S&P cites spending cuts in upgrade for UK outlook

first_imgTuesday 26 October 2010 8:17 pm KCS-content S&P cites spending cuts in upgrade for UK outlook whatsapp Read This NextRicky Schroder Calls Foo Fighters’ Dave Grohl ‘Ignorant Punk’ forThe WrapCNN’s Brian Stelter Draws Criticism for Asking Jen Psaki: ‘What Does theThe WrapDid Donald Trump Wear His Pants Backwards? Kriss Kross Memes Have AlreadyThe WrapHarvey Weinstein to Be Extradited to California to Face Sexual AssaultThe WrapPink Floyd’s Roger Waters Denies Zuckerberg’s Request to Use Song in Ad:The Wrap’The View’: Meghan McCain Calls VP Kamala Harris a ‘Moron’ for BorderThe WrapNewsmax Rejected Matt Gaetz When Congressman ‘Reached Out’ for a JobThe Wrap’Sex and the City’ Sequel Series at HBO Max Adds 4 More ReturningThe Wrap2 HFPA Members Resign Citing a Culture of ‘Corruption and Verbal Abuse’The Wrap Tags: NULL Sharecenter_img STANDARD & Poor’s (S&P) yesterday affirmed the UK’s government’s AAA credit rating and upgraded its outlook from negative to stable. The ratings agency cited George Osborne’s spending review as the main reason for the upgrade, in particular the coalition’s “high degree of cohesion in putting the UK’s finance onto a more sustainable footing”.It predicts that gross government debt will peak at 84 per cent of GDP in 2014 and that the current 11.2 per cent structural deficit could narrow to three per cent by 2014. This is still higher than official forecasts by the Office of Budgetary Responsibility (OBR)?that the deficit will narrow to 2.2 per cent by 2014. This difference is in part because S&P thinks the OBR’s average GDP growth figure of 2.4 per cent is overly optimistic. The agency noted that “rebalancing of the economy will likely proceed more slowly than the OBR assumes”. Show Comments ▼ whatsapp by Taboolaby TaboolaSponsored LinksSponsored LinksPromoted LinksPromoted LinksYou May LikeMisterStoryWoman Files For Divorce After Seeing This Photo – Can You See Why?MisterStoryTotal PastThe Ingenious Reason There Are No Mosquitoes At Disney WorldTotal PastMoneyPailShe Was Famous, Now She Works In {State}MoneyPailThe Sports DropForgotten College Basketball Stars: Where Are They Now?The Sports DropMagellan TimesThis Is Why The Roy Rogers Museum Has Been Closed For GoodMagellan TimesUpbeat NewsThese 25 Celebrities Ruined Their Career in a Matter of MinutesUpbeat NewsElite HeraldExperts Discover Girl Born From Two Different SpeciesElite HeraldMoney VersedWoman Shares The 5 Words She Said That Left Her Boyfriend In AweMoney VersedZen HeraldThe Truth About Why ’40s Actor John Wayne Didn’t Serve In WWII Has Come To LightZen Herald last_img read more

Seed Co Limited 2014 Annual Report

first_imgSeed Co Limited (SEED.zw) listed on the Zimbabwe Stock Exchange under the Agricultural sector has released it’s 2014 annual report.For more information about Seed Co Limited (SEED.zw) reports, abridged reports, interim earnings results and earnings presentations, visit the Seed Co Limited (SEED.zw) company page on AfricanFinancials.Document: Seed Co Limited (SEED.zw)  2014 annual report.Company ProfileSeed Co Limited is the leading producer and marketer of certified crop seeds in Zimbabwe, supplying hybrid maize seed to commercial farmers as well as wheat, soya bean, barley, sorghum and ground nut seed. The seeds is grown from parent seeds under contract by an established network of seed producers. Innovation and pioneering breeding methods drive the Seed Company’s success; having successfully developed hybrid crop seed varieties in Zimbabwe that are recorded as the highest yielding varieties in their class. The Seed Company has a dedicated research team; producing hybrid crop seeds and non-hybrid cereals and oil crop seed varieties that are suitable and adaptable for Zimbabwe’s ecological conditions. Seed Co Limited is listed on the Zimbabwe Stock Exchangelast_img read more

British American Tobacco Zimbabwe Limited (BAT) HY2015 Interim Report

first_imgBritish American Tobacco Zimbabwe Limited (BAT.zw) listed on the Zimbabwe Stock Exchange under the Agricultural sector has released it’s 2015 interim results for the half year.For more information about British American Tobacco Zimbabwe Limited (BAT.zw) reports, abridged reports, interim earnings results and earnings presentations, visit the British American Tobacco Zimbabwe Limited (BAT.zw) company page on AfricanFinancials.Document: British American Tobacco Zimbabwe Limited (BAT.zw)  2015 interim results for the half year.Company ProfileBritish American Tobacco (BAT) Zimbabwe Holdings Limited manufactures, distributes and sells tobacco products for local consumption through a network of independent retailers and distributors. Zimbabwe is the 6th largest tobacco grower in the world and the largest in Africa. Three types of tobacco are grown in the country; Virginia flue-cured, burley and oriental tobacco. Over 95% of Zimbabwe’s tobacco is flue-cured; and more than half of its production is exported to China. The company has recently adopted a mutually-beneficial contract system which is reaping rich rewards; the entire crop is bought from the farmer at the end of the season in return for a supply of seed and fertilizer, and expert training by an agronomist on agricultural techniques. Its head office is in Harare, Zimbabwe. British American Tobacco is listed on the Zimbabwe Stock Exchangelast_img read more

Is it worth selling the naming rights to Twickenham?

first_imgThe RFU have hinted that they would sell off the naming rights to Twickenham – but what is the point? They make a bit of money but there is nothing in it for the sponsors… Up for sale? The RFU have hinted they’d consider selling the naming rights for Twickenham. Photo: Getty Images The RFU really aren’t that strapped for cash. Only Twickenham will do.For the latest Rugby World subscription offers, click here. All in: BT sponsor Scotland’s shirts as well as Murrayfield. Photo: Getty ImagesWhen I filed from BT Murrayfield after England played Scotland in February my desk lopped off the sponsor’s mention. (note to the SRU – I tried). BT lob a significant amount of cash elsewhere into the Scottish game as part of the deal – but, hey ho, Murrayfield is Murrayfield. And my guv’nor is not wrong.In cricket, the Oval, sorry Kia Oval, has been the Brit Oval and the Foster’s Oval and Test matches in Durham and Manchester are staged at the Emirates Riverside and Emirates Old Trafford respectively. Confused?Of course, Lord’s has resisted the trend but if Twickenham goes down the sponsorship road it will only be a matter of time.You’ve got half a chance if you build a new ground – or sponsor a new tournament, like the Heineken Cup, which got unrivalled coverage for two reasons. Firstly, it was a brilliant European tournament; secondly, it didn’t have a former name and was the new kid on the block.Arsenal’s ground, the Emirates, is the Emirates because it is a new ground and not on the site of the old Highbury. The naming of the Aviva Stadium in Dublin has stuck despite being on the site of the old Lansdowne Road – it is a new ground. The re-naming of the Millennium Stadium to the Principality Stadium… just got lucky.Name game: Arsenal’s Emirates Stadium ahead of a night game. Photo: Getty ImagesAs Tim Crow, CEO of Synergy, the leading sponsorship agency, says:  “It’s a much safer bet to sponsor a new stadium – think of The Emirates or The Aviva: the stadium name is the brand name, so you’re guaranteed media coverage. That’s why those type of sponsorships command such high prices. Sponsoring a stadium with a well-established name like Twickenham is cheaper, but much harder to pull off. It’s possible, but you need a very smart strategy which is not reliant on media exposure.”That is well and good but for a bloke who has been going to Twickenham since 1980 when Bill Beaumont and Geoff Wheel where going toe-to-toe, it will always be Twickenham – whatever its name is. See you outside in the burger-chain-sponsored West Car Park is not going to cut the mustard. The RFU are said to be the richest union in the world but anyone who has not got any change from a tenner when buying a couple of pints at Twickenham will know they are not averse to making a few extra quid.Last week Ian Ritchie, the chief executive of the union, said that he would not be against selling the naming rights to Twickenham on the proviso that the stadium’s historic name was still involved in the title. He also explained that the RFU would be sensitive to which sponsor they would use thus denying the possibility of pitching up at Twickenham in association with Errol’s Greasy Spoon for one of England’s autumn Internationals.But will fans change the names of the ground when they talk about them, will letters from disgusted of Tunbridge Wells flood into The Times or does no one give a monkey’s? All the available evidence nods to the latter. Amongst fans, grounds will always be known by their ‘proper’ names. So why splash the cash?Culture change: Would fans call the stadium anything other than Twickenham? Photo: Getty ImagesThe re-naming of grounds around the world has largely been a waste of time for sponsors, if not for the unions who are banking the cheques. And one industry expert told Rugby World that whoever does do a deal with Ritchie & Co will be doing it with their heart rather than their head.Jacques de Cock, a faculty member of the London School of Marketing, explained: “O2 sponsors the English RFU to the tune of £5-7m a year, this will probably increase after the Six Nations success. Assume that Twickenham would not accept anything less than £2m for naming rights as they view themselves as iconic – which they are – so it would be not a commercial but an emotional spend by a company executive.”Chicken feed really when you consider the massive bung that Premier League football clubs get from TV, and the money coming Twickers’ way might not be enough to sign a reserve team striker at Charlton, but still a nice few quid in the bin when you haven’t got to do anything extra to earn it.Two million notes is enough cash for unions to be interested, but will the people who actually flog to the grounds and shell out more than £100 for a day out really be telling their mates to meet them outside the statue at some no-mark insurance company-sponsored Twickers.Don’t think so – and here is why…Ellis Park in Johannesburg has been called Emirates Airline Park and Coca-Cola Park thus blanking out the contribution of Mr JD Ellis, a councillor who gave permission for the stadium to be built. Sorry Emirates and Coca-Cola, it was and will always be Ellis Park.In Durban, Kings Park has variously been called the ABSA Stadium and Mr Price Kings Park Stadium and is currently Growthpoint Kings Park. Sorry, Kings Park it was and Kings Park it is. LATEST RUGBY WORLD MAGAZINE SUBSCRIPTION DEALS TAGS: Highlight last_img read more

NAES exceeds target to unlock 50th anniversary campaign challenge

first_img Family Ministry Coordinator Baton Rouge, LA Rector Albany, NY AddThis Sharing ButtonsShare to PrintFriendlyPrintFriendlyShare to FacebookFacebookShare to TwitterTwitterShare to EmailEmailShare to MoreAddThis Information about the 50th Anniversary Gathering Fund campaign is available here.For more information about the NAES 50th anniversary, please visit www.episcopalschools.org/about-naes/our-50th-anniversary. Rector Hopkinsville, KY Featured Events Posted Mar 16, 2015 Episcopal Charities of the Diocese of New York Hires Reverend Kevin W. VanHook, II as Executive Director Episcopal Charities of the Diocese of New York Join the Episcopal Diocese of Texas in Celebrating the Pauli Murray Feast Online Worship Service June 27 Press Release Service Rector and Chaplain Eugene, OR Rector Pittsburgh, PA An Evening with Presiding Bishop Curry and Iconographer Kelly Latimore Episcopal Migration Ministries via Zoom June 23 @ 6 p.m. ET Director of Music Morristown, NJ Priest Associate or Director of Adult Ministries Greenville, SC Submit a Press Release Submit a Job Listing Curate (Associate & Priest-in-Charge) Traverse City, MI Ya no son extranjeros: Un diálogo acerca de inmigración Una conversación de Zoom June 22 @ 7 p.m. ET The National Association of Episcopal Schools (NAES) is an independent 501(c)(3), voluntary membership organization that supports, serves, and advocates for the vital work and ministry of those who serve nearly 1,200 Episcopal schools, early childhood education programs, and school establishment efforts throughout The Episcopal Church. Chartered in 1965, with historic roots dating to the 1930s, NAES is the only pre-collegiate educational association that is both national in scope and Episcopal in character. The Association advances Episcopal education and strengthens Episcopal schools through essential services, resources, conferences, and networking opportunities on Episcopal school identity, leadership, and governance, and on the spiritual and professional development of school leaders. Remember Holy Land Christians on Jerusalem Sunday, June 20 American Friends of the Episcopal Diocese of Jerusalem Submit an Event Listing TryTank Experimental Lab and York St. John University of England Launch Survey to Study the Impact of Covid-19 on the Episcopal Church TryTank Experimental Lab Assistant/Associate Priest Scottsdale, AZ This Summer’s Anti-Racism Training Online Course (Diocese of New Jersey) June 18-July 16 Rector (FT or PT) Indian River, MI Rector Belleville, IL New Berrigan Book With Episcopal Roots Cascade Books [NAES press release] The National Association of Episcopal Schools (NAES) has announced that member schools and friends have made gifts and pledges to its 50th Anniversary Gathering Fund campaign exceeding $950,000. As announced at the NAES Biennial Conference in November 2014, reaching this target now unlocks a special challenge gift of over $72,000 pledged by a group of 15 member schools.Initially, it was hoped that the $950,000 mark would be reached at NAES’ 50th birthday on May 28, 2015. “We are thrilled to have progressed so far so quickly,” said the Rev. Daniel R. Heischman, NAES executive director. “The gathering of schools, individuals, church-related organizations, and foundations has been widespread and abundant, and we cannot thank them enough for being a part of this substantial and generous mosaic.“One thing that has become clear to us is that there are many individuals and institutions that still want to be a part of this commemorative effort,” Heischman added. “The unique mixture of programs to be supported and the opportunity to make the most of this milestone encourage us to continue seeking contributions to this campaign in the three months remaining in our anniversary year. It is not a time to rest on our accomplishments, but to build on the positive response in the hope that we can bring together as many individuals and groups as possible in this effort.”Founded in 1965, the National Association of Episcopal Schools serves those who serve the nearly 1,200 schools, early childhood education programs, and school establishment efforts throughout The Episcopal Church. Gifts to the 50th Anniversary Gathering Fund campaign will help support its work assisting the Episcopal Urban School Alliance, Haiti partnerships, and schools in financial need and in the areas of Episcopal school chaplaincy development and school leadership and governance.Celebrating this legacy and looking toward a thriving future, supporters are invited to join the 50th anniversary celebrations by:Making a special contribution to one of the three 50th Anniversary Gathering Funds: Jubilee School Fund; Endowment for Chaplaincy Development; and The Rev. Peter G. Cheney Fund for Leadership and Governance. Featured Jobs & Calls Inaugural Diocesan Feast Day Celebrating Juneteenth San Francisco, CA (and livestream) June 19 @ 2 p.m. PT Rector Washington, DC Virtual Celebration of the Jerusalem Princess Basma Center Zoom Conversation June 19 @ 12 p.m. ET Celebrating with NAES at the 78th General Convention of The Episcopal Church in Salt Lake City, June 25-July 3, 2015. An Evening with Aliya Cycon Playing the Oud: Crossing continents and cultures with the most beautiful instrument you’ve never heard Lancaster, PA (and streaming online) July 3 Following and participating in 50 Days to 50 Years, a social media event April 9-May 28, 2015 on Twitter and Facebook, using #naes50th. Curate Diocese of Nebraska Assistant/Associate Rector Washington, DC Rector Tampa, FL Priest-in-Charge Lebanon, OH Canon for Family Ministry Jackson, MS NAES exceeds target to unlock 50th anniversary campaign challenge Rector Bath, NC Associate Priest for Pastoral Care New York, NY Bishop Diocesan Springfield, IL In-person Retreat: Thanksgiving Trinity Retreat Center (West Cornwall, CT) Nov. 24-28 Rector Shreveport, LA Assistant/Associate Rector Morristown, NJ Episcopal Migration Ministries’ Virtual Prayer Vigil for World Refugee Day Facebook Live Prayer Vigil June 20 @ 7 p.m. ET Episcopal Church releases new prayer book translations into Spanish and French, solicits feedback Episcopal Church Office of Public Affairs Cathedral Dean Boise, ID The Church Investment Group Commends the Taskforce on the Theology of Money on its report, The Theology of Money and Investing as Doing Theology Church Investment Group Seminary of the Southwest announces appointment of two new full time faculty members Seminary of the Southwest Youth Minister Lorton, VA Associate Rector for Family Ministries Anchorage, AK Rector Martinsville, VA Rector Knoxville, TN Associate Rector Columbus, GA Rector Smithfield, NC Director of Administration & Finance Atlanta, GA Rector Collierville, TN Missioner for Disaster Resilience Sacramento, CA Rector/Priest in Charge (PT) Lisbon, ME Course Director Jerusalem, Israel The Church Pension Fund Invests $20 Million in Impact Investment Fund Designed to Preserve Workforce Housing Communities Nationwide Church Pension Group last_img read more

Indigo Atelierwoning / Woonpioniers

first_img Lead Architect: Contractors: ArchDaily Year:  Woodteq houtconstructies, Studio ECO, Blind interieur (LINKJE ERBIJ) Photographs:  Henny van Belkom Manufacturers Brands with products used in this architecture project Projects Manufacturers: Woodteq, Flange plate, Profidecke, Siberian Larch CopyHouses•Giethmen, The Netherlands ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/905964/indigo-atelierwoning-woonpioniers Clipboard Photographs Area:  80 m² Year Completion year of this architecture project Daniel Venneman 2018 Save this picture!© Henny van BelkomCurated by María Francisca González Share Architects: Woonpioniers Area Area of this architecture project Energy Consultant: Engineering Consultant:BSH bouwadviesClient:Lia HarmsenTeam:WoonpioniersCity:GiethmenCountry:The NetherlandsMore SpecsLess SpecsSave this picture!© Henny van BelkomRecommended ProductsWoodLunawoodThermowood FacadesEnclosures / Double Skin FacadesIsland Exterior FabricatorsCurtain Wall Facade SystemsWoodSculptformTimber Click-on BattensDoorsLonghiDoor – HeadlineText description provided by the architects. Indigo is an ecological modular building concept. Positioned between “product” and “architecture”, this project explores how “mass-customized” ecological building could provide healthier homes for all of us, while avoiding one-size-fits-all solutions. Instead it allows flexibility for dwellers and their context and lifestyle by inviting them to join the design process. Therefore, not one Indigo is the same.Save this picture!© Henny van BelkomLia’s Indigo is the result of a design process in which her wishes were clearly identified, leaving only the essentials. Here, between the trees, overlooking the landscape, Lia can dedicate herself to making her natural stone art. The work is done downstairs while relaxation prevails on the first floor. Surrounded by the curves of the structure, with a view towards both sides, this space offers an almost spiritual experience.Save this picture!© Henny van BelkomSave this picture!Ground Floor PlanIndigo exists of pre-fabricated, bio-based elements, which can be installed on location within one day. In these pre-fabricated elements, the curved connections between wall and roof are moment resistant. Besides these, no other structural walls are necessary, resulting in complete freedom for the interior lay-out. In Lia’s case, all facilities are organized in a central furniture piece, allowing both the living- and the working space to be next to the completely transparent façade. This provides plenty of daylight and a stunning unblocked view through the building.Save this picture!© Henny van BelkomProject gallerySee allShow lessAlejandro Aravena Shares the Foundational Philosophies at the Core of His Socially C…Architecture NewsThe Workplace Paradox: Join the IE School of Architecture and Design’s Master ClassArticles Share “COPY” The Netherlands Houses ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/905964/indigo-atelierwoning-woonpioniers Clipboard Indigo Atelierwoning / WoonpioniersSave this projectSaveIndigo Atelierwoning / Woonpioniers “COPY” Indigo Atelierwoning / Woonpioniers Coen energie comfort CopyAbout this officeWoonpioniersOfficeFollowProductsWoodGlassConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesGiethmenOn InstagramThe NetherlandsPublished on November 19, 2018Cite: “Indigo Atelierwoning / Woonpioniers” 19 Nov 2018. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogShowerhansgroheShowers – RainfinityGlass3MGlass Finish – FASARA™ GeometricPartitionsSkyfoldVertically Folding Operable Walls – Zenith® Premium SeriesMetal PanelsTECU®Copper Surface – Patina_VariationsBeams / PillarsLunawoodThermowood Frames and BearersMembranesEffisusFaçade Fire Weatherproofing Solutions in Design District Project LondonSkylightsVELUX CommercialModular Skylight Ridgelight in Office BuildingSwitchesJUNGLight Switch – LS PlusCurtain WallsRabel Aluminium SystemsSpider System – Rabel 15000 Super ThermalWindowspanoramah!®ah! Soft CloseWoodAustralian Sustainable Hardwoods (ASH)American Oak by ASHChairs / StoolsOKHADining Chair – BarnettMore products »Save想阅读文章的中文版本吗?Indigo生态模块住宅 / Woonpioniers是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my streamlast_img read more

The Access Group launches cloud-based CRM to help smaller charities function remotely during coronavirus

first_img AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis About Melanie May Melanie May is a journalist and copywriter specialising in writing both for and about the charity and marketing services sectors since 2001. She can be reached via www.thepurplepim.com. The Access Group has responded to the Covid-19 pandemic with the launch of a new cloud-based CRM to help smaller charities function remotely.Access NFP CRM is designed to help charities manage service delivery, fundraising and communications as they navigate the challenges presented by Covid-19.It enables small and medium charities to quickly and easily establish a database of supporters and enable them to manage and track communications, process donations and Gift Aid and produce activity reports. It is available for £99 per month.The Access Group‘s Access NFP CRM can be up and running within days, and, as a CRM, the system removes the need for spreadsheets and time spent on emailing and admin tasks. Being cloud-based, teams can securely and remotely access the information they need at any time, making collaboration easier, and freeing up time for charities to focus on their key objectives.The Access Group is also offering a discount on Access NFP Ad Grant. The application, set up and ongoing management of a £90,000pa Google Ad Grant, so that charities can drive traffic to their website, is usually priced at £185 per month, but is being offered at £99 per month for the first year until the end of April.Simon Baines, Managing Director, Not For Profit and Education at The Access Group, said:“With the urgency presented by such unprecedented lockdown measures in the UK, we’ve introduced this new CRM and Ad Grant pricing model to help charities continue to function effectively and carry on their vital operations, with new tools under their belts. To support even further, charities working on the frontline of Covid-19 will receive their first 2 months free of charge on both products.”More information is available by calling 0845 3453300 or visiting theaccessgroup.com. Advertisement The Access Group launches cloud-based CRM to help smaller charities function remotely during coronavirus Tagged with: Charity CRM COVID-19center_img  422 total views,  5 views today Melanie May | 30 March 2020 | News  423 total views,  6 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThislast_img read more

What are HR directors worth?

first_img Comments are closed. Whileother company directors seem to be paid vast sums regardless of theirperformance, HR directors do not. Scott Beagrie finds out what HR needs to doto boost its image as well as its pay packetExecutive remuneration has been a big headline issue of late. The businessworld is reeling from the recent bout of executive payouts that have seen thelikes of Jean-Pierre Garnier, chief executive of pharmaceuticals companyGlaxoSmithkline, rewarded with £7m in earnings plus the prospect of a £22mpayout if the company is taken over. The list of large bonuses to executives that have overseen falling profitsand share prices is long, and has been greeted by a chorus of disapproval bydisgruntled shareholders. Even the Department of Trade and Industry hasresponded by publishing Rewards for Failure – a consultation paper on curbingso called ‘fat cat’ pay. Executive pay awards in the UK HR arena, however, don’t tend to hit nationalheadlines in quite the same way. So it was a big day for the profession when itwas announced 18 months ago that Jim McKenna, then group HR director of Logica,was ranked as the fourth-highest paid director in the country with a £7.2maward. It made a big statement about the perceived value of the profession, butsadly the case of McKenna – now chief executive of the UK operation ofLogicaCMG – doesn’t reflect the full story of HR remuneration in the UK. Richard Cockman, partner in the human capital group at Watson Wyatt, saysthe consultancy’s research shows that an HR director on the executive committee(where most are found) will typically earn 10 to 20 per cent less than otherfunction heads. And even those on the main board are still earning 10 to 20 percent less than other directors reporting to the chief executive. Is HR really perceived as a lesser function in the UK, and are many HRdirectors being sold short when it comes to pay and rewards? And what is themarket price for HR? The answers, it seems, are yes, yes and a rather greyarea. “HR is in the second division at least in terms of function,” saysMark Thompson, head of reward at pay specialist the Hay Group. For the secondyear running, a study from Croner Rewards shows the median salary for an HRdirector as falling below comparable posts in other functions. The latest findings from the Personnel Rewards 2003 survey, conducted byCroner Rewards in association with the Chartered Institute of PersonnelDevelopment (CIPD), shows the average pay for HR directors is £57,449 – 4.3 percent below the average for other functions. This is a marginal improvement onlast year’s figure, but a significant reversal from 2000, when average pay forHR directors was 3.2 per cent higher than other functions. Senior HR managers also lose out this year with an average annual pay of£46,207 compared with £47,277 for all other functions – a differential of 2.3per cent. A major factor in this discrepancy seems to be how the role and its variousresponsibilities are perceived within organisations. The chief executive, chieffinancial officer and operations director positions carry enormousresponsibilities. This is particularly true in FTSE 100 companies, ranging fromcorporate governance and managing investor relations through to strategicplanning. Sadly, people management strategies still aren’t given the sameprominence, and indicative of this is the fact there are only around 15 HRdirectors on the main board of companies in the FTSE 100. People management practices Ironically though, the operations director is likely to be responsible for implementingsome of the people management practices devised by HR. “Often there is awoefully inadequate approach to people issues by the CEO and financial andoperations directors on the board unless you have a ‘John Harvey Jones’-typefigure, who is obviously hugely engaged and involved with people,” saysThompson. “Most organisations aren’t lucky enough to have a CEO in thatposition.” Thompson’s sentiments are echoed by Richard Lamptey, a partner in theexecutive compensation division of Mercer Human Resource Consulting. “There is a perception that the HR director is not a strategicmanagement role as compared with finance, marketing or operations. They arethere mainly to implement what the board – and, in particular, the CEO – hasdecided on the people strategy, rather than actually formulate it and presentit in their own right to the board,” he says. “That is [one of thereasons] why we tend to see HR directors as somewhat lower paid.” Yet in the not too distant past, when HR (or personnel as it was then) washeavily involved in tackling industrial relations head on, it was perceived asfar more influential than it is now. Sir Pat Lowry, who was director of industrial relations and later directorof personnel at car manufacturer British Leyland during the strike-torn 1970s,was chief executive Sir Michael Edwardes’ right-hand man. “Nobody wouldhave said that he wasn’t a major pillar of company strategy,” saysCockman. Former director of HR at oil giant BP, Nick Starrit, now a consultant on HRstrategy and a non-executive director at RebusHR and Capital ResourceConsulting (who refuses to discuss his remuneration while at BP), contends payshould come down to job evaluation which recognises the size and contributionof a job in relation to the success of the enterprise. “Base pay still reflects the size of the portfolio you’ve got tomanage. It may be that the HR portfolio is perceived under a company’s jobevaluation system to be as large, for example, as sales and marketing,” hesays. “It’s not been my experience, but my view is that big ticket jobswith responsibility for the predominant profit and loss of a company willcommand higher base pay.” By far the area that attracts the most flack from fellow directors and linemanagers – and the one that affords most opportunity for HR to increase itspersonal profitability – is its lack of alignment to real business issues. Theonly way to combat this is to heed the clarion call of the likes of DaveUlrich, John Sullivan, Tom Peters et al for HR to reinvent itself as astrategic business partner that can influence the board and the direction ofthe business. These are the kind of HR individuals Aine Hurley, partner at executivesearch company Odgers, Ray and Berndtson, has conducted major searches for onbehalf of Royal Mail and BT in the past nine months. In both cases, she says,the company’s chairmen wanted to recruit individuals with ‘very commercialoutlooks’ and general management experience who also happen to be HRprofessionals. “I know [the potential to be a change agent] directly impacts onremuneration because organisations are looking for a new breed of HRdirector,” Hurley says. “It is moving the HR role into something thathas a much wider contribution to make to the business: a change agent, afacilitator, an enabler or culture changer. Therefore the person needs to bevery credible with line managers and to be able to talk a good business story,not just a functional one.” She adds: “There is an upward pressure for these commercial changeagent-types of HR director and an upward pressure on the remuneration. They areat a premium because these are very big jobs.” Degree of risk There are, of course, downsides to HR being recognised as a ‘big job’ –principally that if you fail to deliver, you won’t be duly recognised orrewarded, and at worst, your number could be up. “If you want to get paid the same as your peers, you need to share thesame degree of risk,” says Ralph Tribe, vice-president of HR at GettyImages. “The concept of risk is fundamental to how much you getpaid.” Tribe says his pay is exactly in the middle of what other VPs get paid atthe company, and believes his remuneration reflects both the level of risk heaccepts as part of his job, and HR’s constant alignment with the organisation’sbusiness issues. At Getty Images, HR was the architect of a project that wouldsee a switch to a new business model and the headcount reduced by 50 per centas a result of integration, acquisition, and overlap. “You normally need a stimulus to generate quite aggressive changes, andthe way we did this was by setting a target around headcount reduction based onwhat we believed the optimum size of the business should be in a fully digital,fully integrated state,” says Tribe. “A lot of the reason we havebeen so successful is due to a very rapid integration strategy. If that hadbeen wrong, we could all have been fired.” If HR wants a lesson in successful reinvention, it could take a leaf out ofthe finance department’s modus operandi, says Hay Group’s Mark Thompson. Hereckons the function has managed to transform operational financial roles suchas the chief accountant who ran “the amazing drudgery of paying invoicesand managing credit control” into a strategic leadership role of financedirector. “HR doesn’t seem to have succeeded in doing this, but that’s the modelit should focus on,” says Thompson. “There should be a head of HR orpeople services that is quite separate from [the position of] HR director whowill focus on issues such as ‘what kind of organisation do we want to be’, and‘what kind of culture do we need to support the business strategy?’ It meansbeing heavily engaged with strategy and planning, but linking the big peopleissues to that business strategy and making it happen.” One of the ways in which HR can tangibly demonstrate its worth to the boardis by providing people management data on which to base business strategies. Developments such as Watson Wyatt’s Human Capital Index and Dave Ulrich andMark Huselid’s HR Balanced Scorecard are all attempts to measure theeffectiveness of HR. While they have their critics, they do represent the bestchance for HR to deliver on this front. “HR directors have got to start positioning themselves and the workthey do as being absolutely crucial to the forward strategic thinking of thebusiness,” says Mark Lamptey. “They have to start thinking about howthey demonstrate to the rest of the board the value of the functions, how theymeasure the performance and work of their functions and of the contributionthey make to the business.” Probably the only other area deemed to have an impact on the overall rate ofreward for HR, is the vexed subject of qualifications, although much has beendone to improve the status of HR’s professional qualifications – not leastgaining chartered status. Refreshingly, at director level, fellows of the CIPDcan expect to earn around £12,500 per annum more than non-members, while seniormanagers who are CIPD members could add up to another £1,600 to their basesalaries. There is a view in some quarters, however, that people managementqualifications don’t carry the weight that other chartered or businessmanagement qualifications do such as accountancy, management and marketing. Allied to this is the notion that individuals can (and frequently do) enterthe profession from other disciplines without relevant qualifications becausethe sector offers a freedom of entry that others don’t. There are alsoinstances where the HR position has been combined with other roles such asfinance director or company secretary, which can also diminish the function’simportance. It wasn’t so long ago that Shell’s HR and finance director were oneand the same person, for instance, while the HR director of Allied Domecq’salso wears a finance hat. “There are lots of people who feel they can come into HR managementhaving come from other backgrounds. They have been practical engineers, they’vedone other things, and they think: ‘I’m able to manage people and look afteradmin and stuff’,” says Lamptey. “Compare that to the top people infinance, who are likely to have chartered accounting or another businessqualification.” Mega salaries Although HR director salaries rose more than expected this year, it islikely to be some time, if at all, before their rewards routinely hit theheadlines as they do in the US. A report at the end of last year carried outfor Society for Human Resource Management (SHRM) by Mercer, detailed thatDennis Donovan, executive-vice president of HR at Home Depot Inc, earned$21.2m, making him the company’s second highest paid executive for 2001. Thismega-bucks reward is significant not only because of the amount, but alsobecause it showed how HR chiefs are gaining financial parity. Mercer’s findings also showed that by achieving business results,”senior HR executives have earned a seat at the executive table equal totheir colleagues in finance, operations, marketing and other corporatefunctions” states the SHRM HR Magazine. There has been a great deal more clarity about executive earnings over thepast five years which can only benefit the profession, but there is still someway to go. In line with what the SHRM report demonstrates in the US, Starritpoints out that HR directors, whether they sit on the board or not, have noautomatic right to equal rewards. He says: “What is more important is that the HR director, or head ofthe function, is seen to be contributing to the commercial success of the enterprise– albeit through the people dimension – and they are doing that in a tangibleway that will make people say ‘wow!’” www.celre.co.ukwww.haygroup.co.ukwww.mercerhr.co.ukwww.watsonwyatt.comPersonnel rewards 2003: How HR ranks in the pecking orderWhen it comes to pay, a variety offactors naturally come into play, including geography and company size. An HRprofessional in London, not unexpectedly, comes out on top with a median salaryof £28,625, which is nearly a fifth above the national average. Practitionersin the West Midlands fare worst with £21,078, which is 12 per cent below thenational average. When it comes to size, average earnings for an HR director atthe helm of a company with a turnover in excess of £500m can earn £67,000,which is 16 per cent above the average.The Personnel Rewards 2003 survey shows the gender gap hasalmost closed, with female HR directors now earning just 1.3 per cent less thantheir male colleagues, compared with 5.6 per cent last year.Changing jobs is also a good thing as HR directors who havemoved in the past 12 months have gained a 7 per cent premium on the surveyaverage of £57,449. The communications sector is where practitioners can earn themost money, recording 47 per cent above the all-sector average, while travel isthe lowest paid at nearly a fifth (18per cent) below the average. Related posts:No related photos. What are HR directors worth?On 17 Jun 2003 in Personnel Today Previous Article Next Articlelast_img read more

How to Spot the Signs of Three Major Mental Health Issues in the Workplace

first_imgHow to Spot the Signs of Three Major Mental Health Issues in the WorkplaceBy kooth on 25 Nov 2020 in PROMOTED CONTENT, Anxiety, Stress, Mental health conditions, Latest News, Mental health, Personnel Today No comments yet. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website Together alone: staying well as OH practitioners in challenging timesDr Nerina Ramlakhan explains how occupational health professionals can balance supporting the health needs of employers and employees while, at… Creating a different kind of workplaceMental Health Awareness Week encourages employers to focus on ‘kindness’ at a time when workers throughout the world are beset by feelings of uncertainty. COVID-19 has had a major impact on the UK’s mental health, something that will have devastating repercussions for years to come. Kooth Plc, the UK’s leading digital mental health services, has seen an increase in demand for services as people struggle to cope with anxiety, stress and job insecurity. Our data from the start of the pandemic period (March 2020-June 2020) revealed noticeable increases in several key presenting issues – family relationships, self worth and suicidal thoughts. As a result of the stigma still surrounding mental illness, some employees may feel reluctant to share their struggles and mental health problems can often go unrecognised. It’s not always easy to spot the signs of mental health illness so here are some signs to watch out for:Family Relationship BreakdownsWhy is this rising? With many couples and families now spending much of the day in close quarters juggling school runs, Zoom meetings, and meal planning, tensions can run high. This combined with mounting debt, not being able to socialise or even go to the gym to let off steam, means employees could be feeling angry, upset or frustrated – although it may not always be obvious when people have different outlooks and coping mechanisms when they feel overwhelmed.How do you spot it? If you notice that someone you work with is talking about friction with their families – perhaps an argument they have had or a change in enthusiasm towards the people they live with – they may want somebody to confide in. You may also notice that your colleague is prone to sudden outbursts or is often short tempered. Online counsellors and peer support forums are a fantastic source of support, no matter how small the issue may seem. If an employee is opening up to you and you feel you’re not able to help as much as you’d like, having somewhere to signpost them to is important.Self WorthWhy is this rising? Self worth involves a self appraisal of things such as appearance, beliefs, feelings, behaviours and performance. Whilst genetics undoubtedly play a part, our interactions with others and the world around are usually central to these appraisals. Since the COVID-19 pandemic, opportunities for such interactions have been at best limited and at worst negative. From relationship breakdowns to loss of a regular exercise regime or engagement in activities that promote feelings of happiness and positivity, there are many factors at play, influencing how we feel about ourselves.How do you spot it? There are a few ways to spot a colleague displaying self worth issues. Firstly, they may seem uninterested in setting goals for the future as they are lacking confidence. You may also notice them becoming defensive or becoming withdrawn. Lastly, people with self esteem issues often talk down to themselves and/or appear self-defeating.Suicidal ThoughtsWhy is this rising? The emotional, financial and social impact of COVID-19 is unprecedented for the vast majority. Job losses aside, the costs of weekly grocery shops have increased significantly; sense of belonging and self worth have been hugely compromised and anxiety regarding what lies ahead is almost commonplace. How do you spot it? Spotting someone with suicidal thoughts is tricky as the symptoms can differ between people and their situations. There are some specific behavioural and physical changes that you might notice in others including being distracted, anger, low mood, weight loss/weight gain and disinterest in personal appearance or hygiene. Early intervention is imperative to helping to prevent presenting issues such as low mood or anxiety from escalating into suicidal thoughts or even self harm. If you think someone is in crisis, then you should try and persuade them to contact a crisis service such as Samaritans by calling 116 123.Why digital mental wellbeing toolkits are the way to goAnalysis by Annie Meharg, CCO of KoothIt is clear that Covid-19 has had a negative impact on our mental health. Since the start of the pandemic, Kooth has seen unprecedented demand for its services. Providing your employees with a safe and anonymous space to access mental health and emotional wellbeing support is crucial. Kooth users can receive synchronous or asynchronous support from qualified human practitioners via booked or drop-in sessions. We also provide clinically proven and research-backed tools such as pre moderated and safeguarded peer-to-peer community forums, thousands of advice articles through the Kooth magazine, goal setting and journaling supported by activities.Traditionally, Employee Assistance Programmes (EAPs) have focussed on reactive solutions such as phone counselling and GP appointments. At Kooth, we take a forward thinking, proactive approach more in tune with the times we are living in. Kooth’s digital mental health toolkit is not only designed to help people when they need it most but to also support people when they just need a bit of advice. Kooth keeps anonymity at the forefront of its platform, whilst still giving you the reporting tools you need to assess your company’s mental health as a whole. Kooth uses 19 years of experience and data to constantly improve our product and clinical offerings. Our platform has one of the largest mental health data sets and is the only online mental health platform that captures real time insights on what is really affecting your workplace. Additionally, we’re the second biggest provider of mental health data to Public Health England and our data has been featured on Panorama and BBC News.If you’re interested in learning more about how digital mental health toolkits can benefit your organisation, I’d love to have a chat with you. Connect with me on linkedin or email [email protected] Related posts: Previous Article Next Articlelast_img read more

The International Polar Year 2007–2008: planning for a new phase of polar exploration and understanding

first_imgThe concept of the International Polar Year (IPY) 2007–2008 is of an intensive burst of internationally coordinated, interdisciplinary, scientific research and observations focused on the Earth’s Polar Regions. The research will address six themes organized around the environmental status of the Polar Regions and their relationship to change, the links between the poles and the rest of the globe, utilization of the unique features of the regions for science, and the human dimensions of communities in the Polar Regions. IPY will seek to exploit new technological and logistical capabilities, and make major advances in knowledge and understanding. Key objectives are to attract and develop the next generation of polar researchers and engineers, and to engage the interest and involvement of polar residents, and of schoolchildren, the general public, and decision makers, worldwide. The official observing period of IPY 2007–2008 will be from 1 March 2007 until 1 March 2009, under the international oversight of a Joint ICSU-WMO Committee.last_img read more