Houses Photographs: Minq Bui Manufacturers Brands with products used in this architecture project Vietnam CopyAbout this officeGreen ConceptOfficeFollowNha Cua GioOfficeFollow#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesDa NangOn FacebookVietnamPublished on October 15, 2020Cite: “Wind’s House / Green Concept + Nha Cua Gio” 15 Oct 2020. ArchDaily. Accessed 10 Jun 2021.
Important message for people attending LUH’s INR clinic Restructuring plans at Magee spark fears over job cuts DL Debate – 24/05/21 Loganair’s new Derry – Liverpool air service takes off from CODA Google+ WhatsApp By News Highland – July 16, 2020 WhatsApp More details over restructuring plans underway at Magee Clothing in Donegal Town are expected to be released shortly. All parts of Magee are now open and trading but a statement from the company’s Chief Executive indicated that the Covid-19 pandemic has resulted in uncertainties in the national and global textile and clothing retail sectors.CEO Rosie Temple confirmed that Magee is currently undergoing restructuring and that an announcement was due shortly.The move has led to serious fears locally over potential job cuts at the company.It comes as Magee closed its distribution facility in Antrim last year, transferring the operation to Donegal over Brexit concerns. Previous articleFamily of missing woman increasingly concerned for her welfareNext article‘Let the pubs get on with it’ News Highland Nine til Noon Show – Listen back to Monday’s Programme RELATED ARTICLESMORE FROM AUTHOR Facebook Twitter Google+ Homepage BannerNews Facebook News, Sport and Obituaries on Monday May 24th Pinterest Arranmore progress and potential flagged as population grows Twitter Pinterest
iStock/Thinkstock(CHICAGO) — Authorities in Illinois continue to investigate the police shooting of a security guard who was trying to stop an active shooter at a nightclub in Illinois when he was fatally wounded.A little after 4 a.m. Sunday, Robbins police asked for additional departments to assist its officers in responding to a call about a shooting at Manny’s Blue Room Bar in Robbins, Illinois, according to Midlothian police.Midlothian police said two of its officers had responded to the bar to help Robbins police. When officers arrived, Midlothian police said, they learned that there were several gunshot victims inside the bar.“A Midlothian officer encountered a subject with a gun and was involved in an officer-involved shooting,” Midlothian Police Chief Daniel Delaney said in a statement released hours after the shooting.The person shot by the officer was later pronounced dead at a hospital, Delaney said.Midlothian police and the Cook County Medical Examiner’s Office identified the deceased as 26-year-old Jemel Roberson.Delaney told ABC News on Tuesday that Roberson was the establishment’s security guard.“Our hearts go out to Jemel and his family and we are devastated by this incident,” Delaney told ABC News. “We have learned a lot about Jemel over the last two days and he was [a] great man that was doing his best to stop an active shooter that evening.”At least four people were shot including Roberson, ABC News affiliate WLS-TV in Chicago said.“He had somebody on the ground, with his knee in his back, with his gun on him, like ‘Don’t move,’” Adam Harris told a CBS affiliate. “Everybody was screaming out ‘Security!’ He was a security guard.”The status of the officer involved in the shooting was unknown.Roberson was an organist at local churches including New Spiritual Light Baptist Church, according to WLS-TV.“How in the world does the security guard get shot by police?” Pastor Walter Turner of New Spiritual Light Baptist Church said in an interview with WLS-TV. “A young man that was literally just doing his job and now he’s gone.”A lawyer for the Roberson family has filed a wrongful-death civil lawsuit against the as yet unidentified officer and the village of Midlothian.“This is a young man who was trying to do the right thing in life. He wanted to apply to the Chicago PD from what I was told. His mother did not want him working night-club security but he enjoyed it,” said Gregory Kulis, the attorney for Jemel Roberson’s mother, Beatrice Roberson.The Illinois State Police Public Integrity Task Force is investigating the police shooting, which is the Midlothian Police Department’s policy, according to Delaney.The Cook County Sheriff’s Police and Robbins Police Department were investigating the “criminal aspect,” Delaney said.Copyright © 2018, ABC Radio. All rights reserved.
iStock(HUSTONVILLE, Ky.) — At least one person was killed in a massive explosion in Kentucky’s Lincoln County on Thursday in the early morning hours, authorities said.A 30-inch gas pipeline exploded in the area around 1:30 a.m. local time, causing a tremendous amount of damage, according to officials with Lincoln County Emergency Management.One person died at the scene and at least five others were transported to a local hospital with injuries. Multiple people are unaccounted for, officials said.At least six structures caught fire and were destroyed in the blast. About 75 residents were evacuated from the area while firefighters worked to douse the flames, officials said.The explosion occurred in Lincoln County’s Moreland community, between Junction City and Hustonville, according to the Perryville Kentucky Fire Department, which urged the public to steer clear of the scene and to not travel nearby.Witnesses photographed the aftermath of the explosion, which sent a fireball high into the dark sky. Images and video showed bright orange flames and thick clouds of smoke on the horizon.“It was just a big roar and fire going all the way up the sky as far as you can see,” a resident told local news station WKYT-TV. “Our windows were shaking really bad. You can hear the ground just moving and tumbling and rolling.”Copyright © 2019, ABC Radio. All rights reserved.
Related posts:No related photos. Previous Article Next Article measuringOn 1 May 2002 in Personnel Today Comments are closed. Measuring the effectiveness of the HR function has taxed the best businessbrains for many years. The aim has been to prove the contribution of”people assets” to corporate success, and the HR processes needed toincrease it. But the new interest in the subject in the last couple of yearsbegins at the other end – from the perspective of the company’s value in themarket. Given the growing part of HR that is intangible and derived from its people,what HR practices are effective in increasing its value and growth rate, andhow can they be made more effective? It may seem that the difference is a semantic one, but in practice, it couldtransform the old question of HR measurement. If, as claimed, a 26% increase inthe value of companies’ shares correlates closely with the effective use of anumber of key HR practices then this is a message no chief executive canignore. If, further, it can be shown that one company is deriving more valuefrom its human resources than another, these points can help HR prove itsstrategic worth. These are big ifs. But increased competition and the growing emphasis onshareholder value are driving managements to use every lever at their disposal.The similar rise in the relative value of knowledge, experience and goodwillcompared to physical assets depends on the quality of staff. Further, in theleaner organisation there can be few passengers, and the value added by eachindividual is critical. If such vital dimensions remain unmeasured, howevercrudely, the chief executive is relying on hope rather than verifiable fact. The Swiss banking group UBS, like all firms in the financial sector, dependsutterly on the quality and deployment of its staff, and has recently takenradical new steps to measure them consistently across the group. Earlier thisyear it set up a central Human Capital Performance Team (see box above).”Very few companies can say, as we can, that metrics are right at theheart of what we do,” says the team’s founder and head, JohnMahoney-Phillips. It will take time before the disciplines implied by the metrics areuniversal, and used effectively by management. Like all the big banks, UBS hasto span the cultural differences between retail banking and the moreentrepreneurial asset management and corporate finance (it embraces Warburg andPaine Webber). “But we now have a single group-wide core framework”,claims Mahoney-Phillips. Attaching financial values directly to intellectual capital remains elusive,however. Back in the 1960s, the well-known US academic Rensis Likert tried itwith research workers, but he found that the obvious difficulties outweighedthe advantages. In the 1990s, Gerald Kaplan and David Norton produced thebalanced scorecard which added HR and other measures to the conventionalfinancial ones. At about the same time Leif Edvinsson, when working for Skandia (the Swedishfinancial services group) published an analysis of the group’s intellectualcapital (IC) with the annual report. His concern was to demonstrate to managersand shareholders alike what really made for success in financial services. Skandia still uses Edvinsson’s analysis of IC, which it plans to include inits next annual report after a three-year gap. Human capital is defined as thecompetence and capabilities of the savings bank’s employees; organisationalcapital cover systems, databases and so forth, plus customer capital, the valueof its relationship with customers. The group’s reward came this year when itwas ranked number 8 in the world’s top 20 most admired knowledge enterprises –above McKinsey and Cisco. Conventional metrics generally range from the very basic staff productivityand turnover, through talent acquisition and retention to leadership,innovation and other qualities. Which ones you choose, says Carolyn Nimmy, adirector of the global HR practice at consultants Cap Gemini Ernst & Young,depends on the answer to the question, “What does winning entail for yourcompany? Innovation? Brand strength? Quality? Globalisation? You then ask, whatare the things we can measure against these?” A number of consultancies are picking up the metrics baton. They see thatlinking HR practices to business success can make sense providing you allow foreconomic and stock market fluctuations and different capital structures. PIMS,the specialist in benchmarking all aspects of corporate performance, uses itsworldwide database supplied by over 5,000 managers to calculate a client’sexpected return on capital employed based on a profile of its business. HR characteristics such as an open management style or the number of daysmanagers spend training per year are then assessed for their impact on theactual return on investment. Watson Wyatt, being an HR consultancy, uses a much smaller database thanPIMS, but has developed what it calls its Human Capital Index (HCI). This is arating of a company’s HR practices on a single scale of 1 to 100. It has shownthat those scoring highly are on average more likely to have built up greaterintellectual capital (as measured by the ratio of market value to tangibleassets at replacement cost, known to economists as “Tobin’s Q”). They also deliver more shareholder value. The IC ratio is, of course,susceptible to market fluctuation, but is used as a means of comparison.Partner Steven Dicker claims it to be “a robust method for determiningwhether you’re managing your human capital better or worse than yourrivals”. There are other attempts being made to link people and results. In essence,all are forced to use a subjective assessment of a company’s HR operations(usually performed by the company’s own HR staff), and most make no claim tohave isolated a causal relationship with the bottom line. PIMS comes nearest,with its long-standing contention that 15 per cent of a company’s profit performance”is driven by HR strategy”, and it singles out nine of thecharacteristics of HR policy as having the most significant impact (see above).Watson Wyatt says its European list accounts statistically for 60 per centof the difference in size of intellectual capital from one company to another,and 26 per cent of the increase in market value (in Europe, in the year of thesurvey, 2000). It finds that a further two practices, the paternalisticretention of staff and job security, actually decrease market value. Companieswith high HCIs, Dicker notes, have done better financially in the downturn thisyear, “but a good financial performance does not lead to a betterHCI.” How relevant is all this sophisticated measurement to the average company?”Unless it provides information and support that enable senior managementto act,” says Nimmy, “Then the managers’ reaction is likely to be, sowhat?” Laurence Handy, professor of international business at Tilburg Universitynear Eindhoven, makes a similar point. The need, he believes, is for “HRto identify the business problems and the gaps, and address itself to the HRcomponent of these.” Benchmarking may prove nothing more than thatsuccessful companies can afford good management. Still, what gets measured gets managed. In the case of one client, ABBPower, although “nothing surprising came out of it [the Watson Wyattanalysis],” according to commercial manager Ian Funnell, “what it diddo was point to specific action we could take – or stop doing – to enhanceshareholder value.” Eric Senesi, European HR director of Agilent, the two-year-oldHewlett-Packard spin-off that specialises in electronic components and testequipment, sees that “the metrics you put in place depend on the maturityof HR in the company. Most companies are still in the lower quadrants.” Hedid a detailed study of ways of linking HR to results, and found that theWatson Wyatt analysis was the most relevant. He uses a lot of process measures at present, such as the attrition rate ofnewcomers and the percentage of managers whose variable pay is on track and cantherefore be assumed to be performing well. He claims to have a “minimumbut robust system” in place now, but “we’ll use higher levels ofmetrics in the future. It’s a way to mobilise people and focus attention on theissues that matter.” On a practical note, Senesi warns that metrics will only work if theinfrastructure is suitable: comparability of data, ease of access and rapidresponse demand a high degree of standardisation and good IT systems. Itremains true that the value lies in the use made of the information rather thanthe sophistication of the system itself. If it helps to improve corporateperformance, and the status of HR, it will be a sound investment. HRmetrics measured, p22
Comments are closed. Previous Article Next Article Many companies are misallocating their e-learning budgets by falling down ontwo counts, says ICUS’ Christiaan HeyningLast year, European companies spent £224m on e-learning projects, with 50per cent of that expenditure in the UK, according to figures from EnterpriseIreland, the Irish Government’s trade and technology body. Unfortunately, if past performance is anything to go by, much of the timeand money spent on these projects is wasted. Not because e-learning is auseless hype, but because companies are falling into one, or sometimes two,traps. Let’s look at the first trap: spending money on technology without havingproven the e-learning concept, usually by acquiring a Learning ManagementSystem (LMS). Not only does this often lead to companies buying technology thatdoes not fit their needs, it raises the bar for judging e-learning since implementingan LMS can be highly disruptive and capital-intensive. Research firm Gartnerhas estimated that worldwide, firms waste as much as 20 per cent of the US$2.7trillion spent annually on technology by buying software that does not fitstheir needs. The second trap is to assume an e-learning implementation project isfinished when the technology works, a consequence of focusing on the technicalside of e-learning while neglecting the change management and communicationaspects. Both traps can be avoided. Use an LMS hosted by a specialist provider, atleast for the duration of a pilot. This way, the energy – and money – can gointo finding or developing relevant and engaging content, which can be used ina pilot to gauge user reaction and as a measure of how an organisation willreact to a large-scale e-learning implementation. The second trap can also be addressed but is trickier as it is largelyculture-dependent. It is safe to say that most employees are already pressedfor time so e-learning will have to compete with other business activities ifit is to succeed. Employees must be convinced that the e-learning courses onoffer are of benefit to them. To achieve these two goals, companies must undertake a change management andcommunication campaign when implementing e-learning. This campaign should betargeted at the prospective learners as well as their managers. The managers,after all, will have to give the rewards and provide day-to-day stimulation andencouragement. Senior management must also be won over since they have to extolthe benefits of e-learning as a strategic initiative. If companies follow this advice they can focus on the crucial matters ine-learning projects, such as where to get effective content and how to achieveorganisational support. Christian Heyning is senior business development manager at ICUS – www.icus.net Related posts:No related photos. The not-so-tender trapsOn 3 Oct 2002 in Personnel Today
Comments are closed. Previous Article Next Article AnHR development specialist is to fly to Burmato teach the country’s health authority to manage change to enable the serviceto become self-sufficient and improve healthcare.CherylMyles, staff development manager in the HR department at Thames Valley University,is to take part in government-level work on behalf of the World HealthOrganisation (WHO).Duringher two-week stay, she will advise government ministers on the approach ittakes to implement new healthcare systems.Mylesused to be a consultant working with the WHO. This trip continues previous workshe had done for the organisation.Shewill go to Rangoonto meet with the deputy minister of health in the Department of Health’straining school, and will also visit township healthcentres to evaluate current healthcare systems and management practice.Mylessaid: “My role is to teach the authorities how to lead and manage change.This will help them to implement strategies and to be self-sufficient inimproving their healthcare systems.”TheWHO has already worked on programmes and recommendations. It only remains forthese to be communicated and implemented, and this is where I come in. It is areal honour to help and the good management practice I teach will hopefully beof benefit to the country.” HR specialist to help Burma restructure health authorityOn 5 Oct 2004 in Personnel Today Related posts:No related photos.
Back to overview,Home naval-today Navy’s OPV Brings Stranded 73 Australia-Bound Sri Lankans Ashore View post tag: Navy View post tag: Ashore Navy’s OPV Brings Stranded 73 Australia-Bound Sri Lankans Ashore View post tag: 73 July 29, 2013 View post tag: brings View post tag: Naval View post tag: Navy’s Sri Lanka Navy’s Offshore Patrol Vessel Samudura brought all the 73 stranded Sri Lankans ashore safely on 26th July 2013. On the direction of the Navy, a merchant vessel heading for Singapore had rescued them 290 nautical miles south east of Galle around noon on 24th. The Navy alerted the merchant vessels in the area for the rescue, having received information on the incident from the Police.Responding to the Navy’s request the Singapore-bound merchant vessel “Fairchem Sabre” deviated from her course and reached the overcrowded multi-day trawler in distress due to an engine failure, sailing additional 9 hours of the scheduled passage. The crew of the Panama-flagged vessel under Ship’s Captain Dewaki Nandan Edupuganti’s directions managed to take all the passengers onboard ensuring their safety during the mid-sea transfer despite rough seas.Sri Lanka Navy dispatched SLNS Samudura along with a medical team to take over the rescued persons from the merchant vessel and bring them ashore. Among the rescued persons are 46 men, 10 women and 17 children that include 8 boys and 9 girls. All, who are residents of the Northern and Eastern Provinces, were brought to Galle Harbour this morning by Samudura.The rescue efforts uphold the conventions on Safety of Life at Sea (SOLAS) and fulfill seafarers’ obligations under international maritime laws. Sri Lanka Navy highly appreciates the commendable assistance rendered by Merchant Vessel, “Fairchem Sabre” for the rescue. If not for SLN and Merchant Vessel’s prompt actions those precious lives would have perished in deep sea.The rescued people have been lured by people smuggling racketeers on this fruitless journey endangering their lives despite the Sri Lankan and Australian Governments‘ repeated warnings.[mappress]Press Release, July 29, 2013; Image: Sri Lanka Navy Share this article View post tag: News by topic View post tag: Australia-Bound View post tag: Lankans View post tag: Stranded View post tag: Defense View post tag: Sri View post tag: OPV View post tag: Defence
The book will be published by Hodder and Stoughton with Anna Baty as senior commissioning editor and will be available in hardback, e-book, and audiobook format. In their book, Gilbert and Green seek to reveal “the heart-stopping moments in the eye of the storm” and “separate fact from fiction”. Professor Gilbert and Dr Green have been contacted for further comment. “With vaccination now being rolled out, we are one step closer to bringing an end to the devastation caused by Covid-19,” Gilbert said, speaking in The Bookseller. “There was so much teamwork involved behind the scenes in the rapid, yet safe, development of this vaccine. We decided to write this book to tell our personal story, to reveal how we made this vaccine as ordinary people in extraordinary circumstances and how it will benefit the whole world.” Two of the scientists behind the Oxford-AstraZeneca coronavirus vaccine, Professor Sarah Gilbert and Dr Catherine Green, are set to publish a book entitled Vaxxers: The Inside Story of the Oxford Vaccine and the Race Against the Virus, on the 8th July 2021. “As we wait for vaccinations to release us from lockdown, Vaxxers will invite us into the lab to find out how science will save us from this pandemic, and how we can prepare for the inevitable next one”, explains the book’s synopsis. Dr Green is the head of Oxford University’s Clinical Biomanufacturing Facility and played a critical part in producing doses for medical trials. She is also an associate professor of chromosome dynamics at the Wellcome Centre for Human Genetics. The book concerns the development of the Oxford-AstraZeneca Covid-19 vaccine, notable amongst other approved vaccines for being particularly cheap and easy to store and distribute. The UK has currently ordered enough doses for 50 million people. Professor Gilbert has led the Oxford vaccine project since January 2020 and is also a professor of vaccinology at the Jenner Institute and Nuffield Department of Clinical Medicine. She has recently commented publicly on the jab’s efficiency against new coronavirus variants, suggesting the vaccine should still prevent the most severe cases of the disease.