first_imgUniversity in Euro drive to end prejudiceOn 9 Jan 2001 in Personnel Today Previous Article Next Article Sheffield Hallam University is managing a project to create an anti-discrimination framework for employers in European Union countries. Among the issues covered by the Diversity Enabling Framework are working conditions, impact assessment of policies and performance management. It has been funded with 300,000 euros (£189,000) from the European Commission. Colin Hawkes, the university’s pro vice-chancellor will chair the management board of the project. He said, “Good practice in anti-discrimination is not about removing prejudices, but is about dealing with them in a business or organisational context.”Sheffield Business School will train the trainers who will work in the participating cities.The framework will run for a year before its results are presented to the European Commission next December. Comments are closed. Related posts:No related photos.last_img read more

first_imgTheGovernment’s modernising agenda has brought extra benefits to the Borough ofLewisham, as senior management development adviser Mary Evans explains. ByLucie CarringtonInvestwisely in management competencies and you could find yourself slicing thousandsof pounds off your management training budget. That’s what Mary Evans, seniormanagement development adviser at the London Borough of Lewisham did.Evansand her HR colleagues invited 40 managers from the borough to help them trial aset of management competencies at a development centre. It was an intensivethree-day session that resulted in 40 individual training plans. “Oneof the criticisms of development centres is that they are just an expensivemeans of needs analysis. So we put aside some money to fund the training anddevelopment managers would need as a result of the centre. “Butinstead of coming up with a list of communication and time management courses,participants went away with a list of things they wanted to do differently orother ways of doing their jobs,” Evans said.Thedevelopment centre, which HR consultancy Fulcrum designed for Lewisham, was agood buy for other reasons too. “It cost between £1,000 and £2,000 a head – theequivalent of sending someone on a two- or three-day management course,” Evanssays. “Given the depth of learning, it was very cost effective.” Lewishamdid not design management competencies as a cost-cutting exercise. They cameout of the Government’s modernising agenda. For local authorities this includesinitiatives such as best value – aimed at improving the delivery of localservices – and structural changes to the make up of councils. This has seenLewisham piloting the idea of a directly elected mayor. “Wehave a very ambitious leadership in Lewisham – both the elected members andsenior managers want us to transform the organisation,” Evans says. Threeprongs to process“Thechief executive has identified three prongs to this process: modern systems,modern managers and modern approaches to personal effectiveness. Thecompetencies fit in by defining what the modern manager at Lewisham needs tobe.” Thekey is that Lewisham’s competencies are not about what managers do, but abouthow they do it. Theyare designed to back up a manager’s job description, not replace it. So thereis no vast competence map along the lines of that developed by the ManagementCharter Initiative, which some organisations have sought to customise.InsteadLewisham is focusing on four ideas: continuous improvement, working together,tackling service issues and delivering services. Withinthese are 12 competencies that set out the behaviour and action Lewishamexpects from its managers if they are to be successful.Becausethe competencies are behavioural, rather than task-oriented, they are fairlybroad, including problem-solving, customer focus and achieving results. “Theyare about changing the culture of the organisation, not ticking boxes,” shesays.Butthere is a danger that they could be too general and vague. To counter thisEvans and her team have produced a guidebook of do’s and don’ts for Lewishammanagers. This suggests, for example, that, if they are to be competent indecision taking, they take tough and difficult decisions, and so don’t deferthem to other people. Ifthey are to be competent at achieving results, Lewisham managers measure theirsuccess and achievements and don’t ignore how they are getting on. Andwhen it comes to communication, they listen to people without interrupting. Intotal there are 144 such recommendations or rules.Evanssays this approach to performance management is a big change for Lewisham.“Previously we have focused on helping staff develop themselves. Now we aremaking it clear what we expect from them.”Ittook Evans many months to develop and hone the competence framework. She beganby setting up a project team, made up of personnel colleagues and an outsideconsultant. Theylooked around at what other local authorities had done and produced an initialdraft. It was much longer than the final 12, and divided into operational andstrategic competencies.Extensiveconsultation with other managers and the mayor followed. This included devotingthe annual management conference to thrashing out the framework. Speakersfrom Fulcrum and the project team talked the scheme through with up to 100managers who tested themselves against the competencies. As a result of thesemeetings, the project team scrapped the idea of separate lists of operationaland strategic competencies.Asmaller group of managers then gave Evans and her colleagues more detailedfeedback. And that’s when Evans asked Fulcrum to run the development centre.“We needed to validate the competencies and start introducing them tomanagers,” she says.Participantsvolunteered or were chosen from across the borough so that a range of differentfunctions and levels of management was represented. Before attending the centrethey all filled in a self-assessment questionnaire matching them against thecompetencies.Thedevelopment centre itself was a mix of assessment exercises – includingsimulated in-trays, report writing and role play – and feedback. This came fromeach other and from personnel staff who had been trained as assessors. Bythe end of the three days, managers were expected to draw up development plansfor themselves based on filling in the gaps in their competencies.Therewas another issue at the heart of the competence framework that the developmentcentre also had to test – that of ethnic diversity. Afew years before Evans began drawing up management competencies, she wasinvolved in an action research project aimed at finding out why there were sofew black and ethnic minority managers in senior jobs. “One of the things thisthrew up was the need for more transparency around what we expect from ourmanagers,” she says.Asa result, Evans ran a positive action programme alongside the developmentcentre for ethnic minority participants. They met with a member of the HR teamto talk through some of the issues arising out of the development centre. MentorsTheywere also put in touch with a mentor to help follow up their development plansand they were encouraged to network with each other.  Feedbackfrom black managers suggests they found it a valuable support, but it is tooearly to say how the competencies will help with their career progression.Thedevelopment centre was a tremendous success in that it made clear Evans and herteam had got the framework right. Butit only touched 40 of Lewisham’s managers. The competencies are designed foreveryone who manages staff – about 1,200 people. There is still a lot of workto do. Evans knows this. “At the moment the competencies are still more astatement of our ambition,” she says. Nowthere are plans afoot to bring everyone on board. To start with, she is usingher budget savings to run a development centre for a further 12 managers. Moreimportantly, Lewisham is introducing a performance evaluation or appraisalsystem this month. This will build competencies into managers’ personaldevelopment plans and ultimately link them into the council’s service, orbusiness, plan. “Peoplewill be set work objectives and will have to indicate key competencies theyneed to achieve those objectives,” Evans says. “At the following review theirperformance will be evaluated against their objectives and their competencies.”Evansbelieves this will be the real test of the competencies. “If they are robust,they should work for the rest of organisation,” she says with confidence. Overthe next few months 1,200 managers will take part in one-day workshopsintroducing them to the performance evaluation system. Evanshopes to be able to carry out some worthwhile evaluation at the end of thisyear with a view to influencing the service plan next year. Onceperformance evaluation is up and running, the management learning team willhave to turn its attention to the recruitment process. “Weshould be able to move quite quickly in introducing competencies intorecruitment, although we might have to change our procedures a bit,” she says. Changinga culture is a long-term project. But Evans works in a political environmentwhere there is a tension between providing quick results and getting it right.With13 years’ training and development experience at Lewisham under her belt, sheunderstands the dilemma. “Residentsdon’t want to wait around years for the organisation to move itself. But as anHR professional I know it will take three or four years to bed in ourcompetencies,” she says. Evanshas to hope the council leadership will stick with it – she is confident thatthe competencies will help Lewisham managers to work smarter. “Managerswill waste less time and will get more out of the people they manage. “Andif they are more effective as people managers then people will be moreenergised and motivated to provide better services,” she says.Vision,values and competenciesWhatit means to be a manager in the London Borough of Lewisham VisionTogetherwe will make Lewisham the best place in London to live, work and learnValues– Put people first– Invest in employees– Value diversity– Promote openness and honestyCompetencies– Continuous improvement   Inspirational leadership   Thinking broadly   Change focus– Working together   Working in partnership   Influencing   Communication– Tackling service issues   Problem solving   Decision making– Delivering services  Planning and implementation  Customer focus  Self management  Achieving results Related posts:No related photos. Previous Article Next Article Where Best Practice pays dividendsOn 1 Apr 2001 in Personnel Today Comments are closed. last_img read more

first_img… in briefOn 18 Apr 2001 in Personnel Today Comments are closed. This week’s news in briefToo busy for time offNearly half of Britishworkers say they are too busy to take full holiday entitlement, according toresearch by holiday agency Travel Choice. Almost one-fifth of employees do nottake all of their holiday and overwork is the reason for the trend.  www.travelchoice.comFamily-friendly ArmyIn a bid to combatrecruitment shortages, the Army is discussing proposals to stop regimentsmoving to different army bases so frequently. Defence secretary Geoff Hoon isconsidering plans to restrict the movement of soldiers to a minimum of onceevery five years, allowing families to establish homes and provide continuityat school for children. www.mod.ukPensions rumpusStakeholder pensionshave been branded discriminatory, by the Retirement Income Reform Campaign. Itclaims that women could receive almost £1,000 a year less than men because theylive longer. Stakeholder pensions were introduced earlier this month.Other side of the coinFinancial servicesfirms have seen the biggest fall in business confidence for more than twoyears, despite rising business volumes. Joint research by the CBI andPricewaterhouseCoopers shows that 35 per cent of respondents claimed they wereless optimistic than three months ago. www.cbi.org.ukTribunal changesMeasures to strengthenthe employment tribunal system and reduce the number of spurious claims whichwere due to come into force today, 18 April, have been delayed until mid-July.A spokesman for the DTI said that tribunal users need more time to understandthe changes. www.dti.gov.uk Previous Article Next Article Related posts:No related photos.last_img read more

first_img Previous Article Next Article The number of black and Asian recruits joining the Army is risingdramatically due to a raft of initiatives to encourage young people from ethnicminorities to sign up. Colonel Wayne Harber, deputy head of army recruitment, said the number ofnon-white recruits rose from 3.5 per cent to 6 per cent between April andAugust this year. He said he was pleased with the figures, which are above the Army’s targetof 5 per cent, but stressed it is important not be complacent. He said,”This is the result of five years of organisational change. It is theresult of a lot of time, money and resources trying to change the organisation.It will take at least another five years to consider ourselves anywhere nearwhere we want to be,” he said. Harber said a policy of zero-tolerance towards racial discrimination in theArmy was introduced in October 1997 to try to create a workplace free from biasand harassment. To achieve this, a number of initiatives were introduced including aconfidential helpline, an equal opportunities investigation team and access forsoldiers to employment tribunals. Harber said the Army had taken note of research carried out among black andAsian youths which advised it to be aware it had a problem with racism, to tellethnic minorities what was being done to stamp it out and to show commitment torecruiting black and Asian people. An Ethnic Minority Recruitment Team was introduced, made up of non-whitesoldiers, to tell prospective black and Asian recruits about their experiencesin the Army. The Army has also run a number of adverts to try to challenge people’s ideasand perceptions about race and the Army. The Focus Consultancy, which specialises in recruitment, has also been hiredby the Army to go into communities and tell young ethnic minority people aboutcareer opportunities it can offer. It sounds like a job from hell. The first civilian head of HR stepped intothe breach at the Royal Ulster Constabulary in the same week that the world’smedia were dominated by pictures of children caught up in violent protests overa route to school. While Joe Stewart is unlikely to find himself the target of a pipe bomb, hecould be in the firing line in other ways. The huge task of reforming the RUCinto an organisation with support from both sides of Ulster’s sectarian divideis predominantly an HR challenge. Successful reform will depend on makingdrastic changes to recruitment, training and work culture in an organisationwhere currently less than 10 per cent of officers are Catholics. A lot of HR chiefs talk about overhauling corporate culture as if it were amatter of life and death, but in Stewart’s case this is no exaggeration.Stewart acknowledges himself that changes to work culture at the RUC are vitalto the success of the peace process. His planned comprehensive review of HRwill have a direct impact on the safety of officers and their ability toprotect both sides of the community. If ever there was a demonstration of thecrucial role of HR this is it. It won’t be easy. He will have to bring down absence rates from the current10 per cent. He will have to restructure the force during a period when the RUCwill be losing up to 90 officers a month. And the difficulties are compoundedby the fact that every move the RUC makes is done in the full glare of themedia. But Stewart and his colleagues will have the satisfaction of knowing they arehelping to make history. Stewart has an opportunity to show what HR is allabout and everyone in the profession will want to wish him success. By Ben Willmott Army boosts ethnic recruit figures with five-year planOn 11 Sep 2001 in Personnel Today Comments are closed. Related posts:No related photos.last_img read more

first_img Comments are closed. Bad management causes more people to lose their temper at work than anyother reason, according to a survey by online careers site Monster. Bad management came top with 39 per cent of the vote among almost 12,000respondents across Europe, Lack of career opportunity was the second reason given for getting hot underthe collar (30 per cent). Almost a quarter report that feeling under-valued atwork makes them angry, and 7 per cent pinpoint excess workload. www.monster.com   Previous Article Next Article Poor managers provoke conflictOn 22 Jul 2003 in Personnel Today Related posts:No related photos.last_img

first_imgDWP grants to improve health and safetyOn 1 May 2004 in Personnel Today Previous Article Next Article Small businesses are being urged to apply for Government grants of up to£100,000 to help them become more proactive about occupational health andsafety. The scheme is being run by the Health and Safety Commission (HSC) and fundedby the Department for Work and Pensions (DWP). It provides funding for workers’ safety advisers (WSAs), who can helpworkers and employers identify and manage risks, draw up control measures, andprovide expert health and safety information and advice. A total of £3m has been made available over the next three years for thescheme, called the WSA Challenge Fund. Organisations or individuals can alsoapply as partnerships. Winners for this year’s funding will be announced on 9 June, with the moneybeing made available from July. “Increasing worker involvement has been shown to improve health andsafety performance and is a key part of HSC’s new strategy, but six out of 10workplaces have no form of employee involvement,” said HSC chairman, BillCallaghan. “The WSA Challenge Fund is a great opportunity to deliver the strategyand get resources into the hands of people who need it most – employers andemployees in small firms,” he added. www.hse.gov.uk/workers/involvement/wsachallenge.htm Comments are closed. Related posts:No related photos.last_img read more

first_imgAiming for a total turnaroundOn 4 Nov 2004 in Personnel Today Previous Article Next Article Comments are closed. Oil companies are no strangers to criticism. The typical charge sheet tells of large organisations throwing their money around with no thought of how it affects people and the environment.For Total, the world’s fourth largest oil company, recent headlines have been particularly embarrassing. Last month, French police detained several of the company’s current and former executives for questioning as part of an investigation into suspected bribes paid to foreign government officials in exchange for access to oil in Iraq and Russia.But having worked so hard to restore its reputation after the long-running scandal over corruption at Elf, which it acquired in 1999, Total is in no mood to let the latest allegations disrupt business.As head of HR for Total UK, the company’s UK refining and marketing division, Aidan Dwan is acutely aware of the challenges the company faces in getting its message across to both the public and prospective employees.“Oil companies are seen as big, bad organisations, but part of our role is overcoming that,” he said. “We are trying to distinguish ourselves, for both our relationship with the community and by being seen as an employer of choice.”Speaking from his office in Watford, Dwan talked about some of the initiatives HR has put in place, in part, to improve the perception of the company as a good place to work.“If we are honest, our brand is not as well known in the UK as Shell, BP and Esso, so it is not as easy to recruit,” he said. “We have to compete by being fleet of foot. CSR [corporate social responsibility] is also important.”Dwan said that CSR is an important part of Total UK brand positioning. “It shows we are interested in the community and the customer,” he said.In the past 12 months, Total UK has introduced ‘Pedal Power’, which gives employees a 50 per cent discount on bicycles from Halfords, and the Government’s Home Com- puting Initiative, which offers discounted computers for home use.Moreover, in what Dwan referred to as “more real” CSR, a number of Total UK employees have been regularly volunteering at the Watford Learning Centre, where local children with learning difficulties are taught numeracy, literacy and IT skills.“Financial help is fine, but engagement of staff gives just as much impact,” he said. “People might think a company giving a bit of its profit doesn’t mean much, but staff regularly doing work for a charity is more tangible.”In an effort to remind staff about the company’s commitment to people, Total UK is entering the Sunday Times’ ‘Best Companies To Work For’ award, Dwan revealed.“It is a chance to communicate the benefits that staff don’t always think about, such as maternity and paternity leave, holiday arrangements and pension plans – all of which are significantly above the norm,” he said. “Staff are probably only sub-consciously aware of the value of their benefits.”Dwan, a qualified lawyer who began his career in the legal profession before moving into industrial relations, logistics and then HR, places heavy emphasis on communication, something he said is often conspicuous by its absence in HR.“I never aspired to be in HR,” he said. “I was a severe critic when I was younger, the lack of transparency being one of the worst aspects. We try and communicate as much as we can – the management operates an open-door policy, and we have a Q&A section on the intranet where answers are promised within seven days.”The concept of moving in between business functions is actively promoted at Total UK. “We encourage staff to move about and lots have worked in different areas – the general HR manager, for example, started as a forecourt manager and went up the retail route,” Dwan said.“We value people who want to get exposed to the business. We are in a complex business and we need people who understand it. It is a hazardous product and the more exposed people are to different aspects, the better it is.”The idea of keeping people fresh by moving them about isn’t typical for the oil industry, where many employees spend their career working their way up in one function, such as engineering.But, in many ways, Total’s UK operation today is not that of a typical oil company. After the three-way merger between Total, Elf and Petrofina in 1999, the decision was taken to move to a completely new headquarters in Watford.This move, and the synergies created by the merger, meant that around half of the head office employees at Total UK left the company. And all the new staff came in without preconceived ideas about the industry, Dwan said.The combined total of the three HR departments was cut by a third, down to around 25 staff, but the merger also created opportunities, he added. “The merger created a focus on HR that has been maintained since then. I have a seat on the top table, reporting directly to the managing director, having a real impact on the business.”While Dwan admitted there are still challenges to overcome, in areas such as diversity and the retention of hourly-paid staff, he said he is happy in what he described as a “fun job”.While this demeanour could be attributed to the typically blind optimism of a Manchester City football fan, anybody who travels from Worcester Park in Surrey to Watford on the notoriously unreliable Silverlink rail line everyday clearly relishes his role.  Related posts:No related photos.last_img read more

first_img Britain’s only black police chief constable has said he is disappointed that no other black officer has also been able to rise to his position.Mike Fuller, who became chief constable in Kent in 2004, said the lack of black chief constables was “a source of personal disappointment”, and there had not been as much progress to get more black officers into senior positions as he had hoped to see. In an interview with the Times, he said: “It is a source of personal disappointment that I have not been followed by more black chief constables. Women progressed after Pauline Clare became chief [of Lancashire Constabulary in 1995] – quite soon afterwards you had more women getting chief constable positions. But that has not been repeated in the experience of having more black chief constables. “I don’t think there is any lack of will among chiefs in terms of what they are doing in recruitment. You have got to have people who are suitable, who are experienced, who are qualified. Yet it is something that has disappointed me – there has not been the progress that I would like to have seen.”Fuller added boycotts and protests by black police associations had not helped to eliminate racism in the police service.He said the way to improve ethnic minority representation in senior ranks was instead through mentoring and motivation.Fuller’s comments came in the week that commander Ali Dizaei, a former president of the National Black Police Association (NBPA), was jailed for four years for falsifying a case.Just 2% of full-time officers came from ethnic minority backgrounds at the time of the Macpherson report in 1999, which claimed the police service was institutionally racist. Today, that figure is 4.4%. Comments are closed. Related posts:No related photos. Previous Article Next Article Britain’s only black chief constable regrets there are not more senior black officersBy Personnel Today on 12 Feb 2010 in Personnel Todaylast_img read more

first_imgTagsibuyerIPOopendoorSPAC Message* Founded in 2014, Opendoor uses an algorithm to buy and sell homes. Its early mission was to enable homeowners to sell their homes in just a few clicks.Keith Rabois, a venture capitalist and partner at Founders Fund, picked Opendoor’s early team, including Wu, Ian Wong and JD Ross, who said on Twitter two weeks ago that Rabois bet on the young team’s future growth rate versus work experience. (Ross was 23 in 2014.) Other early employees and investors made their own walks down memory lane after the stock began trading.Kyle Tibbitts, Opendoor’s former head of brand marketing, recalled the company hitting an inflection point in 2017. “Growth was slowing in Phoenix so we created a War Room where our team worked every day for weeks,” he wrote. “We shipped a ton and growth came roaring back.”By 2019, Opendoor had raised $1.3 billion from investors. It sold almost 19,000 homes that year, generating $4.7 billion in revenue. But it also lost $339 million. When the pandemic hit, it suspended home-buying and laid off 35 percent of staff before the housing market came bounding back.Its early backers stand to profit handsomely from their bets on Opendoor.Vinod Khosla’s Khosla Ventures led Opendoor’s Series A in 2014 and invested $40 million over the next few years, according to regulatory filings. Back-of-the-napkin math indicates the firm’s investment grew by 36x through the first day of post-merger trading.GGV, which invested in the Series B round in 2015, invested a total of $57.5 million over several rounds, filings show. Their value grew 15-fold.And Access Industries’ investment, totaling $137 million over several rounds, grew to be worth nearly eight times as much before giving back some of that gain since the Dec. 21 peak.By comparison, SoftBank — which tends to place huge bets later in the game — invested $450 million. On paper, its investment grew by a factor of 5.Homebuilder Lennar, which partnered with Opendoor in 2018 and invested $54 million, has seen a similar return, filings show.Norwest Venture Partners, which invested $77 million, now holds shares worth about six times more. Andreessen Horowitz’s $65 million investment, in 2018 and 2019, has roughly doubled. And General Atlantic, which invested $125 million in 2018 and 2019, has done a bit better than that.Anton Levy, General Atlantic’s global head of technology investing, called the IPO a “milestone moment” that speaks to the appeal of Opendoor’s digital platform. “Eric and the Opendoor team have sought to meet a market need by reinventing and simplifying the way consumers buy and sell homes,” he said in a statement.Filings show Fifth Wall Ventures’ investment grew by a multiple of seven through the peak.The proptech fund, headed by Brendan Wallace and Brad Greiwe, invested $82.4 million over several years. It participated in the Series D and Series E rounds.On paper, Fifth Wall’s total shares were worth more than $607 million at the close of Day One, or 7.4 times its investment. The VC fund also has “penny” warrants to purchase 300,000 shares of stock for $3,000. Based on Monday’s closing price, those shares are worth $7.2 million.Glenn Solomon, a managing partner at GGV Capital, told The Information he was skeptical of the SPAC deal at first, but came around when he realized it was a “means to an end,” he said.“The end is being public, which has value,” Solomon said.Opendoor has projected $10 billion in revenue by 2023. In an investor presentation in September, it said if it captures 4 percent of the U.S. housing market, it can become a $50 billion company.Wall Street analysts agree Opendoor has plenty of room to grow.Jason Helfstein, an analyst at Oppenheimer & Co., gave Opendoor a $34 price target. Opendoor is the leading iBuyer in a nascent sector, “leaving plenty of opportunity for expansion,” he wrote in a Dec. 21 research note. He projected iBuying, which accounted for 0.38 percent of U.S. home sales in 2019, could capture 3.52 percent of the market by 2030.Contact E.B. Solomont Clockwise from left: Softbank CEO Masayoshi Son, Social Capital CEO Chamath Palihapitiya, Opendoor CEO Eric Wu, Founders Fund partner Keith Rabois and Access Industries chairman Len Blavatnik (Getty; Opendoor; Founders Fund) Opendoor’s IPO last month crowned CEO Eric Wu a billionaire. It quintupled the value of SoftBank’s stake to $2.3 billion. And it reaped early investor Khosla Ventures a 36x return — on paper.After merging with a blank-check company last month, the iBuyer’s stock closed at $31.25 per share on its next day of trading, Dec. 21, giving it a market capitalization of close to $19 billion. Although it has sunk 23 percent since to close Monday at $24.01, the firm is still worth about three times its enterprise value of $5 billion in September, when it struck a deal to go public with a SPAC led by tech investor Chamath Palihapitiya.Opendoor’s largest shareholder is SoftBank’s Vision Fund with a 13.5 percent stake, followed by Khosla Ventures with a 8.5 percent stake now worth $1.4 billion. Len Blavatnik’s Access Industries holds a 6.4 percent stake, now worth more than $900 million; Wu’s stake is 6 percent and GGV Capital’s is 5 percent.Read moreOpendoor’s value soares to $18B ahead of IPO Opendoor’s going public. Is its balance sheet ready? Eric Wu wants to make your home a commodity Email Address*center_img Full Name* Share via Shortlink Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlinklast_img read more

first_imgWe demonstrate that the observed enhancement in the fractional composition equation image of ring current O+ ions during magnetic storms can have a strong controlling effect on the excitation of electromagnetic ion cyclotron (EMIC) waves. For modest storms, when equation imageo+ equation image 30%, strong EMIC excitation can occur in the frequency band above the oxygen gryofrequency, equation image, due to cyclotron resonance with anisotropic ring current H+ ions. The path-integrated gain obtained from ray tracing is sufficient to drive wave amplitudes into the nonlinear regime in a region near the equatorial duskside plasmapause. The excited wave energy is found to be absorbed efficiently at high latitudes via cyclotron resonant interactions with energetic O+ leading to perpendicular heating of the O+ population. Intense waves generated near the equator should therefore not be detectable at low altitudes once the density of O+ has been enhanced during the main phase of a storm. Cyclotron absorption will also enhance the anisotropy of energetic resonant O+ ions. We show that such enhanced anisotropy can excite cyclotron instabilities at frequencies below Ωo+ which are able to propagate to low altitudes and be detectable either on the ground or on low altitude satellites during the storm main phase. For the most intense storms, when the concentration of O+ can attain values equation imageo+ equation image 60%, cyclotron absorption by resonant O+ can become so severe as to totally suppress wave excitation in the band above equation image. The most rapid loss process for the ring current (i.e., that due to wave particle scattering) could therefore be suppressed during the main phase of such storms. This raises the interesting question of whether the main phase Dst depression might be modulated by the relative concentration of energetic O+ through the process of resonant interaction with EMIC waves.last_img read more