Comments are closed. When a company announces mass redundancies responsibility for handling thedetails naturally falls to HR. But at often their most hectic period ever, HRstaff may have to find space to search for a new position themselves. Three HRprofessionals explain what they learnt when faced with this unenviable task.Phil Boucher reportsWhenever redundancy or relocation is mentioned HR tends to assume the mantleof an emergency service for those most under threat. But what happens if HRitself is one of the departments facing closure? In this situation HR professionals are faced with the dual problem of lookingafter the needs of the organisation as well as themselves. And very often theywill be handed a workload that makes both tasks impossible to fulfil properly. The solution is to carry out the job well while making an effort to secureemployment elsewhere, says Dianah Worman, CIPD adviser on diversity. “Themajor issue is to behave professionally at all times. But HR can’t just put aring fence around itself – it has to keep its eye on the ball.” In practical terms that means taking care of such things as pensionarrangements for other people, but also arranging certain times of the week toapply for jobs and arrange interviews. HR is also the enviable position ofbeing able to analyse the viability of the company through its unique access tocompany information. “HR has the advantage that it is better versed thananyone else in how redundancy is handled and the expectations staff have of thecompany,” adds Worman. In light of this it is no surprise that the majority of HR professionalsrecently described the redundancy process as ‘traumatic’ in a CIPD survey of563 organisations nationwide. Also 22 per cent indicated redundancy had had aconsiderable effect on their working life and 16 per cent felt it also impededon their home life. There are no statistics on how HR professionals feel when facing redundancy,but they need to take into account the stress levels involved with such a hugeamount of work and emotional turmoil. What redundancy ultimately demands is a common sense approach that allowsthe organisation to use the function as a sounding board for advice, andemployees must feel they can turn to it for information. Above all, thefunction must remain confident that it is doing the right things for everyoneconcerned. As European HR director at Prudential Insurance Russell Martin says:”It really comes down to handling it all in a professional and sympatheticway and realising that redundancy is a strain on HR people as much as anyoneelse.” Name: Sue Pyatt Company: Fisons Position: HR manager Joined company: March 1996 Left company: January 2000 Four years after recruiting 110 people for Fisons’ technical operationsgroup, Sue Pyatt had the unenviable task of dismantling both the operationsteam and the five-person HR function she had created to support it. As she wasonly given six months to disband them both, it was a time of enormous stressfor both her and the rest of her team. Initially, the main problem was there was so much work that Pyatt simply didnot have time to consider her own future. “To start with, it didn’t hit mepersonally,” she says. “I had to field so many questions that I waswrapped up in the whole thing for the first two months. It wasn’t until thenthat I suddenly thought: ‘Hang on I’m going to be out of a job in a fewmonths!’” Pyatt decided to seek external advice and turned to outplacement consultancyPenna Sanders & Sidney, which was to have an unexpected benefit. Herconsultant literally forced her to leave the office to concentrate on her ownproblems. After that she meticulously planned her week and set aside some timeto concentrate on her own redundancy situation. “The hardest thing to dois remember you have to look after yourself from a job perspective and your ownmental and physical wellbeing,” says Pyatt. Although these breaks took Pyatt away from the rigours of relocation andredundancy, it went against the grain of her HR beliefs, she says. “It wasnot a positive project so it was very difficult to stay professional and put onthe face of the company. But as an HR person I found it hard to put myselfahead of the rest of the company as I instinctively felt I should deal withother people’s problems first.” As Pyatt was heavily involved in the communication of information andhandling of redundancies it was not an easy thing to put into practice either.Someone could walk into her office at any moment and ask her to deal with oneof a hundred practical questions relating to such things as pensions or theredundancy package. Eventually, Pyatt settled on an arrangement where she would not onlyconcentrate on her career at certain times of the week, but also take theoccasional break to treat herself to a day of relaxation – in her case,shopping – to relieve the constant pressure. “It is very important to carefully plan your time, be aware yourpriorities are going to change and be ready to deal with that,” she says.”You need to think about yourself on a personal level and ensure you don’tbecome over-tired or stressed.” As a result Pyatt successfully managed the tricky situation and secured ajob as a customer service manager at JSB Electrical in Cheshire. In 2000 shebecame an HR consultant for Penna Sanders & Sidney. Her advice to people going through a redundancy process is to always beprepared to solve a problem at the drop of a hat. “You need to keep professional and keep your mind on the job. But youalso need to find a way of getting balance into your life so that it doesn’ttake over,” she says. Name: Amanda Russell Company: ITV Digital Position: HR manager Joined company: February 1998 Left company: May 2002 On 22 April 2002, ITV Digital’s management announced there were no buyersfor the faltering broadcasting company. Later that day around half of its 2,000employees were made redundant and a skeleton staff was left to oversee thegradual and very public closure of the company. Amanda Russell was one of few HR professionals left behind to oversee thisclosure. She had been one of the first people to join the company in February1998, and had been heavily involved in setting up the HR department, creatingthe company culture and developing the organisation’s policies and procedures. Initially, Russell’s main difficulty was coping with the sheer pace ofchange, as the announcement had been completely unexpected. And as the closurewas so high profile she found it almost impossible to leave the news behind.”As well as suddenly having to live with the closure at work I had to livewith it in my private life as it was on TV and on the cover of all thenewspapers,” she says. “Everyone was talking about it. It was reallystressful because it was all so sudden.” Russell left ITV Digital 30 days after the closure was first announced.During that time she helped others look for jobs, write CVs and seek financialhelp. She was so involved with helping others that she simply didn’t have timeto look for a job herself and is currently trying to find a new position.”I didn’t tend to think of it at the time. I was so busy that I had toimmerse myself in the new task I had suddenly been given,” she explains. “I was so busy I simply couldn’t imagine that I wasn’t going to have ajob in a week’s time.” Despite this, Russell feels the experience has a positive side. Along withlearning how to cope in the event of company closure she has made several closefriends – drawn together through shared feelings of adversity, who are nowhelping each other in the quest to find new jobs. The experience has also enabled her to test her HR skills to the limit.”It was important to stay very positive and practice what youpreach,” she says. “All the good things about outsourcing came outand I had to focus on my belief in these and HR skills I’ve learnt along theway.” But Russell admits that in the last days of ITV Digital the remnants of theHR team had become a mini recruitment agency. “It was quite strangebecause we became a shoulder to lean on, but were also having to deal withhundreds of recruitment agencies looking for staff.” To cope, Russell drew up a plan of what she needed to do with regard to theadministration of compensation and benefits and anything else that would helpemployees such as pension scheme arrangements. Looking back she is quite gladthat the whole process was so hectic. “Being so very busy made the wholething much easier to cope with,” she says. “The people who were quiethad nothing to do but sit back and reflect on what was happening. I have theimmense satisfaction of knowing that I helped a lot of people to find a way outof a very bad situation.” Name: Jo Larkam Company: Prudential Insurance Position: HR consultant Joined company: September 96 Left company: February 2001 In January 2001, Prudential Insurance announced that its 80 direct salesbranches would be restructured into 15 regional offices. As a knock-on effect,the HR function that supported the sales teams also had to restructure, withthe inevitable consequence that redundancies were made. Jo Larkam, now a human capital consultant with Deloitte & Touche, wasinvolved in the restructuring process that involved the reorganisation of morethan 2,000 sales and support staff. However, this was compounded by the moredifficult task of selecting people for redundancy – including those in HR.Larkam says: “Many of the team worked in a very difficult situation. Theywere told their jobs weren’t going to exist in six to eight months but theystill had to support the rest of business.” Throughout the experience Larkam had to deal with the concerns and questionsof other people in the organisation while being unsure about her own future. Tocope with the demands of this dual role she decided that it was best tomaintain a highly professional approach and not be overly critical of theorganisation despite what was happening. “It was important to speakpositively about the new structure to keep up people’s morale,” she says. The fact that Larkam was facing redundancy helped her empathise with thesales teams. She also believes the HR team bonded more closely as a result oftheir shared sense of adversity. “It’s almost easier to support people ifyou’re going through the same experiences yourself,” she says. “It’sa question of finding support and encouragement for everyone concerned.” Like many others in the HR function Larkam decided it was best to look foranother job and secured a position with Deloitte & Touche soon after therestructuring announcement was made. She still remained focused on the task oflooking after the firm’s interests and those of its employees and maintains themutual support that existed within the HR team helped her to cope. “We made sure that there was communication throughout theorganisation,” she says. “We were also trying to be flexible to meetindividual demands to relocate and support the line managers who themselveswere supporting individuals who were losing jobs.” Larkam insists that the redundancy process was actually a very positiveexperience for her – providing opportunities to learn new skills. She alsobelieves Prudential was good at making the whole process as voluntary aspossible. She also contends that along with toeing the company line you need to findpeople who can lend advice and encouragement on the situations you are facing –whether they are inside the organisation or not. More than anything Larkam believes it is important to utilise all of your HRskills and to be aware that in a situation like this knowledge is verydefinitely power. “You need to be aware of what options are available andthe level of support the organisation will give you. And to do this you need toremember that HR has an advantage as it has access to a lot of information thata lot of other people never see.” Professional dilemmaOn 25 Jun 2002 in Personnel Today Related posts:No related photos. Previous Article Next Article
Raytheon Company’s Missile Systems business broke ground for an all-up-round Standard Missile production facility in Huntsville, Ala. Raytheon will construct the state-of-the-art factory on the U.S. Army’s Redstone Arsenal site.When completed, the facility will provide final assembly and testing for Raytheon’s SM-3 and SM-6 missiles.“This new factory will enable us to provide our Missile Defense Agency and U.S. Navy customers with even greater capability,” said Dr. Taylor W. Lawrence, Raytheon Missile Systems president. “Raytheon’s SM-3 is the centerpiece of the nation’s new missile defense strategy in Europe, and SM-6 will give the U.S. Navy a new, much-needed weapon system.”The 70,000 square-foot production facility will be constructed in two phases; each phase will be tied to SM-3 and SM-6 production contracts.“This new Raytheon factory means more jobs for Alabama and is a clear demonstration of Raytheon’s strong partnership with the state,” said Sen. Richard Shelby of Alabama. “Raytheon continues to be an important piece of Alabama’s economic picture.”SM-3 is being developed as part of the MDA’s sea-based Aegis Ballistic Missile Defense system. The missiles are deployed on U.S. Navy cruisers and destroyers and Japanese destroyers to defend against short- to intermediate-range ballistic missile threats in the ascent and midcourse phases of flight.SM-6 is an extended range anti-air warfare missile. Fired from navy ships, SM-6 provides capabilities against fixed- and rotary-wing aircraft, unmanned aerial vehicles and cruise missiles.Raytheon Company, with 2010 sales of $25 billion, is a technology and innovation leader specializing in defense, homeland security and other government markets throughout the world. With a history of innovation spanning 89 years, Raytheon provides state-of-the-art electronics, mission systems integration and other capabilities in the areas of sensing; effects; and command, control, communications and intelligence systems, as well as a broad range of mission support services. With headquarters in Waltham, Mass., Raytheon employs 72,000 people worldwide.[mappress]Source: raytheon, June 28, 2011; USA: Raytheon to Test SM-3, SM-6 Missiles Equipment & technology View post tag: Naval View post tag: SM-3 View post tag: test Back to overview,Home naval-today USA: Raytheon to Test SM-3, SM-6 Missiles View post tag: Raytheon View post tag: Navy View post tag: News by topic View post tag: Missiles View post tag: SM-6 June 28, 2011 View post tag: usa Share this article
An Oxford professor has been accused of hacking into the private computer correspondence of a member of staff.Dr. Cecile Deer, an academic specialising in the political economy of education, claims that her Balliol college e-mail account was unlawfully accessed by her ex-doctorate supervisor Professor Geoffrey Walford, after she accused him of sexual discrimination.Deer made the accusations after Professor Walford, a fellow of Green Templeton College, refused to give her a reference for a job application. Deer claims that his decision was influenced by the fact that she had previously sued the University in 2008 for sexual discrimination.Deer won an out of court settlement with the University last year after they excluded her from the women’s football team. She claimed that she was excluded because having three young children made her an “unreliable player”.She has now sued Professor Walford and the Chancellors, Masters and Scholars of the University for sexual discrimination again at a hearing that is taking place in Reading, saying that Walford’s decision not to issue a reference must have been influenced by discussions in the faculty about the previous hearing.Natasha Joffe, representing Dr. Deer, said that her client believed negative remarks must have been made about her in the department.She also claims that, when a questionnaire was sent to Professor Walford regarding the sexual discrimination accusation, he hacked into her email account to help him answer the questions. She holds that one of Walford’s answers must have been aided by private information found in her correspondence, including exchanges between herself and another referee for the job application.However, the University claim that Professor Walford asked for a list of Deer’s academic publications since she completed her doctorate and having seen the list decided she was not suitable for the job.According to Jane McCafferty, a representative of Oxford University, he then explained to Dr. Deer that this was the reason he would not provide her a reference.She added that Professor Walford knew little about the previous case, saying that when he was asked about it Walford replied, “I know virtually nothing other than it was something to do with football.”McCafferty said at the hearing that there had been little contact between Dr. Deer and Professor Walford since 2000, when Walford ceased to be Deer’s doctorate supervisor.McCafferty suggested that Deer’s allegations have “little chance of success”, adding that claims made were “most serious”.Judge Louise Chudleigh has decided that Dr. Deer must pay a deposit of £100 if she is to proceed with both of her allegations.She told Dr. Deer to “reflect on each aspect of the issues she is trying to establish”, adding, “I’m not saying she has no prospect of success, I’m saying she has little prospect of success.”
FacebookTwitterCopy LinkEmail TAXES REDOUXBy Mark HUNT CANDIDATE FOR THE UNITED STATES SENATEIn my earlier blog regarding federal tax reform, I advocated reducing taxes for all levels of income, reducing our current seven tax brackets to just three, eliminating the odious death tax, allowing corporate monies earned overseas to be repatriated at less than the current confiscatory rates, and increasing the access to health savings accounts for more individuals, particularly those not employed by large and complex organizations, and doubling the amount allowed for individual deductions.I also argued the importance of maintaining deductions for charitable contributions and mortgage interest. I am very pleased that the Unified Tax Reform Framework recently announced by the Trump administration, while still short on details, seems to accomplish all of my most important desired positions. Most important is the administration’s advocacy for a change to a Territorial Tax System for our businesses working abroad. That brings the US in line with the rest of the international community, will allow businesses to invest hundreds of millions of dollars currently stashed abroad to grow businesses in this country, and eliminates an additional tier of taxes that has grossly handicapped US businesses from competing abroad.Where I am disappointed is that the corporate rate is lowered only to 20%, not the 15% advocated earlier. That seems to be negotiating against ourselves even before we get started. There is no doubt that Schumer and Pelosi, and their Indiana main man Joe Donnelly, will argue for at least 30% rate and that capitulating to 25% even before the negotiations begins weakens the administration’s position. Also, not stated in the Framework, but allowed by their spokespersons, is that the Trump administration leaves the door open for a 4th tax rate for those very wealthy, if necessary to secure democrat votes. Rest assured, that 4th confiscatory rate will be demanded by the democrats.Why even open the door to this gouging of the successful, when we know from past experience that the “wealthy will no doubt be defined at around $ 200,000-250,000 / year by the democrats, who never saw a tax they did not like? For some reason, the Trump plan also keeps the inheritance tax for capital gains. I am opposed to that.The main fiscal argument that will be advanced against the proposed plan is that the Congressional Budget Office (CBO)—which hasn’t been right since its inception—alleges that the proposed changes in our tax system will add an additional 4.2 billion dollars to the deficit. Senator Schumer and Representative Pelosi are already pontificating against any changes that are not revenue neutral and do not add to the deficit.What hypocrisy! After eight years of driving our deficit to historic highs under President Obama, they have suddenly discovered the word deficit. Ignore the stench from that part of the swamp. Even though the CBO pronouncement will be proven wrong as usual, the income gained by increased profitability spawned by the tax cuts will more than offset any feared increase in the deficit.
86, of Bayonne, passed away on December 18, 2016, at the Preakness Healthcare Center in Wayne, NJ. Born in Jersey City, Loretta resided most of her life in Bayonne. She was employed with the Bayonne Board of Education in the custodial department for many years before her retirement. Loretta was predeceased by her husband, Anthony Fugaro (in 1998) and her parents, John and Frances Zaleski (nee: Wernicki); her sisters, Irene Mayer, Fancies Hrycenko and her husband William, Mary Podolski and her husband Stanley; Sophie Swezinski; her brother Teddy Zaleski and his wife Jean; and her brother-in-law Leo Karczewski. Left to cherish her memory are her son, Richard Anthony Fugaro; 2 sisters, Jean Donofrio and her husband John, and Sadie Karczewski; 1 brother, Walter Zaleski and his wife Maryann; and her brother-in-law Artie Mayer. Also survived by many loving nieces and nephews. Funeral arrangements by DWORZANSKI & SON Funeral Home, 20 E. 22nd St.
Carr’s Milling Industries has raised its profit forecast for the year to 30 August 2008.The milling and machinery giant said it had continued to enjoy strong trading since its last update on 27 May.In a statement, Carr’s said its board has upwardly revised guidance, with full-year profits expected to be around £9.2m (2007: £5.5m) on revenue of at least £330m (2007: £253m). These would represent increases of 67% and 30% respectively.Carr’s food business – which includes flour milling – had increased revenue from similar volumes to last year as it has raised the price of its flour to compensate for the large increase in the cost of milling wheat. It added “while profit has increased, margins remain unsatisfactorily slim”.Carr’s other business interests include animal feed (the bulk of revenue), fertiliser, retail equipment, machinery and engineering.
Fans of STS9 were delighted earlier this week, when the band finally announced the release of a new album. Titled The Universe Inside, the new 13-track offering features songs both familiar and unfamiliar, spreading an important message of love and peace. Today, the band has not only shared the opening track “Supercluster,” but they’ve also shared a message about the meaning behind the music.Check out the band’s post from their website, below:20 years before the emergence of STS9, NASA sent Voyager 1 and Voyager 2 on a mission to the farthest reaches of the solar system and beyond. Each of these probes was equipped with identical Golden Records, special messages attached to what Carl Sagan called “a bottle launched into the cosmic ocean.” They contained numerous images and sounds from throughout the world, pieces of music from various cultures, a map identifying the location of our planet, and other information for whomever, or whatever, might find them.While the Golden Records included greetings in 59 languages, they made no mention of nations and borders, wars and rivalries, or anything else that divides us. What they did mention was life, love, peace, birth–the things that bind us to one another and to the planet we call home. The Universe Inside is a reflection of this message. It is a story about human identity and the magical truth of who we are, where we’re going, and our place in the Universe. It says we are one, made of stardust and the forces of nature that evolved over billions of years. Connected by the sun, moon and stars, we are the living, breathing conscience of the Universe. “We are one, made from dust of the stars / down here we bear the weight of the pain and the scars / just want to live with nothing to hide / every one of us a universe inside.”The band also confirmed that the album will be released on September 2nd, prior to contrasting reports. You can listen to the new track “Supercluster,” below. The leading single “Get Loud” is also streaming, and can be found here.
The safety of students and area residents was a chief concern of South Bend community representatives during the Campus/Community Advisory Committee (CCAC) meeting Wednesday. Members discussed the upswing in crime and how the community can come together to address the problem. Brian Coughlin, associate vice president for student affairs, said the University is concerned about the recent rise in crime. “This community has done a great deal, and we’ve done a lot to talk about neighbor relations and a number of other things, but I think that it’s time that we start to focus on crime against students and crime in those neighborhoods,” he said. Michael Carrington, a member of the St. Joseph County Alcoholic Beverage Board, said local law enforcement is working hard to address the problem. While discussing how law enforcement officers are working to identify groups and individuals responsible for the criminal activity, CCAC members agreed students and local residents all need to be more cautious and aware of their surroundings. “We can’t be a soft target, we have to be ever-vigilant and keep our guard up,” Carrington said. “People need to be careful, but the criminal justice system needs to respond and it needs to be a strong response.” Student government has been working to develop a connection between the student body and local law enforcement, student body president Pat McCormick said. This year, Notre Dame’s student government has organized a safety summit and an off-campus informal meet-and-greet between law enforcement officials and Notre Dame students. McCormick said that he was pleased the CCAC meetings provide a venue for the community to work together to address pressing issues, like student safety. “We had the opportunity to bring to the attention of the community that our top concern is the safety of students and trying to confront crime together, whether through particular action steps or trying to facilitate relationships between students and law enforcement,” McCormick said. Members also examined the problem of students leasing off campus housing that is not sanctioned to be the residence of more than two unrelated students. Director of South Bend Code Enforcement Catherine Toppel said many students are unaware of this rule. “The problem they [students] run into is not knowing which properties are grandfathered and which aren’t,” she said. “One of the rules is that a lot of houses are under the rule that not more that two unrelated students can live in it.” Toppel also said an association of landlords has drafted an ordinance, to be submitted sometime around January 2012, creating a landlord registry. This registry would have a list of residences that can be used as student housing, and will be updated to reflect occupancy changes in those residences, she said. Landlord Mark Kramer, of Kramer Properties, agreed that collaboration was required to remedy this problem. “People sometimes ignore the restriction if they like the home or the area, but then they run the risk of being turned out in the middle of the year,” he said. He suggested the creation of a list of houses eligible for student living, allowing students to check if their prospective house is on the list. CCAC members also discussed plans for snow removal volunteer programs and the success of collaboration regarding the recent taxi ordinance. CCAC, McCormick said, has been successful in addressing these issues affecting the Notre Dame community and the surrounding area because of the collaboration that it facilitates. “These meetings give us the opportunity to learn and to be in conversation about issues that are pressing to the community and to bring to different stakeholders in the community the concerns of students as they relate to community life,” McCormick said.
continue reading » In an exclusive interview with Adam Mendler, an expert in thought leadership and strategy development and CEO of The Veloz Group, NAFCU President and CEO Dan Berger discussed his experience as one of Washington’s most influential advocates, strategies for successful leadership, and how he led NAFCU to record membership growth.“The best advice I can give is to always be respectful of others and value their time. Be prompt when arriving for meetings, be responsive to policymakers’ questions, and be sure to keep open lines of communication through proactive outreach and honest interactions,” said Berger, who has been recognized as a top lobbyist by The Hill for 17 consecutive years. “The surest way to have a lawmaker’s door close on you or to burn a relationship is to undervalue the needs of others.”After taking the reins as president and CEO of NAFCU, Berger used these leadership skills to help refocus the association’s agenda towards issues credit unions cared deeply about.“Trade associations in Washington have a habit of trying to be all things to all people, but at NAFCU, we focus on advocacy, compliance assistance, and education and training – that is it!,” said Berger. “And our members have supported us every step of the way. Because of this, we have grown our membership by over 40 percent in just over seven years and we now represent 54 percent of the industry’s assets.” ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York A former North Hempstead town councilman said he gave $20,000 to the son of New York State Sen. Dean Skelos (R-Rockville Centre) to fulfill an alleged bribe requested by a mutual acquaintance.The ex-councilman, Tom Dwyer, was one of three officials to take the stand Monday as the corruption trial against the senator and his son, Adam, enters its second week at federal court in Manhattan. The other two officials included Glenn Rink, chief operating officer at AbTech Industries, an environmental technology company, and Joseph Strasburg, president of a landlord advocacy group known as the Rent Stabilization Association (RSA).“‘This should get Dean off my back,’” Dwyer testified was the response he got from Charles Durego, general counsel and senior vice president at developer Glenwood Management Corp., after he told Durego that he’d done what Durego had asked by giving Adam a check disguised as payment for work that Adam didn’t perform at Dwyer’s title insurance company, American Land Services (ALS).Dwyer testified that he did as Durego wanted without question because Glenwood was his biggest and most lucrative client—and he didn’t want to lose their business. Dwyer said he thought Durego meant the payment would help Glenwood stay in the state Senate majority leader’s good graces when lobbying the senator on legislation the developer backed.New Hyde Park-based Glenwood, Arizona-based AbTech and Roslyn-based Physicians Reciprocal Insurers are the three companies that the former state Senate majority leader allegedly coerced $300,000 in bribes from in the form of no-show jobs that his son, Adam, was unqualified for, in exchange for illegally manipulating legislation. Both men deny the accusations.Dwyer said the payment to Adam was funded by a commission for title insurance work on an real estate transaction unrelated to Glenwood.“Charlie did not want the payment to Adam to be associated with Glenwood Management,” Dwyer testified. Durego also responded to an email about how the $20,000 was calculated with “not for emails” and later emphasized that point in a phone call, Dwyer recalled.Dwyer met Adam on Feb. 18, 2013 for lunch at Coolfish, a restaurant in Syosset, to give Adam the check in an envelope without discussing its contents, Dywer testified.Tatiana Martins, one of the federal prosecutors trying the case asked: “Had Adam Skelos performed any work for that $20,000?”Dwyer replied: “No.”Defense attorneys and prosecutors noted that Dwyer had lied to federal investigators when first questioned about the money. Dwyer said he made a “big mistake” because he was “extremely nervous,” but a week later he began cooperating and turned over his emails. The defense also questioned Dwyer if he knew about large title insurance work referral fees given to others besides Adam.Dwyer had been a North Hempstead town councilman for more than a decade until he resigned in November 2013. He told Newsday at the time that he left office because he was too busy with his outside work and didn’t want to have any conflicts of interest with his consulting business.During cross examination, Dwyer testified that AbTech officials offered him compensation to be a consultant for the company and find out why Nassau County, which had secured a $12 million contract through Adam, “was not moving quickly.” Dwyer said he learned that the project “wasn’t a priority” for the county.When Strasburg, the RSA president, took the stand, he testified that Leonard Litwin, the billionaire owner of Glenwood, did not share Strasburg’s view that the 421a program—a tax break for developers—would easily be renewed at the same time RSA was lobbying for rent control laws to be renewed without any changes.“He actually thought 421a was in jeopardy,” Strasburg testified, recalling his conversation with Litwin.Rink, CEO and founder of AbTech, took the stand next and recounted how Litwin’s family became investors in his company, which manufactures a product called the smart sponge that removes pollutants from storm water runoff when it’s installed in drainage systems. Rink gave the jury a demonstration of his product, using water he’d contaminated with petroleum products. Martins, the prosecutor, asked that it be noted for the record that the small test tube of water came out clear after passing through the smart sponge.Rink testified that Durego, who had set AbTech up with Adam, told him that their proposed contract was illegal on the grounds that it offered lobbying on a contingent fee basis. It can only be commission based or a flat fee, Durego said in an email read in court. AbTech and Adam signed the contract after making modifications only for how big of a contract Adam must secure before he’d get a raise from $4,000 monthly to $10,000 monthly.Rink is scheduled to continue his direct examination Tuesday, when the jury in a separate federal corruption trial against ex-Assembly Speaker Sheldon Silver (D-Manhattan) is expected to begin deliberating in the same courthouse.