Simply click below to discover how you can take advantage of this. Our 6 ‘Best Buys Now’ Shares Image source: Getty Images Click here to claim your copy now — and we’ll tell you the name of this Top US Share… free of charge! I would like to receive emails from you about product information and offers from The Fool and its business partners. Each of these emails will provide a link to unsubscribe from future emails. More information about how The Fool collects, stores, and handles personal data is available in its Privacy Statement. I’m sure you’ll agree that’s quite the statement from Motley Fool Co-Founder Tom Gardner.But since our US analyst team first recommended shares in this unique tech stock back in 2016, the value has soared.What’s more, we firmly believe there’s still plenty of upside in its future. In fact, even throughout the current coronavirus crisis, its performance has been beating Wall St expectations.And right now, we’re giving you a chance to discover exactly what has got our analysts all fired up about this niche industry phenomenon, in our FREE special report, A Top US Share From The Motley Fool. Enter Your Email Address Shares in TUI (LSE: TUI) fell by another 6% on Thursday morning after the company reported a €1.5bn loss for the three months to 30 June. TUI’s share price has now fallen by 65% so far this year. Management says it doesn’t expect trading to return to normal until 2022.However, bookings for next summer are surging ahead and TUI should now have enough cash to get through the winter. I’m pretty certain this German group will survive.5G is here – and shares of this ‘sleeping giant’ could be a great way for you to potentially profit!According to one leading industry firm, the 5G boom could create a global industry worth US$12.3 TRILLION out of thin air…And if you click here we’ll show you something that could be key to unlocking 5G’s full potential…Indeed, I think the picture could look much brighter in a year. If I’m right, now could be a good time to take a fresh look at TUI shares.The story so farTUI’s share price collapse isn’t surprising. Widespread lockdowns and travel bans meant revenue fell 98% to just €75m during the three months to 30 June. Revenue during the same period last year was €4,745m.Despite cutting costs by more than 70%, TUI still made a loss of €1,460m during the third quarter.Things are still difficult now. Although national lockdowns have been relaxed, changing quarantine requirements and local lockdowns are making holiday planning difficult. Many people are staying at home. TUI has still only sold 57% of its reduced capacity for this summer.However, the picture looks much brighter for next year. TUI says holidaymakers are rebooking trips that had been cancelled and reserving new holidays for next summer. The company says summer 2021 bookings are currently up by 145%, with average prices up 9%.TUI share price rebound?As Europe’s largest travel operator, TUI has a lot of market reach. But the group’s business model means it also has a lot of costs. Direct ownership of high street stores, hotels, cruise ships and airlines means it’s hard to change capacity at short notice.To address these issues, it plans to cut its annual costs by 30%. “A comprehensive review” of all the group’s activities suggests to me many areas will be trimmed and some will be chopped altogether. I suspect this will include some hotels and many of the group’s high street travel agencies. Boss Fritz Joussen has already said he plans to speed up plans to move operations online.These changes will unfold over the next year. If early results are positive, I think the TUI share price could benefit. But I wouldn’t buy this stock for a quick flip — the shares could stay depressed for a while as investors wait to see how the group’s financial situation develops.TUI isn’t going bustTUI has now received €3bn of loans and financial support from the German government. This means the group now has €2.4bn of cash available. This is expected to give it the breathing space needed to get through the winter and return to profitable trading next year.I think we can be certain it won’t go bust. But these loans have left the group with a hefty debt pile and restrictions on dividend payments. I think Joussen will target some kind of refinancing next year, which could include issuing new stock.I suspect TUI’s share price will stay low for a little longer yet. But the firm has lots of valuable brands and great scale. It might make sense to buy a few shares today and forget about them for a while. Roland Head has no position in any of the shares mentioned. The Motley Fool UK has no position in any of the shares mentioned. Views expressed on the companies mentioned in this article are those of the writer and therefore may differ from the official recommendations we make in our subscription services such as Share Advisor, Hidden Winners and Pro. Here at The Motley Fool we believe that considering a diverse range of insights makes us better investors. Renowned stock-picker Mark Rogers and his analyst team at The Motley Fool UK have named 6 shares that they believe UK investors should consider buying NOW.So if you’re looking for more stock ideas to try and best position your portfolio today, then it might be a good day for you. Because we’re offering a full 33% off your first year of membership to our flagship share-tipping service, backed by our ‘no quibbles’ 30-day subscription fee refund guarantee. See all posts by Roland Head “This Stock Could Be Like Buying Amazon in 1997” Roland Head | Thursday, 13th August, 2020 | More on: TUI Tempted by the TUI share price? Here’s what you need to know
Curate (Associate & Priest-in-Charge) Traverse City, MI Director of Music Morristown, NJ Episcopal Migration Ministries’ Virtual Prayer Vigil for World Refugee Day Facebook Live Prayer Vigil June 20 @ 7 p.m. ET Assistant/Associate Priest Scottsdale, AZ AddThis Sharing ButtonsShare to PrintFriendlyPrintFriendlyShare to FacebookFacebookShare to TwitterTwitterShare to EmailEmailShare to MoreAddThis Seminary of the Southwest announces appointment of two new full time faculty members Seminary of the Southwest Presiding Bishop Michael Curry Featured Events Canon for Family Ministry Jackson, MS In-person Retreat: Thanksgiving Trinity Retreat Center (West Cornwall, CT) Nov. 24-28 This Summer’s Anti-Racism Training Online Course (Diocese of New Jersey) June 18-July 16 Ya no son extranjeros: Un diálogo acerca de inmigración Una conversación de Zoom June 22 @ 7 p.m. ET Associate Priest for Pastoral Care New York, NY Posted Mar 23, 2016 Associate Rector Columbus, GA Press Release Service An Evening with Presiding Bishop Curry and Iconographer Kelly Latimore Episcopal Migration Ministries via Zoom June 23 @ 6 p.m. ET Youth Minister Lorton, VA Submit a Press Release Inaugural Diocesan Feast Day Celebrating Juneteenth San Francisco, CA (and livestream) June 19 @ 2 p.m. PT New Berrigan Book With Episcopal Roots Cascade Books Rector (FT or PT) Indian River, MI Remember Holy Land Christians on Jerusalem Sunday, June 20 American Friends of the Episcopal Diocese of Jerusalem Rector Washington, DC [23 de marzo de 2016] “Este mundo no necesita otro cuento de hadas”, dijo Michael Curry, obispo presidente y primado de la Iglesia Episcopal en su Mensaje de Pascua de 2016. “El [acontecimiento] de esta semana de crucifixión y de la próxima semana de resurrección no es un cuento de hadas”.El día festivo de la Pascua es el domingo 27 de marzoEl vídeo puede encontrarse aquí.Lo que sigue es el texto del Mensaje de Pascua del Obispo Primado:En verdad me encantan los cuentos de hadas y disfrutaba leérselos a nuestros hijos cuando eran pequeños. Sin duda eran cuentos de hadas de lo más suavizados, pero había algo bueno en ellos: una manera de confrontar lo rudo de la vida con la genuina esperanza. Pero se trataba de cuentos de hadas.Esta semana que llaman Semana Santa: la recordación de Jesús entrando en Jerusalén y ofreciendo su vida en el acto definitivo de amor sacrificial. El Viernes Santo: la experiencia de la traición, la experiencia de los amigos que te abandonan, la experiencia de la injusticia y la maldad, de conspiraciones egoístas y criminales. Y luego, después de la Semana Santa, la resurrección de entre los muertos. Este no es un cuento de hadas.Lo cierto es que incluso mientras hablamos, esta Semana Santa, lo hacemos no sólo a la sombra de la cruz, sino que lo hacemos a la sombra de los que han sido muertos en Bruselas, de los que han sido heridos y mutilados, de los que lloran y hacen duelo. Y de un mundo doliente, y no demasiado seguro de cómo seguir adelante. Y este mundo no necesita otro cuento de hadas. El [acontecimiento] de esta semana de crucifixión y de la próxima semana de resurrección no es un cuento de hadas.Hace algunos años, en el siglo pasado, George McLeod, el fundador de la Comunidad de Iona, había combatido en la primera guerra mundial, una guerra que él llegó a darse cuenta que no tuvo una buena razón para librarse. A él finalmente llegaron a ordenarlo y fundó la Comunidad de Iona, y en un momento dijo esto acerca de esta fe que profesamos como seguidores de Jesús:Sostengo simplemente que la cruz se levante de nuevo en el centro de la plaza del mercado tanto como en el campanario de la iglesia. Reafirmo que Jesús no fue crucificado en una catedral entre dos velas, sino en una cruz entre dos ladrones, en el muladar de la ciudad, en una encrucijada tan cosmopolita que tuvieron que escribir su causa en hebreo, latín y griego. Era el tipo de lugar donde los cínicos dicen obscenidades, los ladrones maldicen y los soldados juegan. Fue allí donde él murió. Y es allí donde los cristianos deben estar y lo que los cristianos deben ser.Esta semana llamada Santa, la estación llamada Pascua, el recuerdo de la muerte y la comprensión de la resurrección, esto no es un cuento de hadas, sino la revelación de una realidad definitiva. Ahora la verdad es que resulta fácil, por convicción consciente o resignación inconsciente, desechar o descartar esto como algo ingenuo; bonito, pero ingenuo. Resulta fácil descartarlo, consciente o inconscientemente, como una gran esperanza, un maravilloso ideal, pero no algo realista en un mundo como este. Tal vez, partes de nosotros supongo se pregunten, tal vez sobrevive el más fuerte, tal vez los poderosos hacen lo correcto, tal vez es mejor que esté atento a quien lleva la delantera. Sospecho que todos compartimos esos sentimientos alguna que otra vez.Pero, yo tengo que hacerme una pregunta. No es una pregunta mía, es del Dr. Phil. “¿Cómo funciona eso para ti?” ¿Cómo funciona para el mundo? La verdad es que la manera en que el mundo opera con frecuencia no está funcionando. No es sostenible. No es el camino que conduce a la vida. Jesús nos ha mostrado el camino. Él nos ha mostrado que el amor abnegado, el amor sacrificial, el amor de Dios y el amor al otro, es el camino a la vida. Esa es, amigos míos, la realidad definitiva. Y eso no es un cuento de hadas.Cuando Jesús fue ejecutado, fue juzgado y condenado por delitos que nunca cometió. Él dio voluntariamente Su vida. No para sí mismo, sino para otros. Y al hacerlo, nos mostró como es el amor. Eso es lo que llamamos el Camino de la Cruz. Y ese Camino es el camino de la vida y de la esperanza. Y cuando Él murió, Sus seguidores más cercanos temieron que tal vez el fuerte sí sobrevive. Tal vez los poderosos hacen lo correcto. Y tal vez es mejor que estemos atentos a quien lleva la delantera. Porque tal vez el mundo ha triunfado.Pero tres días después sucedió algo, inesperado, jamás soñado, imprevisto. Tres días después el mundo de ellos dio un vuelco, lo cual significa que se recuperó. Dios le levantó de los muertos. Y ustedes casi podrían oír la estruendosa voz de Dios en esa resurrección. ¡El amor, al final, el amor vence! ¡El amor es el camino! ¡Confíen en mí! ¡Síganme! ¡Crean en mí! ¡Esta resurrección es real! ¡Esto no es un cuento de hadas!Vayan pues a este mundo. No tengan miedo. Y no se avergüencen de ser un pueblo de amor. Y vayan a este mundo y ayúdennos a cambiarlo de la pesadilla que con frecuencia es en el sueño que Dios tiene planeado.Una bendita Semana Santa, una Pascua bendita, y vayan al mundo. Amén.Rvdmo. Michael CurryObispo Presidente y Primadode la Iglesia Episcopal Rector Albany, NY Priest-in-Charge Lebanon, OH Family Ministry Coordinator Baton Rouge, LA Director of Administration & Finance Atlanta, GA Featured Jobs & Calls Rector Tampa, FL Submit an Event Listing Join the Episcopal Diocese of Texas in Celebrating the Pauli Murray Feast Online Worship Service June 27 Missioner for Disaster Resilience Sacramento, CA Rector Knoxville, TN Assistant/Associate Rector Washington, DC 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 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 Curate Diocese of Nebraska Rector Pittsburgh, PA Rector Smithfield, NC The Church Pension Fund Invests $20 Million in Impact Investment Fund Designed to Preserve Workforce Housing Communities Nationwide Church Pension Group Rector Belleville, IL Assistant/Associate Rector Morristown, NJ Rector Hopkinsville, KY Mensaje del obispo primado Michael Curry en la Pascua de 2016 ‘Este no es un cuento de hadas’ Cathedral Dean Boise, ID Associate Rector for Family Ministries Anchorage, AK Submit a Job Listing Rector Martinsville, VA Rector and Chaplain Eugene, OR Bishop Diocesan Springfield, IL Virtual Celebration of the Jerusalem Princess Basma Center Zoom Conversation June 19 @ 12 p.m. ET Course Director Jerusalem, Israel Rector Shreveport, LA Priest Associate or Director of Adult Ministries Greenville, SC Holy Week/Easter, Tags 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 Rector/Priest in Charge (PT) Lisbon, ME Rector Collierville, TN Rector Bath, NC
220 total views, 2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis17 The number of social enterprises winning public sector contracts has fallen to its lowest level for two years, according to analysis by Tussell for Social Enterprise UK.According to official procurement notices analysed by Tussell, Q2 2018 saw 41 Community Interest Companies (CICs) win contracts compared with 57 in the previous quarter – a fall of 28%. This is the lowest level since Q2 2016 when 32 CICs won public sector contracts. In addition, one health and social care contract accounted for 90% of the total value of all contracts won by CICs in Q2.The proportion of contracts won by social enterprises was also lower than the previous quarter with only 0.3% of all public procurement contracts are won by CICs. Contracts deemed suitable for social enterprises and charities were also not being won by them on a large scale with 11% of contracts deemed suitable for voluntary, community and social enterprise organisations won by them, down from 12% in the previous quarter.Only 10% of contracts won by CICs come from central government. Local government however is responsible for 60% of all the contracts won by CICs, repeating the pattern from the previous quarter.While only 20% of social enterprises are registered CICs, according to Social Enterprise UK, this report is indicative of the challenges reported by social enterprises across the country. It cites lack of knowledge of social enterprises by procurement teams, risk aversion and the poor use of social value procedures as factors frustrating social enterprises that want to deliver public services.Separate analysis from Tussell shows that the proportion of public sector contract award value going directly to SMEs was only 13% in Q2 2018. This metric has been broadly flat since 2015 and, it says, suggests that the government is not currently on track to hit its target of spending £1 in every £3 of its procurement budget with SMEs by the end of 2022.This is this second piece of research by Tussell on behalf of Social Enterprise UK, which will be published every quarter to monitor inclusion of CICs in the government’s supply chain.Charlie Wigglesworth, Deputy Chief Executive, Social Enterprise UK said:“We are pleased that the government has recognised the important contribution that social enterprises can play in improving the quality and diversity of public service markets. But as this data shows, we have a long way to go if we want to see social enterprises as a major force.”“More needs to be done by the government to signal to procurement teams that social enterprises should be taken seriously when they are bidding for contracts. This will also influence major suppliers and encourage them to do more to work with social enterprises.”“At a time when the public is concerned about the involvement of businesses in public service markets following the collapse of Carillion, the government has an opportunity to ease these concerns through working with social enterprises. We will work with government over the coming months to see what more can be done.”Gus Tugendhat, Founder of Tussell added: Advertisement Tagged with: Research / statistics AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis17 219 total views, 1 views today Melanie May | 3 January 2019 | News Public contract wins by social enterprises at lowest level for two years “Only 1 in 10 contracts published in the first half of 2018 were flagged as suitable for VCSEs in Contracts Finder. Of those contracts with the VCSE flag, only 11% were actually won by a VCSE. This tells us that there is plenty of room for improvement. The first step to addressing this challenge is having consistent data to measure it. This is why we are pleased to work with SEUK to bring more visibility to the topic of VCSE inclusion in public procurement.” 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 Azov BattalionRepresentative John Conyers of Michigan, a veteran of the Civil Rights Movement and a longtime member of the Congressional Black Caucus, has introduced amendments to the 2015 Defense Appropriations Act to block the training of Ukraine’s fascist Azov Battalion and prevent the transfer of shoulder-fired anti-aircraft missiles, known by the acronym MANPADS, to Ukraine and Iraq.The amendments passed the House of Representatives on June 11.“I am grateful that the House unanimously passed my amendments last night to ensure that our military does not train members of the repulsive neo-Nazi Azov Battalion, along with my measures to keep the dangerous and easily trafficked MANPADS out of unstable regions,” Conyers said in a statement on his website.The Ukrainian government immediately denounced Conyers. Anton Gerashchenko, advisor to Kiev’s Interior Minister, urged U.S. intelligence agencies to “pay attention” to him. (Russia Insider, June 12)In a tragic irony, on the same day Conyers’ amendments passed the House, a bloody attack in the eastern Ukrainian city of Kharkov confirmed the role of fascists in the misnamed “new, democratic” Ukraine championed by Washington officials.On the night of June 11, a group of masked neo-Nazis stormed a group of foreign students outside their dormitory. Five Arab and four Nepali students, as well as two Russian speakers who came to their defense, were brutally attacked. The students were hospitalized, some with serious stab wounds and head injuries. (Internovosti. net, June 12, and email report from Donetsk People’s Republic Communists)Local media reported that the attackers were followers of Andrei Biletsky, a notorious white supremacist from Kharkov who was jailed under the previous Ukrainian government for acts of fascist violence. Biletsky was freed during the U.S.-backed coup in 2014 and is now a leader of the Azov Battalion.“Ukraine’s Azov Battalion is a 1,000-man volunteer militia of the Ukrainian National Guard that Foreign Policy Magazine has characterized as ‘openly neo-Nazi’ and ‘fascist,’” notes Rep. Conyers’ website. “Ukraine’s Interior Minister Arsen Avakov, who oversees Ukraine’s armed militias, announced that Azov troops would be among the first units to be trained by the Pentagon in Operation Fearless Guardian, prompting significant international concern.”In fact, training is already underway, since the deployment of hundreds of U.S. troops to Lvov in western Ukraine in April.Conyers’ amendments are largely symbolic, since the misnamed “defense” bill will have to be reconciled with the Senate version before final passage.Those amendments are likely to face stiff opposition from the Obama White House and Senate Republican leader John McCain, who have worked hand in hand to support the Kiev junta of oligarchs, neoliberal politicians and neo-Nazis and their brutal war against the independent Donbass republics of Donetsk and Lugansk.Further, the U.S., International Monetary Fund and NATO are moving full steam ahead with plans to bolster the bankrupt Kiev regime with money, heavy weaponry and troops to threaten the Donbass republics and Ukraine’s eastern neighbor, the Russian Federation.FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare this
TAGSConferenceeducationJournalismLimerick City and CountyNewsuniveristy of limerick Email Limerick social entrepreneurs honoured for their work in response to covid-19 Advertisement TechPost | Episode 9 | Pay with Google, WAZE – the new Google Maps? and Speak don’t Type! Print Local backlash over Aer Lingus threat WhatsApp Previous articleNew 33 space car park opened in AdareNext articleLISTEN: Limerick deserve the league and they won it in style Staff Reporterhttp://www.limerickpost.ie Limerick on Covid watch list Twitter RELATED ARTICLESMORE FROM AUTHOR Housing 37 Compulsory Purchase Orders issued as council takes action on derelict sites Shannon Airport braced for a devastating blow NewsEducationFergal Keane to deliver keynote lecture at University of Limerick journalism conferenceBy Staff Reporter – April 3, 2019 1023 Facebook Linkedin Fergal Keane, pictured with UL Journalism students at his last visit to the university. Picture: Alan Place/FusionShooters.FERGAL Keane, BBC Africa Editor, will deliver a keynote lecture at a major journalism conference at University of Limerick on Thursday, April 11 as part of theCelebrating 10 Years of [email protected] Conference.The BBC Africa Editor, who is also the new Adjunct Professor of Journalism at UL will give a lecture on ‘Journalism and Democracy under Siege: How Can We Combat the Threat of Fake News and the Rise of Populism’.Sign up for the weekly Limerick Post newsletter Sign Up Following the lecture, some of the country’s leading journalists and editors, including RTÉ broadcaster Miriam O’Callaghan, Irish Independent Editor Fionnán Sheahan, and Irish Times News Editor Mark Hennessy, will hold a panel discussion on the topic.Head of Journalism at the University of Limerick Mary Dundon said that they are delighted to have someone of Fergal Keane’s calibre giving the keynote address at their 10th-anniversary conference.“He is an award-winning journalist who has covered most of the global war zones over the past 28 years and won numerous international awards for his fearless reporting – including an OBE from Queen Elizabeth for his services,“ Ms Dundon said.Mr Keane’s lecture will start at 10.30am on Thursday, April 11 in the GEMSO – 016 lecture hall and it will be followed by the panel discussion with some of the country’s leading journalists and a Q&A session with the audience.In the afternoon, there will be a panel discussion profiling UL’s latest journalism and media academic research. The topic: Journalism, Discourse, and Inequality, will be discussed by: Dr Fergal Quinn; Professor Eoin Devereux; Professor Martin Power, Kathryn Hayes and Audrey Galvin.This will be followed by another panel discussion featuring some of the most success UL journalism graduates including Hilary McGann, CNN; Cillian Sherlock, RTE; Denise Calnan, Irish Independent and Andrew Roberts, The Journal.
MikeMolloy’s determination has created a culture of training excellence at the once-ailingEarlybird Furniture. Stephanie Sparrow talks to the managing director who seesa clear correlation between training and profitsMikeMolloy is no stranger to the sound of applause. This high-profile figure in thelogistics business figured largely in the latest Motor Transport Awards – theOscars for this sector, which are dished out at a glamorous ceremony in theRoyal Albert Hall. Here his company, Earlybird Furniture, won the IndustryTraining Award and was a runner-up in the Logistics Company of the Yearbracket.Thejudges’ praise was fulsome: “The winner has, indeed, shown strong commitment totraining, emanating from the very top. Earlybird Furniture is a tremendousexample of staff development producing tangible results.” Molloyhas collected the training award before, in 1993, for his work as IIP projectdirector at beds manufacturer Silentnight, where he was logistics anddistribution director. He has also been fêted twice in the past five years bythe Institute of Logistics, but this latest award gives him particular pridebecause it demonstrates the bottom-line benefits of training and in this casehow it can be used to bring a business back from the brink.Whenhe arrived at the company three years ago it was in a parlous state. EarlybirdFurniture is a subsidiary of the Walker & Homer Group of furnituremanufacturing companies which turns over £100m a year and has big namecustomers in both the mail order and retail markets. It is Earlybird’s role toprovide the group with a range of logistic services, including collections fromworks, retail distribution services and direct home delivery, and to do thiswith a mixture of contracting and in-house staff. This is a healthy sectoroverall, but Earlybird was making a loss which added up to £415,000 for 1998.Molloyhad come into the Midlands-based company on a trouble-shooting deal in December1997. He was appointed service director/MFI, a major customer whom the groupwas having big problems with. “My brief was to sort out those problems veryquickly, but the deal I did was that as there was no managing director here, ifI sorted out the problems I wanted to be appointed in that post.”FreehandWithinthree months he had rectified the MFI situation, and in early 1998 the managingdirector post was his which gave him the free hand he’d coveted to change theculture. He wasted no time.“Onthe day I was appointed, I briefed all the people in this business on thestrategic plan and on what we needed to do. I stated that we would commit toinvesting in the training and development of all the people within thisbusiness to turn the company around and achieve its strategic objectives,” hesays.Itwas going to be tough. “The company had no vision in place nor goals andtargets and was perceived by group companies and its major customers to be apoor service provider,” he says. Molloyis never afraid to speak his mind and talks quite candidly about the situationat that time. Morale was low and the skills level poor, both among contractorsand staff, and this was impacting directly on to the business.“In1997, the company paid out around £30,000 in dealing with customer complaints,whereas in this year to date that figure wouldn’t be anymore than around£1,000.“Atthat time, people were threatening to sue us because of problems duringdelivery, such as dirty boot marks and crushed flowerbeds. Nobody ever told thestaff that those customers pay our wages.”Atraining needs analysis was part of a three-sided approach to produce astrategy for the business. The other approaches were consultation with groupfactories and customer feedback resulting in a three-year business strategy. Three-yearstrategy“Trainingwas to play a major part in moving the company forward. Part of the three-yearstrategy was to commit to achieving the Investors in People accreditation andISO9002.”Beforethe IIP plan could start, Molloy saw through a number of training plans toimprove company morale and to develop teamworking across the operational areasof the company. These included action-centred leadership, team building, HSErisk assessment and call centre telephone techniques.Bylate October, the company was ready to commit to IIP and work towards achievingaccreditation. Now, this may not sound remarkable, but it has to be borne inmind that Molloy was starting from a very uneven playing field.“Theculture here was abysmal. There were no job descriptions, horrific turnover, noproper interviews, there was no interest in people or in training anddevelopment,” he says.Hehad also identified a need to develop multi-skilled staff. Skills matrices wereproduced for office staff, warehouse staff, delivery crews and contractors topinpoint training needs to multi-skill these groups and facilitate greateroperational flexibility throughout the business.Thetraining spend has gone from “nothing” three years ago to around £36,000. Themanagement development portion of this is subsidised by the local Chamber ofCommerce to the tune of 40 per cent, with Earlybird footing the whole bill forother training such as warehouse training, driver training and IT.“Thiscomes right out of our pockets without any subsidy at all,” he says. “And withthe time that people are out of the business, you could say that effectively itis double that. Before I came, the training spend was nothing and training wasnot referred to at all.”Todaya full gamut of programmes is in place, from induction to ongoing formalappraisals assessing work performance against the company’s operationaltargets.“Ipersonally wrote the policies for IIP, I personally wrote all the jobdescriptions, the induction programmes and personally did the appraisals-although I have now trained the managers to do their own appraisals,” he says.Sub-contractors have fallen into line and now all wear the same uniform and aremanaged and coached as if they were Earlybird’s own people.Thehard work has paid off. The company achieved a £130,000 profit for 1999.It was accredited with IIP in Decemberof that year and in a move which was designed to perpetuate the IIP momentum,ISO9002 in June 2000. “Iwanted both of those because IIP shows that you are business that thinks aboutits people and wants the best for them. The ISO is another one that is aboutquality and standards so that you can demonstrate that you are a business thathas set out to improve internally and has high standards, and it is a loteasier when you are talking with customers to get that message across.”Molloy’snext target is to aim for the MidlandsBusiness Excellence Awards in 2001, run along the European Business Excellencemodel.TurnaroundInthe meantime, he can celebrate the turnaround in business fortunes, afterwinning a contract with Laura Ashley, “because the logistics guy knows that wehave good quality standards”, seeing turnover increase by 25 per cent and“operating right on our capacity limits”. Molloyis proud that he also likes to top up his own skills base, attending CranfieldSchool of Management “on a fairly regular basis” and keeping his knowledge upto date with industry seminars.Thislively interest in training and development is refreshing in any managingdirector, but particularly in such a tough business as transport, which ratherbegs the question, where does his commitment come from?“Therewere two flashpoints in my life when I realised that training was relevant,” hesays. “The first was in the Army where the training was ongoing and absolutelysuperb. In the last three years out of my nine there, I was a traininginstructor. “Thesecond flashpoint was when I left the Army and I realised that training wouldhelp me to get on.”Molloyturned to transport-related jobs when he left the services, ending up ininternational haulage. “But then I started looking for some training that wouldget me off the road and into a management job.”Hisdetermination was admirable, funding a nine-month transport and distributionmanagement course himself from savings, selling the family car and “living on agovernment grant of £42 a week”. He walked straight from the course into a jobas deputy transport manager with Britvic Drinks and stated in the interviewthat his target was “to be a director of a nationally known business within 15years”. He did it in 12 years when he joined Silentnight in 1990 as logisticsand distribution director.Trainingwas to become important again, allowing Molloy to implement BS5750. He acted asproject director for IIP at Silentnight and picked up the Industry TrainingAward from Motor Transport for the first time.Althoughhe is not a fan of bureaucracy, he is a keen advocate of IIP. “IIPis about training, but it really does make you focus on how you are going toachieve the business strategy. You have to have the people capable ofdelivering to those objectives and that’s where identifying the training needsto meet the plan falls into place.”Thisleads Molloy neatly on to his favourite philosophy, which has seen him throughmany business challenges: “Never expect anything to be fixed if you do not givethe people the tools to fix it.”CV– Mike Molloy1997 Managing director Earlybird Furniture1995-97 Customer service director, Cornwell Parker1990-95 Logistics and distribution director, Silentnight1987-90 Regional transport and distribution manager, Wiggins Teape Paper1987-82 Operations manager, Cory Gases1981-82 Depot manager designate, Welch Transport1978-81 Deputy transport manager, Britvic Drinks1974-78 Various transport positions, heavy haulage, retail delivery,international transport1965-74 Army Royal Engineers, various positions including LGV instructor andRoyal Engineer diver1963-65 Apprentice engineer Comments are closed. Previous Article Next Article All the right movesOn 1 Sep 2000 in Personnel Today Related posts:No related photos.
Businesseshave been given a fresh warning about ignoring the requirements of newdisability equality laws that come into effect in less than 10 days.Thethird phase of the 1995 Disability Discrimination Act (DDA) becomes law on 1October. It requires all business and service providers to make reasonablechanges – such as adapting prem-ises,removing physical barriers or providing the service another way – to ensurethey are accessible to the 10 million people in the UKwith some form of disability.TheDisability Rights Commission (DRC) is warningbusinesses they could face an upsurge in activism among disabled people, whilea recent NOP poll showed that 70 per cent of disabled people had difficultiesbuying goods or receiving a service. Penalties for failing to comply with theDDA include potential fines of up to £50,000, and unlimited fines if foundguilty of discrimination at an employment tribunal.TheDepartment for Work and Pensions said it was vital that employers consideredtheir staff’s knowledge and attitude, as front-line staff will often be adisabled customer’s only point of contact with the business. Itsaid supplying something as simple as pens and paper could help staffcommunicate with deaf or hearing-impaired customers.CatherineCasserley, seniorlegislative adviser for the DRC, said there would be nowhere to hide forbusinesses that have not made or planned improvements.Anothersurvey reveals that firms are still not ready to offer equality of service todisabled people, despite the Government’s campaign to promote awareness. Researchamong 800 managers by consultancy firm Workplace Law suggests the majoritybelieve that they are doing a better job than they are.Itsaid that while many managers are aware of the deadline, a large number seem tohave paid little attention to non-physical disabilities such as visual andhearing impairments, dyslexia and learning difficulties.Thestudy also reveals that while the deadline has helped to focus employers’attention on the requirements to provide an inclusive service, some of theprevious duties of the Act – relating to employing disabled people – seem tohave been forgotten.DavidSharp, managing director of Workplace Law, said:”While the majority of businesses have taken positive steps to make theirworkplaces accessible, we wonder whether the message about service has reallybeen understood. “There’sno point in changing your building if you don’t change the attitudes of thepeople who work in it,” he said. “That’s where the challenge of thenext three years will lie – especially with a new Disability Bill on thehorizon.”LewisSidnick, policy adviser atthe British Chambers of Com-merce,said that being accessible did not have to be expensive. “Fromdisability awareness training for staff, to changing door handles, there are anumber of simple changes that you can make,” he said.Itis estimated that more than two million businesses, including hotels, restaurants,cinemas, dental surgeries and health clubs will be affected by the changes.www.drc-gb.orgDDA – top 10 tips for employers– Understand disability – not all impairmentsare visible–Diversity policy – develop adiversity policy and implement it–Ensure good practice in recruitment – think about using the disability press towiden your pool of applicants. Consider making application forms available inalternative formats, such as large print or Braille–Pre-interview questioning – ask whether anyone has any specific requirements sothat you can make adequate preparations before the recruitment interview –Staff training – consider disability awareness training for all your staff–Audit your premises – changes made could be as simple as lowering lightswitches, or redecorating to provide better contrast for someone with a visualimpairment–Modify equipment – you might have to provide special equipment, such as anadapted keyboard for someone with arthritis–Plan ahead – if you are planning to make a change, making reasonableadjustments at an early stage could prove cost-effective in the long run–Be flexible – allow flexible working where possible, time off work for medicaltreatment, and phase people back into work following illness–Be fair – you should not require more of a disabled person in relation toperformance or conduct than you would require of anyone elseSource:Department for Work and PensionsBy Mike Berry Related posts:No related photos. Previous Article Next Article Comments are closed. Businesses must adapt to accommodate disabilitiesOn 21 Sep 2004 in Personnel Today
View post tag: ONR View post tag: Spotlight View post tag: News by topic View post tag: report GAO Report Puts Spotlight on ONR’s Role in US Navy View post tag: GAO View post tag: Naval View post tag: Navy March 29, 2013 A new report issued by the US Government Accountability Office (GAO) puts a spotlight on the Office of Naval Research (ONR) for effective ways to get new technologies out of the lab and into the hands of the war-fighter.The report, “Defense Technology Development,” released this month after a year-long study, looks at programs across the Department of Defense (DoD) that transition research into actual use, or acquisition, by Sailors, Marines, Airmen and Soldiers.ONR is the Department of the Navy’s science and technology (S&T) provider, charged with discovering, developing and transitioning innovative S&T to meet warfighter needs. The command’s Future Naval Capabilities (FNC) program—responsible for developing QuikClot blood-clotting agents, single-coat ship tank coatings to reduce corrosion damage, and much more—is cited in the report for finding efficient, cost-effective ways to make research functional.“Establishing clear and consistent commitments and communication channels among stakeholders is fundamental to managing transition projects and achieving transition,” the report says. “We found the Future Naval Capabilities program provides a good example of senior leadership positively affecting project management activities.”Since its inception in 2002, the FNC program is designed to develop and transition cutting-edge technology products to acquisition officers within a three- to five-year timeframe. The GAO reports that across all military services and departments, the FNCs have the highest historical transition rate, at 86 percent. “Getting the most effective, useful technologies to our Sailors and Marines is critical,” said Chief of Naval Research Rear Adm. Matthew Klunder. “Without the right processes in place, even the best ideas might not make it through to the fleet.”The road from research idea to tangible capability can be long and complex, involving multiple demands from different players. The FNC program goal is to ensure warfighter needs are addressed in an expeditious and fully vetted manner.The report acknowledges that this isn’t always easy, and commends the best practices by research programs across DoD—including the creation of Integrated Product Teams (IPTs) that get early commitment and regular input from the warfighting, acquisition and scientific communities, among others. “In the case of the Navy,” the report states, “IPTs identify capability gaps, provide input on which S&T projects may address those gaps, assess project progress, make sure transition strategies remain valid, and confirm funding is aligned to support transition.”ONR uses multiple assessment and tracking tools to measure transition efforts and outcomes. “Multiple, ongoing reviews help us document success—and to understand the reasons when a technology fails to transition,” said Dr. Thomas Killion, who heads ONR’s Directorate of Transition. “That helps us improve our processes and increase the likelihood of successful transition in future technology development programs.”The report notes that “by maintaining this level of tracking, the Navy is better aware of the benefits and obstacles associated with a substantial portion of their S&T portfolio, which may better inform decisions made by Navy leadership.”ONR’s rapid-turnaround program, TechSolutions, which takes requests from Sailors and Marines for quick solutions to capability problems in the field, also receives favorable mention in the GAO report, as does the cost-cutting Manufacturing Technology, or ManTech, program.Since its inception in 1946, ONR research efforts have supported the development of the laser; GPS; transistors; fiber optics; radar; cell phones and more.[mappress]Naval Today Staff, March 29, 2013; Image: ONR View post tag: PUTS Research & Development Back to overview,Home naval-today GAO Report Puts Spotlight on ONR’s Role in US Navy View post tag: role View post tag: usa Share this article