Zeco Holdings Limited (ZECO.zw) listed on the Zimbabwe Stock Exchange under the Engineering sector has released it’s 2014 abridged results.For more information about Zeco Holdings Limited (ZECO.zw) reports, abridged reports, interim earnings results and earnings presentations, visit the Zeco Holdings Limited (ZECO.zw) company page on AfricanFinancials.Document: Zeco Holdings Limited (ZECO.zw) 2014 abridged results.Company ProfileZeco Holdings Limited builds rail wagons and locomotives through its subsidiaries for utilities in Zambia, Tanzania, Mozambique, Ethiopia and Kenya. Formerly known as Resco, the company also manufactures roller shutters, electronic garage doors, steel windows and doorframes, burglar bars, filing cabinets and agricultural implements for the Zimbabwe building and construction sector and export to countries in sub-Saharan Africa. In 2008, the company acquired all the assets held by Corbett Holdings (Private) Limited and its operating subsidiaries; Electrical and Mechanical Suppliers and Importers (Private) Limited, Halgor Estate (Private) Limited, FaiT Lux (Private) Limited and Zimplastics (Private) Limited. Zeco Holdings Limited is listed on the Zimbabwe Stock Exchange
TAGSBarnett ParkBenefitsCOVID-19FluFlu ShotsOrange County GovernmentVaccinations Previous articleIn a battle of AI versus AI, researchers are preparing for the coming wave of deepfake propagandaNext article47 cats rescued from local hoarding situation need adopters and foster homes Denise Connell RELATED ARTICLESMORE FROM AUTHOR Please enter your name here You have entered an incorrect email address! Please enter your email address here Share on Facebook Tweet on Twitter From the Orange County NewsroomWith flu season on the horizon and the ongoing COVID-19 pandemic still affecting us, experts and health officials are stressing the importance of getting flu shots. According to the Centers for Disease Control and Prevention, it is likely flu viruses and the virus that causes COVID-19 will both spread this fall and winter.Healthcare systems could be overwhelmed treating both patients with flu and those with COVID-19. This means getting a flu vaccine during 2020-2021 is more important than ever. While getting a flu vaccine will not protect against COVID-19, there are many important benefits, such as:Flu vaccines have been shown to reduce the risk of flu illness, hospitalization and death.Flu vaccines can help save healthcare resources for the care of patients with COVID-19.Upcoming drive-thru flu vaccinations provided free by Orange County Health Services:When: Wednesday, October 14 through Friday, October 16, 2020, 8 a.m. to 1 p.m.Where: Barnett Park, 4801 W. Colonial Drive, Orlando Details: Free, drive-thru flu vaccination while you are able to stay in your car. Up to four people can be tested in your vehicle.Register: Registration is highly encouraged – go to ocfl.net/BarnettFluShots to register – although no appointments are necessary.Know Before You Go:Free of charge. No insurance required.Must be an Orange County residentAges 12+ testedMasks are required while receiving serviceMust wear clothes that do not restrict access to the upper arm. Changing areas will not be available.Those with appointments will receive a packet of free facemasks and hand sanitizer.For questions, contact 407-836-3111. For more information, visit www.ocfl.net/FluShots Free webinar for job seekers on best interview answers, hosted by Goodwill June 11 LEAVE A REPLY Cancel reply Please enter your comment! Save my name, email, and website in this browser for the next time I comment. The Anatomy of Fear Support conservation and fish with NEW Florida specialty license plate
29 total views, 1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Max Clifford: how to work successfully with celebrities AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Howard Lake | 10 June 2011 | News Institute of Fundraising National Convention plenary speaker Max Clifford shares the first golden rule of celebrity endorsement. Tagged with: Celebrity Institute of Fundraising [youtube height=”450″ width=”800″]http://youtu.be/WV9SvsHG0g8[/youtube] About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving.
Councillor’s show and tell of Limerick litter problem Something’s brewing on Nicholas Street NewsSaying ‘I do’ at City HallBy John Keogh – June 19, 2015 925 Print WhatsApp City Mayor vows to be a voice for all Email Linkedin Advertisement Happy ever after for Limerick’s last Metropolitan Mayor Twitter The council chamber in City Hallby Kathy [email protected] up for the weekly Limerick Post newsletter Sign Up COUPLES could soon be able to tie the knot in the council chamber at City Hall, thanks to a motion put forward by Cllr John Gilligan asking the local authority to make the building available as a venue for civil marriage.The Independent councillor told a meeting of the Metropolitan District that the recent marriage equality referendum had made the question of where to get married more prominent.“I believe that civil ceremonies should be held at City Hall. We have a beautiful chamber here in a beautiful setting. The only thing we have to change is our own mindset,” commented Cllr Gilligan.Cllr Marian Hurley (FG) said she agreed that the registry office at St Camillus’s Hospital was “quite dismal” but that she did not feel that City Hall was suitable for people “traipsing in in white dresses” while council staff were doing their work.Her party colleague Daniel Butler agreed and pointed out that “civil ceremonies can happen anywhere now”.However, Cllr John Loftus (AAA) said that as a photographer, he “couldn’t think of a nicer place to have a civil ceremony” and joked that it was one of the smartest ideas Cllr Gilligan had ever come up with.Limerick City and County Council deputy CEO Pat Dowling noted that the HSE must evaluate any venues before a civil ceremony is held there, and added that he would be happy to cooperate if they wished to evaluate City Hall as a prospective venue. TAGScity hallcivil marriageCllr Daniel ButlerCllr John GilliganCllr John LoftusCllr Marian HurleylimerickLimerick City and County Council Limerick Senator encourges public to attend meeting in Castletroy RELATED ARTICLESMORE FROM AUTHOR Council to look at reasons behind city business closures Facebook Previous articleShooting the breeze at County Limerick wind farmNext articleSoccer – Blues bottom at half time #loi John Keoghhttp://www.limerickpost.ie
The Best Markets For Residential Property Investors 2 days ago Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Demand Propels Home Prices Upward 2 days ago Share Save Previous: Housing Confidence High as 2017 Winds Down Next: Fannie Offers $10M for Affordable Housing Solutions Data Provider Black Knight to Acquire Top of Mind 2 days ago Which region in the U.S. lags behind in paying taxes on its residential and commercial property? According to the annual property tax payment analysis by LERETA, a leading national real estate tax and flood service provider, the data points to the Northeast, which leads the country with an 8.9 percent delinquency rate in residential and commercial property taxes. LERETA analyzed delinquency data on 58.2 million records across the U.S. and found a nationwide delinquency rate of 8.4 percent. Approximately 2,474 jurisdictions across the country were included in this year-end review. The Northeastern region scored higher than the national data, indicating a delinquency rate of 8.9 percent in this region. A little more than 800,000 of the more than 9 million parcels reviewed in the Northeastern region indicate property tax delinquency.The southern region also showed a high delinquency rate at 8.8 percent, or around 3.3 million of the 38.4 million records analyzed in this region. That again shows an average that’s well above the national delinquency rate.“We are in a unique position to analyze the effect of current assessor, tax amounts and delinquent data on a portfolio because of the sheer volume of data available to us,” John Walsh, CEO of LERETA, said. The Midwest region of the country scored lowest with a delinquency rate that was below the national average at 6.4 percent, or around 400,000 of the 6.4 million records analyzed in the region. The Western part of the U.S scored closer to the national average with a delinquency rate of 6.9 percent, or around 300,000 of the 4.3 million records analyzed by LERETA.This annual year-end analysis is designed to identify jurisdictions where property tax payments were not made by the economic loss date for the collecting agency. According to the report, an account becomes delinquent when the due date for a tax return or other established liability has passed and the amount due remains unpaid. Penalties and interest begin to accrue on the unpaid tax until the entire balance is paid in full. The Week Ahead: Nearing the Forbearance Exit 2 days ago Data Provider Black Knight to Acquire Top of Mind 2 days ago Delinquency Homeowners LARETA Northeast property tax records region U.S. 2017-12-19 Staff Writer Property Taxes a Struggle for Northeast Homeowners Related Articles Servicers Navigate the Post-Pandemic World 2 days ago The Best Markets For Residential Property Investors 2 days ago in Daily Dose, Featured, Market Studies, News Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Home / Daily Dose / Property Taxes a Struggle for Northeast Homeowners Sign up for DS News Daily Subscribe Servicers Navigate the Post-Pandemic World 2 days ago December 19, 2017 1,610 Views Print This Post Tagged with: Delinquency Homeowners LARETA Northeast property tax records region U.S. Demand Propels Home Prices Upward 2 days ago
ABC News(NEW YORK) — NXIVM’s founder and an actress who was a member of his self-help group were indicted Friday on sex trafficking and forced labor conspiracy charges related to what prosecutors say is a secret society within the group.Keith Raniere, also known as “Vanguard” to members within NXIVM, and Allison Mack, who is best known for her role on the TV series “Smallville,” were both indicted by a grand jury on charges arising from Raniere and Mack’s alleged roles in a secret society within NXIVM. According to the United States Attorney for the Eastern District of New York Richard P. Donoghue, Mack recruited women into what they believed was a “female mentorship group that was, in fact, created and led by Keith Raniere”. Prosecutors say many of the female victims were branded and forced to participate in sex acts with Raniere.Mack was arrested Friday and will be arraigned Friday before United States Magistrate Judge Cheryl L. Pollak. Raniere was arrested in March on a federal complaint and is currently being held without bond at a detention center in Brooklyn. He is also expected to appear in court on Friday afternoonAccording to the U.S. State Attorney’s Office, Raniere was deported by Mexican authorities after he was found outside Puerto Vallarta, Mexico in a luxury villa last month. Two days later, he appeared before a judge at a federal courthouse in Fort Worth, Texas.“As alleged in the complaint, Keith Raniere created a secret society of women whom he had sex with and branded with his initials, coercing them with the threat of releasing their highly personal information and taking their assets,” Donoghue said in a statement released in March.NXIVM is a secretive self-help organization based in Albany, New York, that was founded by Raniere and Nancy Salzman. It touts itself as a “professional coaching company” and its website says it offers “Executive Success Programs,” or “ESP,” in New York, California, Canada, Mexico and elsewhere.In a statement posted on the homepage of the group’s website, “In response to the allegations against our founder, Keith Raniere, we are currently working with the authorities to demonstrate his innocence and true character. We strongly believe the justice system will prevail in bringing the truth to light. We are saddened by the reports perpetuated by the media and their apparent disregard for ‘innocent until proven guilty,’ yet we will continue to honor the same principles on which our company was founded. It is during the times of greatest adversity that integrity, humanity and compassion are hardest, and needed most”ABC News’ “20/20” did an extensive report on NXIVM last year, including interviews with several former members, including Sarah Edmondson, who said she was a member of the group for over a decade.Edmondson told ABC News and said in a complaint to the New York State Department of Health that after attending NXIVM seminars for more than a decade, she was approached about an opportunity to join a secret sorority. Then, one night she said she and five other women were summoned to a house in the Albany area, where they thought they were going to get a tattoo but once there, found out she and the other women were going to be branded.“It was a horror movie,” she told “20/20.” “It was the most inhumane, horrific way to treat anybody. But the most horrific thing is that it’s women doing it to women.”Edmondson said each of the women would lie down naked and then was branded with a cauterizing device, without any anesthesia. When it was her turn, Edmondson said the pain felt “worse than childbirth.”As outlined in the Department of Justice press release, the complaint, which was unsealed last month, alleges that “in 2015, Raniere created a secret society within Nxivm called ‘DOS,’ which loosely translated to ‘Lord/Master of the Obedient Female Companions,’ or ‘The Vow.’ DOS operated with levels of women ‘slaves’ headed by ‘masters.’ Slaves were expected to recruit slaves of their own (thus becoming masters themselves), who in turn owed service not only to their own masters but also to masters above them in the DOS pyramid. Raniere stood alone at the top of the pyramid. Other than the (sic) Raniere, all members of DOS were women.”In a letter Donoghue submitted to the judge in Texas requesting that bail be denied, he asserts that Raniere has had more than 50 DOS slaves under him, many of whom were recruited from within NXIVM’s ranks.“As alleged, Keith Raniere displayed a disgusting abuse of power in his efforts to denigrate and manipulate women he considered his sex slaves,” FBI’s New York Field Office Assistant Director-in-Charge William F. Sweeney Jr. said in a statement in March. “He allegedly participated in horrifying acts of branding and burning them, with the cooperation of other women operating within this unorthodox pyramid scheme. These serious crimes against humanity are not only shocking, but disconcerting, to say the least, and we are putting an end to this torture today.”After reports started surfacing about DOS last year, a letter was posted on the NXIVM website, in which Raniere said, “The picture being painted in the media is not how I know our community and friends to be, nor how I experience it myself. However, as an organization and as individuals, we felt it was imperative that we hire experts to ensure there is no merit to the allegations.“Additionally, I feel it is important to clarify the sorority is not part of NXIVM and that I am not associated with the group,” the statement continued. “I firmly support one’s right to freedom of expression, so what the sorority or any other social group chooses to do is not our business so long as there is no abuse. Our experts, a forensic psychiatrist of international repute, psychologists and ex-law enforcement, say members of the sorority are thriving, healthy, happy, better off, and haven’t been coerced. Furthermore, the sorority is proud of what they created and want to share their story. I am confident they will be addressing you very soon.”Copyright © 2018, ABC Radio. All rights reserved.
How doncaster council fought backOn 1 Sep 2003 in Personnel Today Comments are closed. Previous Article Next Article Ross Wigham charts the progress made by one council when it decided to put itstraining and development policies at the centre of an improvement programmeDoncaster Council looked down and out. A failing organisation desperate forreform, it was suffering from poor services made worse by allegations ofcorruption against some of its senior managers. Transforming a failing organisation is a tough enough task, made even harderwhen leaders are at the heart of the problem, but the HR team is now receivingplaudits for successfully turning things around. The HR and training policies have been singled out for praise for playing avital role throughout the process, which has seen the council identified as oneof the fastest improving in the country. The council hit the headlines between 1997 and 2001 for all the wrongreasons. Councillors were jailed after an expenses fraud scandal, while othermanagers were accused of junketing at the taxpayers’ expense, and a planningofficial was sent to prison after accepting benefits from a local businessman. HR strategy was key However, the Government’s Comprehensive Performance Assessment (CPA)programme recently cited the HR strategy as key to improvement which has nowseen Doncaster awarded a ‘fair’ performance rating. Head of HR Mandy Coalter says the first step was to draw up a new vision forthe council, and to put HR and training at the very heart of Doncaster’svalues. She developed an HR strategy to reflect the overall goals and values ofthe council, which included management development training and improvedcommunications. This plan was then embedded into the overall strategy,reflecting the council’s new commitment to developing its 14,500 staff. “We’ve modernised Doncaster by focusing on skills,” she says.”If we want a forward-looking council we have to be a forward-lookingemployer. It’s about capacity and skills, and we provide the organisation withthe tools to deliver,” she says. Training the staff to appreciate the council’s goals proved so successfulthat when the CPA inspectors arrived, every employee interviewed was able toidentify them. However, it was the body’s transforming leadership programme,which brought the borough’s elected politicians and managers together, andreally caught the eye of the CPA. “It’s very rare this ever happens in local government. It reallyconnects political leadership with the management values within the council,building political awareness and making for a more joined-uporganisation,” she says. Kay Leigh, HR manager for learning and organisational development, was theperson responsible for putting the innovative leadership programme together. She wanted the council’s elected members and senior managers to communicateand work more effectively, because both were crucial to every aspect of thecouncil’s operation. This training initiative was actually the first time thetwo groups had been brought together formally. “Training gave people the opportunity to stand back and to think abouttheir role and what they could do differently to help move the organisation forward,”Leigh explains. The initiative arose following research taken from a cross-section ofemployees which highlighted some key training needs for the top of theorganisation, and leadership was one of the key issues identified. Leadership skills “We looked at the whole area of leadership, what it means and howindividuals can relate to it. We wanted them to look at themselves and theirleadership skills, and then think how they could improve,” she says. The roll call for those involved reads like a Who’s Who of the local counciland included the borough’s first elected mayor and his deputy, members of thelocal government cabinet, the executive directors, heads of service and thechief executive. “It was a real challenge getting everyone together at the sametime,” recalls Leigh. “It was something of an achievement to get allthe senior managers and elected councillors involved.” Before setting off, everyone on the course went through a 360-degreeappraisal as a base for developing better leadership skills. The initial phaseof the programme comprised a two-night residential course attended by 46councillors and officers and people attended in groups of eight. These twonights away at Cave Castle in East Yorkshire were designed to investigate exactlywhere the skills gaps were and what further action would be needed in thefuture. The attendees first took part in a Myers Briggs assessment to find out eachindividual’s personality type and how they performed as leaders. This wasfollowed by a range of practical leadership exercises and complemented withconstant one-on-one coaching. Personal development Phase one was designed to raise awareness of the issues surroundingleadership and build a level of knowledge that could be developed further at a laterdate. “It was very much the personal development stage of the training.Participants did some group work, but it mainly consisted of lots of one-on-onework and feedback,” says Leigh. After analysis of the first phase was completed, the council decided tochange its plans for the next stage, partly because of the work alreadyachieved and because it was then able to target specific areas for attention. “We decided to tweak the second phase. We found we had slightlydifferent needs and started to focus on the importance of leadership aroundissues such as dealing with change and project management,” Leighexplains. The second phase began with a series of masterclasses using externalspeakers to demonstrate how leadership worked outside the local governmentsector. This was to get the top people at Doncaster thinking about leadership from adifferent perspective and in context with what they had learned from phase one.The council also launched a programme of classroom-based modular training toformalise some of the work done so far. This consisted of four modules coveringleadership, communication and image, change management and project management.HR allowed individuals to choose dates most convenient to them to ensuremaximum attendance at the training courses. Throughout the process, managers were supported with individual coachingcarried out on a one-to-one basis. The training department also arranged bestpractice visits to companies that had excelled in leadership. Leigh says this had the added benefit of bringing the team together.”It’s really improving communication and understanding between the twogroups leading the council,” says Leigh. “It lets people look attheir own behaviour – and in some cases changes it. You get a lot of motivationand commitment because you have such senior-level buy-in.” Leigh and Coalter now hope the focus on the top of the organisation – 94 percent of whom said the training proved a positive experience – will benefit thewhole of the council. “We needed to focus on the top of the organisation and get theleadership right first. We hope that will now flow down throughout the rest ofthe organisation,” says Leigh. The scheme has proved so useful that the council now plans to take another200 staff through the process during the next 12 months. Leadership has become a fundamental part of driving the council forward andHR is following up the course with secondments and more coaching. “We nowplan to cascade this down through our internal trainers who have now startedthe process with the next tier of managers and elected members,” saysLeigh. Innovative approach She is looking to instil leadership qualities in the next generation ofmanagers through the Flying Start programme, which aims to identify potentialmanagement talent and nurture it through internal training, secondments andcoaching. “Leadership is the key thing we want in our managers, so I really hopethis whole initiative can help instil this, starting at the very top,” shesays. The course has been a central factor in helping revive a moribund DoncasterCouncil and Leigh believes other local authorities should consider a similarapproach. “It’s an innovative approach and I think a lot of emphasis should beput on this. Other authorities should look at this as a joined-up approach toleadership.” What is a CPA?The Comprehensive Performance Assessment (CPA) is a key elementof the Government’s framework for the future of local government. Theassessments are carried out by teams from the Audit Commission and they haveinspected every local authority in the country. The CPA makes a judgement on every tier of county councilmanagement across England and published its findings in the form of a balancedscorecard.Each organisation was awarded an overall performance score ofeither poor, weak, fair, good or excellent as well as a rating between one andfour on how it was run and how well its main services were functioning.www.audit-commission.gov.ukHow Doncaster Council performedIn the corporate assessment, the council was strongly praised for itsprogressive HR and training which it said was enabling Doncaster to deliver itsagenda.”Doncaster Council is improving rapidly. Until two years ago the council had some serious failings. The rate of improvement this year has beenexceptional. The transformation hasbeen ably led by an effective partnership between the newly selected mayor andthe chief executive.”The council has a comprehensive HR strategy in place which identifiesthe capacity and skills of staff to deliver are the full potential”Overall rating: FairHow the council was run ***Performance of main services ** Related posts:No related photos.
Emerging HR Leader of the Year prize goes to Selina Rothery of CBREBy Adam McCulloch on 22 Nov 2017 in Awards 2017, Personnel Today, Leadership, PT Awards Selina Rothery (second from left) receives her award from Sue Perkins. Ed Telling Each of the shortlisted entries for the Personnel Today Awards 2017 rising star category are highly valued by their colleagues for their ability to encourage a collaborative culture and develop talent but it was Selina Rothery’s ability to resolve complex employee relations cases and deliver key initiatives that finally swayed the judges. The category was sponsored by Personnel Today JobsWinnerSelina Rothery, CBRE Global Workplace SolutionsHer innovative approach, emotional intelligence, first-class knowledge of her sector and can-do attitude has set apart Selina Rothery since she joined CBRE in 2013 as HR adviser to support two HR business partners across Europe, the Middle East and Africa. She is currently HR business partner for the Project Management (PJM) division leading people matters for 170 UK employees and $25m revenue, overseeing a further 250 project managers embedded in divisions across the company.Selina has consistently added value beyond her role by leading and delivering key initiatives contributing to the business’s success. For example, she achieved closer collaboration between two of CBRE’s HR teams by using knowledge-sharing forums to align HR processes. Her expertise at resolving complex employee relations cases has been apparent in relation to several projects aimed at producing cost benefits, such as when removing the company car fleet benefit within one entity of the business.Since joining as HR lead for PJM in 2016 Selina has led on the acquisition and retention of talent, overseeing a growth in headcount of 40%. She has increased gender diversity in the team by 84%. Selina has improved talent management at the firm, working with the head of HR to design and deliver a talent calibration process including a talent pool workforce planner. Coupled with her instigation of weekly leadership meetings, this has resulted in 10 employees within four months internally transferring into new opportunities. Her use of the talent referral policy has helped produce significant cost reductions on recruitment fees.Runners-upLiz Laughton, Royal College of NursingLiz Laughton is described by colleagues as a “formidable, talented leader”. She has risen at RCN from being HR assistant on joining in 2009 to now being acting head of human resources and organisational development.She has worked in five different roles in the department. At RCN’s publishing subsidiary company, RCNi, Liz worked as acting head of HR on secondment. Her effectiveness in this role led the organisation’s chairman to offer her the role permanently but she chose to return to RCN as acting head of HR and OD.JudgesLaura Guttfield, HR Business Partner, ITNAngela O’Connor, CEO, The HR LoungeBruce Warman, Chairman, Centre for Economic and Business ResearchHer colleagues regard Liz as having been instrumental in helping the RCN achieve Investors in People Gold Status since 2012 and also being acknowledged at the HR Excellence Awards as the Best HR Department.Liz is considered by all at RCN to have the priceless ability of making people feel comfortable and valued, has shown a real ability at achieving tasks and has great vision.Angela Watkins, Midlands Air Ambulance CharityWhether she is designing and implementing a change management project or supporting volunteers in the field, Angela Watkins’ personality shines through, say the charity’s staff.Colleagues say that Angela has time for everyone and the air ambulance service (MAAC) has benefited hugely from her presence. Angela’s remit is to manage all HR aspects for the charity, as well as look after the charity’s governance, business administration, health and safety, risk register, IT infrastructure, and manage the busy administration and logistics teams.She also assists with fundraising events, supports the volunteer programme, and often steps in to assist with projects and the planning of large charity-managed events.Angela joined MAAC in 2012 and soon helped implement and manage a comprehensive training plan to engage, empower and further motivate staff. The staff are encouraged to source their own training requirements, to empower them to take responsibility for their professional development. And through Angela’s leadership of the administration department, 80% of its team have now achieved accredited NVQ qualifications at level 2 or above.By creating a team skills matrix detailing individuals’ key skills and experience, Angela has played a major part in developing internal training within the charity and promoting skills and staff between departments. She has also set up fundraising and finance working groups, enabling open discussion of the charity’s vision and strategy and giving junior staff a voice in the decision-making process. Together with away days and a staff recognition scheme, Angela has played a major role in reinforcing core values within the charity. She has also played a key role in ensuring high quality governance and that third-party suppliers are ethical by establishing a code of conduct.Natasha Whittaker, Microgaming Software SystemsBeing based on the Isle of Man means that finding the right people can be a tough task. However, since joining Microgaming in 2016, talent acquisition specialist Natasha Whittaker has already increased the rapidly growing company’s headcount by 13% in response to a need for new roles, teams and departments.Natasha overhauled the firm’s recruitment process, firstly by redesigning recruitment adverts and. focusing on social media campaigns on Facebook and LinkedIn, using local newspapers far less.Natasha also looked at the candidate experience with the company soon finding that the simple introduction of closing dates and the prescheduling of shortlisting and interview dates would streamline the recruitment process. The company is aware of this chiefly because it was Natasha who also improved its recruitment metrics. To this end she reduced the time to hire by 44% and reduced Microgaming’s agency placements by 13% in 2016.Natasha’s recruitment strategy included an apprenticeship programme aimed at bringing future leaders to the business. The level of detail in Natasha’s planning ensured everyone knew exactly what their responsibilities were and how to go about the task of driving brand engagement with people who might one day lead the company. No comments yet. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website Previous Article Next Article Related posts:No related photos.
Quaternary glaciations in Antarctica drastically modified geographical ranges and population sizes of marine benthic invertebrates and thus affected the amount and distribution of intraspecific genetic variation. Here, we present new genetic information in the Antarctic limpet Nacella concinna, a dominant Antarctic benthic species along shallow ice-free rocky ecosystems. We examined the patterns of genetic diversity and structure in this broadcast spawner along maritime Antarctica and from the peri-Antarctic island of South Georgia. Genetic analyses showed that N. concinna represents a single panmictic unit in maritime Antarctic. Low levels of genetic diversity characterized this population; its median-joining haplotype network revealed a typical star-like topology with a short genealogy and a dominant haplotype broadly distributed. As previously reported with nuclear markers, we detected significant genetic differentiation between South Georgia Island and maritime Antarctica populations. Higher levels of genetic diversity, a more expanded genealogy and the presence of more private haplotypes support the hypothesis of glacial persistence in this peri-Antarctic island. Bayesian Skyline plot and mismatch distribution analyses recognized an older demographic history in South Georgia. Approximate Bayesian computations did not support the persistence of N. concinna along maritime Antarctica during the last glacial period, but indicated the resilience of the species in peri-Antarctic refugia (South Georgia Island). We proposed a model of Quaternary Biogeography for Antarctic marine benthic invertebrates with shallow and narrow bathymetric ranges including (i) extinction of maritime Antarctic populations during glacial periods; (ii) persistence of populations in peri-Antarctic refugia; and (iii) recolonization of maritime Antarctica following the deglaciation process.