AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter Colorado prepares for sports betting launch Casino & games Tags: Mobile Online Gambling Topics: Casino & games Legal & compliance Sports betting 1st May 2020 | By contenteditor Subscribe to the iGaming newsletter Legal wagering is coming to Colorado today (May 1), with four operators preparing to launch, while a further tranche of licences were handed out at yesterday’s Limited Gaming Control Commission meeting. Email Address Regions: US Colorado Legal wagering is coming to Colorado today (May 1), with four operators preparing to launch, while a further tranche of licences were handed out at yesterday’s Limited Gaming Control Commission meeting.By the end of the day, DraftKings – in partnership with Twin River’s Golden Mardi Gras Casino – will roll out a mobile app and website. FanDuel, meanwhile, will launch a website in partnership with Golden Gates Casino, another Twin River property.Roar Digital, the joint venture between MGM Resorts and GVC Holdings, will roll out a betMGM branded site under the master licence awarded to Triple Crown Casinos’ Midnight Rose Hotel and Casino.However Rush Street Interactive claims it will be first to market, when it rolls out its Kambi-powered BetRivers site, in partnership with another Triple Crown venue, J.P. McGill’s Hotel and Casino.The site will go live at 10am MT today. While the sporting calendar has been significantly reduced by the novel coronavirus (Covid-19) pandemic, it will offer betting on sports from around the world including Korean baseball, Taiwanese basketball, Russian ice hockey and English darts.Customers will also be able to bet on Ukrainian and Russian table tennis, with Rush Street said had proved to be the most popular sport for customers in other sportsbook markets. Futures bets will also be available for all major sports, with the operator planning to resume offering odds on all sports as and when they resume.It will also offer betting on esports events such as eNascar, League of Legends and Counter-Strike: Global Offensive.“We are thrilled to debut our BetRivers.com brand in Colorado and offer sports bettors our unique and compelling player experience that our customers in other states already enjoy,” Rush Street Interactive president Richard Schwartz said.“We know sports bettors throughout the state of Colorado are really going to appreciate the ease and convenience of being able to place wagers online from the comfort of their homes. We are eager for Colorado players to give our BetRivers.com web/mobile site a try to see why so many players in other states have chosen to bet with our sportsbook.”Read the full story on iGB North America.
“COPY” “COPY” Seven Modular Housing in Covas / Salgado e Liñares Architects Architects: Salgado e Liñares Architects Area Area of this architecture project ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/255002/seven-modular-housing-in-covas-salgado-e-linares-architects Clipboard Seven Modular Housing in Covas / Salgado e Liñares ArchitectsSave this projectSaveSeven Modular Housing in Covas / Salgado e Liñares Architects Area: 20875 m² Year Completion year of this architecture project ArchDaily Housing Year: Photographs Spain Projects ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/255002/seven-modular-housing-in-covas-salgado-e-linares-architects Clipboard 2011 Photographs: Héctor Santos-Díez© Héctor Santos-Díez ADDOMO is the result of the collaboration of Iglesias Mera Constructions and Salgado e Liñares architects looking for a constructive innovative system that configurates more rational and efficient housing. Save this picture!© Héctor Santos-DíezThis means the reinterpretation of the traditional construction adding solid materials and optimizing the process. Save this picture!© Héctor Santos-Díez© Héctor Santos-Díez This is an experimental pre-fabricated housing combination. The interest resides in the simplicity of the construction system that allows a quick assembly and low-cost. Solutions fit in both social housing and also the field of tourism. Save this picture!Plan 02 The constructive system get simplified so that we can think in transporting and building anywhere following simple instructions, as being furniture. Save this picture!Plan 01PlanProject gallerySee allShow lessGeorge Matsumoto Prize for North Carolina Modernist Residential Design CompetitionArticlesSingel Park Winning Proposal / LOLA + Studio KARSTArticlesProject locationAddress:Bertamiráns, Ames, SpainLocation to be used only as a reference. It could indicate city/country but not exact address. Share CopyHousing•Ames, Spain Save this picture!© Héctor Santos-Díez+ 16 Share CopyAbout this officeSalgado e Liñares ArchitectsOfficeFollowProductsWoodConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousingDabasAmesHousing3D ModelingSpainPublished on July 19, 2012Cite: “Seven Modular Housing in Covas / Salgado e Liñares Architects” 19 Jul 2012. ArchDaily. Accessed 11 Jun 2021.
Mexico “COPY” Area: 1587 m² Year Completion year of this architecture project Manufacturers Brands with products used in this architecture project Manufacturers: Armstrong Flooring, Cemex, Global Woods, Gravita, Grupo AVA, Olimpic, Vista DeckingOther Participants:Dos Arquitectura ConstrucciónSteel Structure :AjaxProject:GC GeoconstruccionesHydraulic And Electrical Installations:Inversa Arquitectos A Cargo:Diana Harari, Marcos Cohen, Ygal Maya, Yair WolffCity:Mexico CityCountry:MexicoMore SpecsLess SpecsSave this picture!© Mauricio SalasRecommended ProductsWoodParklex International S.L.Wood cladding – FacadeDoorsGorter HatchesRoof Hatch – RHT AluminiumWindowsKalwall®Facades – Window ReplacementsDoorsLinvisibileLinvisibile Curved Hinged Door | AlbaText description provided by the architects. The idea of an architectural project with a multifaceted identity, accountable to the residents, the urban area and the environment, was born from the moment of change and growth currently taking place in the Escandón neighborhood.Save this picture!SectionSave this picture!© Mauricio SalasSave this picture!SectionThe project consists of the development of 10 apartments in a 502 m2 plot, with a 50% footprint area and five levels. There are two buildings connected by bridges and a nucleus of vertical circulation. Spaces such as kitchens, bathrooms, bedrooms and windows have the same proportions in every apartment. Save this picture!© Mauricio SalasEvery apartment is different and their areas are variable, from 60m2 to 135m2. Therefore, rather than for a single type of user, the apartments have been conceived for a range of different types of users – from single people to couples or small families – who coexist and share the building. Many apartments are developed in two or more half-levels in order to create circulation and break the classic pattern of a city apartment. There are five single-level apartments, three two-level apartments, and two apartments of three half-levels. Save this picture!© Mauricio SalasSave this picture!Detail Floor PlanSave this picture!© Mauricio SalasThe building’s footprint was dictated by the property’s location, allowing a southern or southeastern orientation for most of the apartments. This same approach enabled the creation of a spacious open plaza and an enriching landscaping proposal that encourages visitors to explore the facilities as it establishes a connection between each space and the vertical circulation while providing natural lighting and ventilation. Save this picture!© Mauricio SalasThe materials were chosen so as to do without any coverings or treatments; all materials are used in their natural form and function. Cement block stained in earthy hues was used to give more warmth to the spaces. A mixed structure of concrete and steel was used, and both materials were left visible in the six façades of the building. This kind of mixed structure creates open spaces free of columns and intermediating interruptions. Save this picture!© Mauricio Salas The apartments have wood and natural stone finishes. Every apartment has terraces and private patios. LED lamps provide artificial lighting, and the plumbing system is supported by rainwater collection and a filter system. Save this picture!© Mauricio Salas One of the main goals of the project was to have spaces enjoyed by the users from the inside out. The design of the access plaza corresponds with this goal, and it also provides all the apartments with a view, which creates an environment of inclusion and also promotes coexistence between neighbors. Ultimately we wanted to materialize one of the main aspects that characterizes the Escandón neighborhood, a district that is mostly residential and where there is still is a lot of communication and community between residents. Save this picture!© Mauricio SalasProject gallerySee allShow lessSan Antonio Tobin Center for the Performing Arts Wins Global Award for ExcellenceArchitecture NewsWhite Arkitekter Releases Plans to Reclaim Underutilized Areas of StockholmArchitecture NewsProject locationAddress:Calle de la Prosperidad 35, Mexico City, MexicoLocation to be used only as a reference. It could indicate city/country but not exact address. Share Year: Architects: CUA Area Area of this architecture project CopyApartments•Mexico City, Mexico ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/799978/p35-cua Clipboard ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/799978/p35-cua Clipboard ArchDaily 2016 Save this picture!© Mauricio Salas+ 40 Share Apartments P35 / CUA P35 / CUASave this projectSaveP35 / CUA Projects CopyAbout this officeCUAOfficeFollowProductsConcreteBrick#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousingApartmentsMexico CityMexicoPublished on November 26, 2016Cite: “P35 / CUA” [P35 / CUA] 26 Nov 2016. ArchDaily. Accessed 11 Jun 2021.
1% of top footballers’ combined salaries could see annual £1.3m go to charity, figures suggest Melanie May | 4 September 2017 | News 132 total views, 2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis5 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. A donation of 1% from the combined wage of each Premier League teams’ most prolific scorers would bring over £1.3 million to charity a year, according to analysis from online ticket seller Ticketgum.com.Following the news that two footballers, Juan Mata and Mats Hummels have signed streetfootballworld’s Common Goal pledge to donate 1% of their salary to charity, Ticketgum has released an analysis into how much the Premier League’s top goal scorers would give to charity if they also joined the cause.According to Ticketgum the wage bills of all 20 Premier League Clubs are estimated to hold a value of £2 billion, with more than £1.2 billion spent in transfer fees within the Premier League alone. In its analysis, it identified the top goal scorer of each team, for the season 2016-17, and their subsequent yearly salary, before applying the 1% precedent set by Mata.The top three players able to donate the most are:Sergio Aguero, at Manchester City – with 20 goals and an annual salary of £11,440,00: a 1% charity value of £144,400Zlatan Ibrahimovic, at Manchester United – with 17 goals and an annual salary of £11,440,000: a 1% charity value of £144,400Eden Hazard, at Chelsea – with 16 goals and an annual salary of £10,400,000: a 1% charity value of £104,000Ticketgum suggests that players could donate their 1% to charities local to their team to help, for example, where government spending cuts are affecting education budgets, such as in Arsenal’s founding ground of the London boroughs of Islington and Highbury, or where homelessness is increasing such as in Bournemouth. A 1% charity value of £72,800 from Arsenal player Alexis Sanchez could help local education services for example, particularly if the rest of the team follows suit, while AFC Bournemouth player Joshua King’s 1% charity value of £5,200 could help a Bournemouth-based charity like Hope for Food.Adam Taylor, a spokesperson from Ticketgum said:“Football is known to be an iconic, team sport. As players work together to achieve greatness on the pitch, why should their commitment to charity be any different? With wages increasing at substantial rates, it would be unjust to negate the difference a 1% donation could make across the UK – and the world.” Advertisement AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis5 Photo by Peter Glaser on Unsplash 131 total views, 1 views today Tagged with: sport Sports Fundraising Ideas
Rank-and-file party members, unionists and new Labour adherents all voted by a large margin to continue leftist Jeremy Corbyn’s leadership of the British Labour Party.The Sept. 24 inner-party election gave Corbyn 62 percent of the total of more than 500,000 votes. This outdid his surprise victory a year ago, when he received 60 percent.Corbyn’s landslide re-election is a healthy antidote to the anti-immigrant Brexit vote of June, pushed by the Conservative Party. His victory shows that a large section of the masses in Britain — which now has a broad, multinational working class — is ready to break out of electoral politics that have offered Labourites only a choice between right and center tendencies and instead support a left alternative.Labour is a social democratic party that historically has delivered benefits to some of the workers without challenging capitalist rule or British imperialism. In the 1990s, former Prime Minister Tony Blair’s “New Labour” — something like Bill Clinton’s centrist grouping in the Democratic Party — pushed the Labour Party far to the right.Generally, members of the Labour Party in Parliament have been to the right of the party’s members or constituents. But Corbyn, a longtime member of Parliament, has always been at the far left of the Labour Party. Not only did he oppose all austerity and denationalization programs, he supported rights for lesbian, gay, bisexual, transgender and queer communities; opposed the war on Iraq and NATO’s 2011 attacks on Libya; spoke out against Israeli attacks on Lebanon and Gaza and in solidarity with refugees and immigrants.His surprise victory in the inner Labour Party struggle in September 2015 sent a shock through British politics. It was similar to what might have happened if grass-roots support had won Bernie Sanders the Democratic Party nomination in the United States.The British corporate media, all the Conservative (Tory) Party politicians, some generals and 210 of the 230 Labor members of Parliament (MPs) immediately ganged up on Corbyn. Those who didn’t call him a traitor said he was too far left to ever win a general election and predicted his defeat.But workers, youths, people from the Muslim and Caribbean communities and hundreds of thousands of new Labour Party members joined the struggle to support Corbyn because he represents what they want.Even though the Labour MPs maneuvered to stop several hundred thousand new members from voting — people who had joined in order to support Corbyn — the voting constituents still trashed rightist Labour MP Owen Smith.A leftist newspaper called Red Flag, produced within the Labour Party, evaluated the Sept. 24 vote: “Jeremy Corbyn’s overwhelming victory now presents the possibility of consolidating Labour as a left-wing socialist party — a task that means there is no room for compromise with the right wing. …“We have secured a convincing victory because the vast majority of the Labour Party — and millions of working-class supporters — want to see a committed and credible alternative to austerity, in Parliament and on the streets.”Marxists know that even a principled Labour Party leader cannot simply use an elected post to overcome the power of those who control the enormous banking, media, police and army power of British imperialism, including the monarchy. They must also organize outside the electoral arena.FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare this
Download the PDF.Sorrow & solidarity for Asian communitiesCenterfold: 50+ Actions for Bessemer Amazon workersWomen’s History Month:Trans & women’s liberationGender solidarityParis Commune’s courageous women.More on anti-Asian violence:Chinese workers’ history in U.S.Unions denounce murdersPhilly Asian communities respondEditorials:The blame game;COVID class war;Biden: Who’s the killer?GLOBAL:Crisis grips Haiti;Why Libya was targeted;End 10 year U.S. war on Syria!TEAR DOWN THE WALLS:New court filings for Abu-Jamal;Mumia thanks supporters;Free Rodney Reed!Download the PDF.More PDF back-issues here.FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare this
Servicers Navigate the Post-Pandemic World 2 days ago Share Save Servicers Navigate the Post-Pandemic World 2 days ago Related Articles Brian Honea’s writing and editing career spans nearly two decades across many forms of media. He served as sports editor for two suburban newspaper chains in the DFW area and has freelanced for such publications as the Yahoo! Contributor Network, Dallas Home Improvement magazine, and the Dallas Morning News. He has written four non-fiction sports books, the latest of which, The Life of Coach Chuck Curtis, was published by the TCU Press in December 2014. A lifelong Texan, Brian received his master’s degree from Amberton University in Garland. Tagged with: Banks Delinquent Mortgage Loans Fannie Mae Freddie Mac Non-Performing Loans Home / Daily Dose / Will Banks Benefit From Recent Non-Performing Loan Sales by GSEs? Demand Propels Home Prices Upward 2 days ago Banks Delinquent Mortgage Loans Fannie Mae Freddie Mac Non-Performing Loans 2015-04-23 Brian Honea The Best Markets For Residential Property Investors 2 days ago About Author: Brian Honea Print This Post Data Provider Black Knight to Acquire Top of Mind 2 days ago April 23, 2015 874 Views The Best Markets For Residential Property Investors 2 days ago The Week Ahead: Nearing the Forbearance Exit 2 days ago Will Banks Benefit From Recent Non-Performing Loan Sales by GSEs? Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Data Provider Black Knight to Acquire Top of Mind 2 days ago Chicago-based Fitch Ratings said that the recent non-performing loan sales by Fannie Mae and Freddie Mac could have positive implications for banks in the United States that are seeking to sell off non-performing loans from their own portfolios.The magnitude of the impact of NPL valuations and selling opportunities for banks will become clearer as more NPL buyers and pricing trends develop, according to Fitch.”Fitch believes that a deeper NPL market could help further extinguish the GSEs’ and banks’ crisis period residential mortgage asset quality issues. At a minimum, the GSEs’ NPL sales are an indication of further healing in the U.S. housing market,” Fitch said.While the demand for high-quality mortgage-backed securities has been slow since the housing crisis, Fitch said that more major institutional buyers that are hungry for new, higher-yielding investment opportunities have emerged as suitors for bulk NPL pools. Previously, distressed mortgage buyers tended to be specialized alternative investment firms.”Residential mortgage NPLs are far less of a threat to the GSEs and US banks relative to five years ago, but 90-plus day past due loans are still elevated relative to historical averages and relative to their contributions to total NPL levels,” Fitch said. “We believe this implies that both the GSEs and the banks remain motivated to address this lingering asset quality issue.”As of the end of 2014, FDIC-insured banks held about $61 billion worth of single-family residential mortgage loans that were 90 days or more delinquent, which was a 22 percent decline from 2013. By comparison, Fannie Mae and Freddie Mac held about $86 billion worth of 90-day plus delinquent loans at the end of 2014, a total that has been declining at about the same rate as that of FDIC institutions, according to Fitch. Those balances remain elevated compared to pre-crisis levels, however – between 2001 and 2004, residential mortgage loans that were 90 or more days overdue averaged just $4.8 billion and ranged from just one-quarter to one-third of the total number of 90-day or more delinquent loans held by U.S. banks. At the end of 2014, 90-day or more delinquent loans comprised about 80 percent of NPLs held by U.S. banks.Freddie Mac has conducted three bulk NPL sales in the last eight months totaling approximately $1.97 billion in UPB. The last such sale by Freddie Mac, completed on March 25, was its largest bulk NPL sale ever – it included nearly 5,400 loans totaling $985 million in UPB. Fannie Mae announced earlier in April the marketing of its first-ever bulk NPL sale, featuring about 3,200 deeply delinquent loans with a UPB of $786 million. in Daily Dose, Featured, News, Secondary Market Demand Propels Home Prices Upward 2 days ago Previous: Freddie Mac Prices Third STACR Offering of 2015 at More Than $1 Billion Next: DOJ Sues Quicken Loans for Alleged Improper Underwriting Practices Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Sign up for DS News Daily Subscribe
News Updates’Not A Time To Relax’: Telangana High Court Issues Directions To Ramp Up Testing, Prevent Congregations, Provide Tele-Consultation, Etc. To Curb Covid-19 Akshita Saxena5 May 2021 2:54 AMShare This – xThe Telangana High Court on Wednesday issued a slew of directions to the State Government, the Police department and the Public Health and Family Welfare department, to break the chain and control the surge in Covid-19 cases. A Division Bench comprising of Chief Justice Hima Kohli and Justice B. Vijaysen Reddy pulled up the State over dwindling number of RT-PCR Testing and asked the authorities to conduct at least 1 lakh tests, daily. “This is not a time to relax for anyone in the State. It is a time to heighten the testing and see the reality,” the Chief Justice orally remarked. Ramp up testing The Director of Public Health and Family Welfare Department, Dr. G Srinivasa Rao sought to explain the decline by submitting that people have stopped turning up for testing. However, the Bench did not find any logic in the submission. In fact, it referred to several news reports of how people waiting in queues to get tested were sent back. It further observed that even if it is assumed that people are not approaching, the authorities should visit public places, micro-containment zones, etc. and conduct sample testing. “Not one of us has remained untouched by deaths in our circles. People are actually, mortally scared now. They are not reluctant in getting tested. But the State is not conducting tests and the figures have constantly plunged. This is worrisome for us. The State has in its wisdom imposed only a night curfew from 9pm to 6am. There is not even a weekend lockdown. So, people are gathering in markets, etc. and the State has ample time to visit these places and conduct tests. But instead of increasing sample testing, the numbers are dwindling. This is unacceptable. There is no reason why State can’t increase number of testing to 1 Lakh per day, especially when we are informed that there is no paucity of testing kits. Thus, State is directed to take immediate measures in this direction,” Chief Justice Kohli observed. The Court also issued a direction to ensure that the turn-around time for RT-PCR test does not exceed 24 hours, as far as possible. Oxygen Shortage During the hearing, the Bench was informed that as against the demand of 600MT Oxygen daily, the State of Telangana has been allocated only 430MT by the Centre. Of this, a substantial portion is to be procured from outside but, the neighbouring state of Tamil Nadu is not cooperating. The Advocate General submitted that Tamil Nadu is blocking tankers that are destined to Telangana and a communication in this regard has been made to the Centre. The Court ordered, “Centre is directed to ensure that if 430MT Oxygen has been allocated to this State out of which a particular quantity is supposed to be supplied from a neighbouring State and the same is not being supplied, then immediate measure be taken to make good the deficiency by allocating more from any other state at the earliest.” ASG Surya Karan Reddy Thota, appearing for the Centre assured the Court that necessary steps will be taken. Cap Prices of Oxygen, Testing During the hearing, Advocate Mir Masood Khan drew the attention of the Court towards Private hospitals that are charging exorbitantly for Oxygen and drugs essential for treatment of Covid-19. “State must fix a particular rate for medicines, Oxygen supply and other such essential like CT scan and blood testing that are required for Covid-19. Secretary, Health and Family Welfare is directed to lay down guidelines regarding the maximum amount that can be charged uniformly by private hospitals for such critical facilities,” the Court ordered.Directions are also issued to check black marketing of life saving drugs like Remdesivir and Tocilizumab, and ensure a streamlined supply. Conduct Surprise Inspections at Public Gatherings The Division Bench has asked the State Government to issue an order, within 24 hours, capping the number of people allowed in a gathering, in open and closed spaces respectively. It has further ordered for constitution of Local Committees comprising of Revenue, Municipal and Police authorities to conduct regular and surprise inspections, to check if large congregations are still taking place in their jurisdictions. Compliance is to be ensured by 8th May. Provide Tele-Consultation in all Districts The Court noted the a COVID telemedicine consultation call centre has been launched in Cyberabad for providing free advice on mild COVID symptoms, guidance on treatment, need for hospital admission, etc. Appreciating the move, it has ordered the concerned authorities to establish similar call centres in each district, within a period of one week. Establish Police Helpdesks outside Covid-Hospitals The Court has asked the DGP, Telangana to deploy adequate Police personnel outside Covid-19 hospitals, for assistance of patients/ attendants arriving there. “We come across heartrending realities of both parents dying and children being left out, not knowing where to go…Deploy more officers outside hospitals where there is much more need of help and assistance of varied kind,” Chief Justice Kohli orally observed. She further directed the DGP to establish ‘Help Centres’ outside hospitals, with a prominent board for the public to reach out for assistance of any nature. It added that all information including telephone numbers of concerned authorities shall be kept available for assistance. Consider imposing Weekend Lockdowns The Court has asked the State Government that in addition to reviewing the need for night curfew, which is set to expire on 8th May, it should also and consider imposing additional restrictive measures, which may include extending hours of night curfew or imposing weekend lockdown so as to flatten the curve of Covid-19 infection. Dignified disposal of dead bodies In order to ensure dignified disposal of Covid dead bodies, the Court has asked the State Government to ensure that all dormant crematoriums are made functional. Further, keeping in mind the environmental concerns, it has asked the Government to operate electric crematoria. “We also have to take care of environment. How many trees will you cut at this time? Take steps to make electronic crematoriums operational,” the Court said. Prevent inappropriate masking In order to prevent inappropriate masking, the Court asked the State to consider if it can temporarily seize vehicles of those wearing masks inappropriately and thereby creating threat for those who are adhering to Covid-appropriate behaviour. Realtime-updates on bed availability The Court observed that despite direction issued on last date of hearing, the State is not giving real time updates about number of beds available in Covid-hospitals. It has directed the State to ensure that the same is done on a regular basis. Contain newly detected virulent strain During the hearing, Advocate Pujitha Gorantla informed the Court that a very virulent strain of Covid-19 namely L-440 has been identified in the neighbouring State of Andhra Pradesh. Keeping in view the huge inter-state movement between AP and Telangana, the Court asked the State Government to furnish a strategy for containing the said infection and adequately protecting the population of the State. The matter is now listed for hearing on 13th May. Click Here To Download/ Read OrderTagsTelangana High Court COVID-19 second wave Oxygen Supply RT-PCR COVID-19 test Shortage of Hospital Beds public congregation Medical Facilities #Proper Treatment of COVID-19 Patients and Dignified Handling of Dead Bodies in the Hospital Remdesivir Injection Tocilizumab Next Story
Comments are closed. Each year, hundreds of employees from Honda’s franchised dealer network areimbued with the corporate culture at the Honda (UK) Institute. Guy Sheppardtalks to its head, Pauline WisemanThe range of products is huge, starting with lawnmowers on one side andending with a solar-powered car on the other. In between are row upon row ofmotorbikes, all-terrain vehicles, marine engines, generators andconventionally-powered cars. This is the centrepiece of the Honda (UK)’s £3mtraining and development centre at Colnbrook, near Slough. If nothing else, itunderlines Honda’s claim to be the largest engine maker in the world. Called the Honda (UK) Institute, its role is to elevate people development amongthe almost 10,000 people employed by the company’s franchised dealer network.Its inspiration is Soichiro Honda, who founded the company before the SecondWorld War. He believed an organisation’s success depended on the skills,knowledge and enthusiasm of its employees. Although most of the people trainedat the institute are not Honda employees, they do represent the public face ofthe company. Before the institute was founded three years ago, training was handledseparately by each product division. By merging under one roof, the aim hasbeen to both expand and tailor it more to the needs of the company. PaulineWiseman, head of the institute, says the founder’s guiding principle ofcreating a company that both customers and society want is still retainedtoday. “The idea of the institute was born out of the desire to provide apositive experience for customers; ensuring no inconvenience for customers isextremely important for us.” Providing opportunity This could sound trite but Wiseman is persuasive as well as easy-going,talking with a recognisable Northern Irish lilt even though she has lived onthe UK mainland since going to university. She is clearly passionate about theinstitute’s role of providing opportunities for career development and personalgrowth as well as motivation about working for Honda. Every employee of its dealer network attends a one-day induction programmeso they can absorb the founder’s corporate values which originated in the 1940sand 50s. “It’s very important for them to soak up the whole of Honda andunderstand its history,” says Wiseman. “The institute is somewherepeople can learn about this.” She says it is just as important that theleast qualified people in the dealerships attend the induction programme as itis for technicians and managers. “A car cleaner probably gets the job ofdelivering cars to customers occasionally so they are in the front-line of thecompany. If that person is not enthusiastic and motivated in his or her job,the customer experience will not be as positive. It’s extremely important to usthat people go away with a positive feel about Honda and that this translatesinto their everyday working life.” New recruits are often addressed by senior management from Honda (UK), whoseheadquarters is at nearby Langley. This proximity underlines the importancethat training has within the company, which is responsible for sales anddistribution but not manufacturing. Wiseman reports directly to the managing directorand meets weekly with other departmental heads to shape corporate strategy. “I believe that this positioning sends a clear message to our dealersabout how important training is,” she says. “Last year, there was notan awful lot of investment in training in the motor industry but we opened thisplace, which cost about £3m. I’m told that spending here is on a much greaterscale than our competitors have spent.” All dealers are expected to have apersonal development plan for each of their employees. “We will work withthe dealers to bring these plans to life,” adds Wiseman. Although the institute is an on-going investment by Honda, the dealers haveto pay for all forms of training it provides, apart from new product trainingand induction. Courses are charged at a daily rate which is designed to coveroverheads. An exception is made for technician training because these skillshave to keep pace with technological change, so dealers pay a levy instead. Wiseman says dealers can go elsewhere for training if they want. “Wecharge what we believe is a competitive rate for training in the industry. Ibelieve that if training is to be of value to a business, it must be perceivedto be of value. If the training isn’t worth anything to the dealers because we’renot getting it right, they just won’t come.” In fact, 12,500 days worth oftraining is provided by the institute each year, giving it a utilisation rateof 85 per cent. Courses cover areas such as time management and computer and presentationskills as well as management and technical training. One of the main innovations over the past 18 months has been to create aqualification structure based on skills rather than job status. Every employeejoins the company as an associate and can progress upwards to become a member,senior member and then a fellow of the institute. There are currently about 35fellows who come from a variety of job backgrounds. Wiseman says the idea is toencourage personal motivation, quoting research showing that the two main reasonspeople stay in a job are opportunities for personal development and a feelingof being valued by the organisation that employs them. “It really is justabout prestige, although extra skills will enable you to do your job better andthe likelihood is that you will get more satisfaction out of the job and getmore pay.” She says an apprentice technician could become a fellow withinthree years. Although the institute’s core role is training, it has other functions aswell. There are one-off events, such as a talk given last month to around 300people by the leadership development guru Stephen Covey. In 1999, the institute launched a dedicated recruitment service, calledPeople First, to reduce staff turnover and thereby save on training costs. Themost spectacular results have been among car sales staff, where turnover usedto be almost 50 per cent a year, just below the industry average. “Sincewe started, we have recruited 290 people into the dealer network and staffturnover is now between 8 and 9 per cent,” she says. “By puttingadverts in, telephone screening the candidates and doing other basic HRprocedures, we took a lot of pain out of the recruitment process.” Shesays People First has resulted in a noticeable drop in staff turnover acrossother jobs as well. New products The institute employs a dozen managers and administrators as well as threespecialist trainers, who develop training for each new product during the earlystages of its development. External consultants are used for specific subjects.However, some training takes place away from the institute, with managementcourses held in hotels and new product training often provided in thedealerships themselves. Everyone in each dealership is briefed about thevirtues of a new model, and a competitor model is often brought in as well toillustrate this. The institute, originally based in Chiswick, is now in a 46,000 sq ftconverted industrial unit with seminar rooms, computer-equipped work stationsand workshop bays with specialist tools. The central display area is designedto instill a sense of pride in the company as well as provide opportunities forhands-on training with all the models. Over the last two years, the institute has piloted the development ofindividual skills training for Honda worldwide so that trainees can study attheir own pace and thereby reduce the amount of time spent away from theworkplace. “Traditionally, most training is done in the classroom, buthere the bulk of the training is done at the work station,” explainsWiseman. “Depending on their ability, they can proceed through each modulemuch quicker and get more personal feedback from the facilitator. It’s a veryspecific, practical method of training.” Because of its success, the concept may now be adopted throughout Europe.Wiseman says the UK operation acts as ‘the mothership of Europe’ which meanstraining is generally piloted ahead of the continent. Honda’s modern apprenticeships for technicians last three years and involve25 weeks at either the institute or the company’s regional training facility atDoncaster. More than 150 people are currently going through the scheme, whichis run by three dedicated trainers. Wiseman is “fairly happy” withthe requirements laid down by the Government for modern apprenticeships butsays the use of outside organisations to run it was abandoned last year, partlybecause Honda is dealing with so many different products. “Outsiders could not get their heads around what we were trying todo,” she says. Management training is generic to all types of dealer.”We don’t own these businesses but can support them with all sorts oftraining right up to leadership itself, helping them to plan for succession,develop their staff and recruit new staff,” she says. Ways of ensuring that qualifications are recognised throughout the motorindustry are currently being explored. Technical courses are already accreditedby the Institute of the Motor Industry and Wiseman is working to ensure salesand management qualifications are also included. As chairwoman of the education and development committee of the Society ofMotor Manufacturers and Traders, Wiseman is closely involved in an effort toestablish accreditation for management qualifications through the Retail Forum.”In this country, there is no set of management qualifications whichtranscend all franchises. It’s a major project.” Training evaluation Evaluation of training within the institute is run at four distinct levels,ranging from verbal feedback from trainees through to whether the organisationthey work for has moved forward as a result of the training. “We have aplanning manager and part of her job is evaluation of our trainingdelivery,” says Wiseman. Having run the institute since its launch, Wiseman could claim much of thecredit for its achievements but says the organisation stands or falls on itsmanagement and administration staff. “The experience of everyone who comesthrough the doors is down to them. My greatest pride is the positivity andenergy of those people and the pride they take in the institute. You can’tover-estimate the effect that has,” adds Wiseman. She says that one of the biggest challenges is a likely change in the lawwhich will mean franchised car dealers will no longer be tied to selling onetype of car. “It’s very difficult to say what exactly will happen but wecould end up having to spread the offer much more widely.” As with so much of the institute’s work, inspiration will probably come fromfounder Soichiro Honda, who died in 1991. One of his aphorisms, quoted in a brochure about the institute, seemsparticularly apt: “No matter how difficult the task, to the person with expertise, it isthe easiest work to do.” CVPauline Wiseman2001: took on additionalresponsibility for Honda (UK)’s parts division1998: head of Honda Institute1995: Honda (UK) head of finance 1993: Honda (UK) dealer development manager 1991: joined Honda (UK) to set up business developmentdepartment for car retail network1988: business manager with Peugeot-Talbot in Slough1986: accountant with John Martyn Group, an Edinburgh-based cardealership1985: worked for chartered accountants in Edinburgh aftergraduating from Dundee University with a degree in accountancy Revving up for successOn 1 May 2002 in Personnel Today Previous Article Next Article Related posts:No related photos.
Diapause larvae of the European corn borer (Ostrinia nubilalis (Hubn.)) and the related Mediterranean noctuid Sesamia cretica Led. possess sufficient supercooling ability to avoid freezing over their normal environmental temperature ranges. In progressive chilling experiments (10 days acclimation at each 5° step in the temperature range from 15 to −5°C), mean supercooling points (measured at a cooling rate of 0.1°C min−1) were lowered from −20.4°C at 15°C to −24.0°C at 5°C (lower lethal temperatures: c.−28°C) in O.nubilalis, compared with −15.0 to −17.2°C (lower lethal temperatures: −15 to −17°C respectively) in S.cretica. Concentrations of glycerol and trehalose determined by gas chromatography of whole body extracts were consistently higher in the former than in the latter species at both 15 and 5°C, and may be responsible for the deeper supercooling in O.nubilalis larvae. Acclimation to 5°C increased glycerol levels in O. nubilalis extracts compared with 15°C, and this was enhanced in larvae exposed for a further 10 days at each of 0 and −5°C (glycerol being 438μmol ml−1 body water). Haemolymph glycerol concentrations showed a similar pattern to whole body extracts in this species. Fat body glycogen was reduced during low temperature acclimation in both species. Body water contents did not change with acclimation in O.nubilalis, whilst S.cretica, containing significantly more water, lost c.7% during acclimation from 15 to 5°C. Haemolymph osmolalities increased during acclimation, especially in Ostrinia larvae, probably as a result of the accumulation of cryoprotectants. The majority of O.nubilalis larvae survived freezing under the conditions of the cooling experiments, whilst larvae of S.cretica did not, thereby confirming an element of freezing tolerance in the former.