah peramal yang penting kurang diberi penekanan yang sewajarnya dalam kajian literatur program pembangunan kerjaya. Oleh itu, kajian ini dilaksanakan untuk mengukur perhubungan antara peranan pengurus dalam program kerjaya dengan pembangunan kelakuan proaktif pekerja menggunakan borang soal selidik yang telah dikumpulkan daripada pekerja-pekerja yang berkhidmat di sebuah universiti awam di Malaysia. Keputusan analisis Model Laluan SmartPLS mengesahkan bahawa autonomi kerja dan perancangan kerjaya berupaya membangunkan kelakuan proaktif pekerja. Sebaliknya, gaya kepimpinan pengurus tidak berupaya membangunkan kelakuan proaktif pekerja di organisasi kajian. Seterusnya, kajian ini menyediakan perbincangan, implikasi dan kesimpula di organisasi kajian.Seterusnya, kajian ini menyediakan perbincangan, implikasi dan kesimpulan