Innodis Ltd (HWF.mu) listed on the Stock Exchange of Mauritius under the Industrial holding sector has released it’s 2014 interim results for the third quarter.For more information about Innodis Ltd (HWF.mu) reports, abridged reports, interim earnings results and earnings presentations, visit the Innodis Ltd (HWF.mu) company page on AfricanFinancials.Document: Innodis Ltd (HWF.mu) 2014 interim results for the third quarter.Company ProfileInnodis Limited is a Mauritian company that operates in the production and sale of various food and non-food items across the company’s segments which include Wholesale and Retail, Production and Distribution, amongst a few others. Within their production and distribution segment, the company engages in poultry farming, distribution of chicken, ice cream, yoghurt and other frozen food items, manufacturing, marketing and distribution of food and grocery products. Whilst in the ‘others’ segment they focus on manufacturing and distribution of animal feeds, as well as manufacturing, imports and distributive trading, retailing, franchising and consultancy. The Company, through its Poultry Division, produces chicken with an integrated operation of breeding farms, hatchery, broiler farms, quarantine farm and processing plants. It offers ice cream, and yoghurt and sterilized milk. Innodis Limited is headquartered in Port Louis, Mauritius. Innodis Limited is listed on the Stock Exchange of Mauritius
CopyAbout this officePrimer Piso ArquitectosOfficeFollowProductsConcreteBrick#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesInterior DesignResidential InteriorsHouse InteriorsOn InstagramOn FacebookArgentinaPublished on April 30, 2020Cite: “Martinez 3458 Building / Primer Piso Arquitectos” [Edificio Martinez 3458 / Primer Piso Arquitectos] 30 Apr 2020. ArchDaily. Accessed 10 Jun 2021.
Children’s charity Action for Children and transport group FirstGroup have reached their £1 million partnership target after just one year, two years ahead of target. The funding provides mental health support for vulnerable and disadvantaged children across the UK.Since the partnership began in April 2018 FirstGroup colleagues cycled, skipped, baked and even sky dived to fundraise for Action for Children. The total raised was boosted by corporate donations and the commercial value of gift in kind advertising space on FirstGroup’s bus and rail networks.First Group staff pose in an Action for Children photoframeFirstGroup’s fundraising has enabled the charity to fund a mental health practitioner working directly with families at Action for Children’s services. Since the partnership launched in April 2018, over 240 hours’ worth of intervention programmes have helped families. In addition 139 Action for Children staff have received training to help those children and families they see struggling with mental health problems. Howard Lake | 14 August 2019 | News Record breaker 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. FirstGroup and Action for Children partnership reaches £1 million target early 503 total views, 1 views today Tagged with: corporate fundraising One FirstGroup staff member even broke a world record while fundraising for Action for Children! GWR employee Simon Ashton hosted a Skipathon at Plymouth Station last October, breaking the record for the most number of skips in 12 hours (79,023) and raising over £1,500 at the same time.Matthew Gregory, Chief Executive, FirstGroup, said:“FirstGroup is incredibly pleased to support Action for Children in helping young people on their journey to better mental health. We are really proud that thanks to the efforts of FirstGroup employees and the impact of the gifts in kind we have donated, we have already reached a partnership value in excess of £1m and we look forward to supporting Action for Children through a further two years of our partnership.” Advertisement 504 total views, 2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis8 GWR- Continuous Improvement Manager Simon Ashton from Great Western Railway attempts to break the world record for 76,196 jumps over a skipping rope in 12 hours, at Plymouth Station in Devon. 20/10/2018 AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis8
RSF_en April 6, 2004 – Updated on January 20, 2016 Journalist badly wounded in murder attempt News Organisation BangladeshAsia – Pacific RSF calls for the release of Bangladeshi journalist Rozina Islam, unfairly accused of espionage February 26, 2021 Find out more Receive email alerts Follow the news on Bangladesh May 19, 2021 Find out more Help by sharing this information to go further BangladeshAsia – Pacific Bangladeshi writer and blogger dies in detention News News A journalist was seriously wounded in the head and back after two unidentified youths fired several shots at him in a dangerous southern district of the capital Dacca.Condemning the attack on Delwar Hossain, Reporters Without Borders said, “as long as local gangsters can operate with complete impunity and only the media has the courage to expose them, the life of journalists in Bangladesh will always be in danger”.”Unless the government acts firmly now the situation can only worsen,” the international press freedom organisation added. Hossain, corespondent in Keraniganj for the daily Jugantor was talking to a salesman at the advertising agency Cimax Sign, on 4 April when two adolescents came in, witnesses said. The youths checked the journalist’s identity and then fired several shots at him before fleeing.After surgery and 24 hours in intensive care, doctors at Dacca hospital said that Hossain was out of danger.The following day, Hossain said he had been targeted after publication of one of his articles that condemned the murder of a businessman by local gangsters, in this case by a gang known as “Five Star”. Hossain said he had received death threats from the same gang shortly before the shooting.Keraniganj district covered by the journalist is considered a high risk area. Murder, extortion, robbery and rape are daily occurrences. The local press club demonstrated on 5 April to demand the immediate arrest of those responsible for the attack. News Bangladeshi reporter fatally shot by ruling party activists February 22, 2021 Find out more
Nine til Noon Show – Listen back to Monday’s Programme Arranmore progress and potential flagged as population grows RELATED ARTICLESMORE FROM AUTHOR Facebook Previous article1,000 Covid cases daily in two months’ time, expert claimsNext articleTrial begins in Australia of Donegal men accused of murder News Highland Convoy shop revealed as seller of lucky lotto ticket! Pinterest By News Highland – August 26, 2020 Important message for people attending LUH’s INR clinic Pinterest News, Sport and Obituaries on Monday May 24th WhatsApp Loganair’s new Derry – Liverpool air service takes off from CODA Convoy is celebrating today after the National Lottery confirmed the winning store which sold last Saturday’s Lotto jackpot winning ticket worth €2.5M.The winning Normal Play ticket was sold at Harris’ service station in the east Donegal village.Owner of the winning store, Evelyn Harris was overjoyed by the news once she was informed of the win by the National Lottery late on Tuesday evening. She said that she has always promised her customers a Lotto win and is overjoyed to see her dream come true for one of her lucky customers. She said: “This is huge for the village of Convoy and I know that we’re going to be talking about this Lotto win for many years to come. Any of our customers will tell you that I am absolutely stone mad but I have been promising them that I would deliver a Lotto win to the town and it’s finally happened! Every time I sell a Lotto ticket to one of my customers, I wish them an extra little bit of luck and some of them even tell me that they’ll bring me on holidays if they won the jackpot! Who knows, I might have to pack my suitcases in the next few days if it is a local winner!”She added: “This is an incredible community and we are delighted to be in business here for the past 18 years. The vast majority of our customers are from the local community so we are going to thoroughly the celebrations today and whoever the winner is, I know this entire village will be 100% supportive of them with this life-changing win. We certainly wish them every bit of health and happiness for many years to come.”The National Lottery has also confirmed that the Donegal player who scooped the €2.4 million Lotto jackpot on Saturday night has made contact and arrangements are now being made for their prize to be paid. Twitter Google+ Google+ Twitter Facebook Homepage BannerNews WhatsApp Community Enhancement Programme open for applications
MicroStockHub/iStock(KENOSHA, Wis.) — Police took a 15-year-old “person of interest” into custody Friday morning in the shooting of a 16-year-old girl and her mother at a Wisconsin home. The teenage victim, identified as Kaylie Juga, died at the residence in Kenosha, some 40 miles south of Milwaukee. Her mother was taken to a local hospital in serious but stable condition, according to the Kenosha Police Department.No one else was inside the home at the time. The 15-year-old suspect was taken into custody Friday morning, police said, “without further incident” in Racine, Washington. Police said they are not seeking other persons of interest.Authorities believed for a time there was a standoff situation at the home, before later entering and finding the two victims, Milwaukee ABC affiliate WISN-TV reported.Detectives believe the boy, who police say had a relationship with Juga, fled the scene. Before being taken into custody, he was believed to be armed and considered dangerous, police said.Copyright © 2019, ABC Radio. All rights reserved.
Comments are closed. The Orange wellbeing team shares its experience of how technical advancescan help deliver a contemporary occupational health service, by Sarah Davison Patterns of work have changed dramatically over the past few years and therehas been a massive expansion within the telecommunications industry. Faced withthe enormous rise in this type of employment, coupled with the Government’scommitment to improve the health of the working population and recommendationsset out in the national OH strategy, the occupational health service attelecoms service provider Orange realised it needed to change to meet thesedemands. Therefore the occupational health team was relaunched in June 2001 andrepositioned within the organisation as Orange wellbeing. This new imageencapsulates the company’s vision, mission statements and brand values. The team wanted a clear, distinct vision for occupational health, whichwould enable staff to access occupational health information wherever,whenever, and however they could. In so doing we would deliver an image thatwas simple, honest, friendly and dynamic. The OH team Historically, there has always been an occupational health presence withinthe company, but the past two years has seen the team develop a strong positionwithin the organisation, supported at board level. A manager was appointed lastOctober, reporting to human resources and there is now a team of six qualifiedoccupational health advisers, two OH practitioners with three consultant OHphysicians, a trainee physician and an OH physician. We felt as a team that while the business was supporting our role, we neededto position ourselves in such a way that we would be seen as an integral partof the business. We also aimed to offer the company an insight into the roleand benefits of having a comprehensive in-house occupational health service. Wefelt we needed to develop our own unique identity, which complements the distinctOrange brand. There were a number of influencing factors. Firstly, although we workedwith- in a communications industry, we felt we were not communicating verywell. The management just did not understand what we were saying, which perhapsis not an unusual situation. However, Orange is a company with no directproduct but rather an image. We had to learn to talk the right language tocommunicate. Secondly, although all members of the OH team practised current andcontemporary occupational health, we had no clear strategy or direction withinthe scope of the service provided. Orange also has a large and diverseworkforce with employees spread throughout the country working in differentenvironments from communications and retail to technical and support sectors. An added complication within the organisation is that there are severaldifferent functional directorates each with a different management team. Weneeded to be recognised across all these differing functions. We were alsofaced with differing health issues across the organisation. We had to considercall centre working practices, exposure of technical staff to radio frequency,the problems experienced by lone workers and other health issues affectingstaff working in retail. Strategy development So, what did we do? As a team we set about developing a strategy thatsupported the business strategy. This had to demonstrate how we could andshould be adding value to the business. We developed a clear and simple referral process to the department as wellas a mental wellbeing policy. Attached to this is a self-awareness trainingpackage, which we are currently delivering within the business functions, inaddition to looking at health surveillance issues and health promotion. We knewthis was just the start, however, so in March 2001 we carried out an innovativebusiness needs analysis. We used the internal computer network to send out a survey to randomlyselected staff across the business functions. We asked participants to completea comprehensive questionnaire. The resulting data was collated and analysed toestablish actual perceptions of our service. We used the results to help planthe next phase of the strategy – the launch. There was an urgent need to inform all employees about what we did and howthey could access the services we provided. To support us, the company fundedour campaign. This allowed us to approach an external advertising agency toprovide professional support in designing our brand image, and to help us toreposition occupational health within the business. The result was Orangewellbeing. Orange wellbeing Wellbeing is a concept that has several key values each linked to one of theimages that collectively form wellbeing. – The overall term ‘wellbeing’ is represented by the smiling man, and is theterm used to describe the team as a whole – ‘Well looked after’, represented by the girl with the plant, allows accessto services provided by the wellbeing team and describes the support providedfor managers – ‘Well balanced’, represented by the skater, provides information abouthealth issues such as physiotherapy, mental wellbeing, and alternative health – The ‘well-motivated’ image (the girl in the lotus position) is used when,as a team, we carry out initiatives that require people to do things – The ‘well-supported’ image (feet) refers to access to health promotioninitiatives Along with the ‘well’ words linked to the imagery, there are additional wellwords – well-informed, well-connected and well-travelled – that we can use topromote services and initiatives. We are currently getting used to the brandand have to be very clear which ‘well’ word we use with each image. How we usethe image is also strongly controlled under brand guidelines. In developing wellbeing, we wanted a look that was simple and that staffcould connect with. It also needed to be exciting and fresh and fit in with theOrange brand image. We wanted to be able to move away from the traditionalwording of occupational health and ensure our leaflets and publicationsreflected a new, young and vibrant team. The scheme is launched The launch in June 2001 was the climax of six months of hard work. Theintranet site went live and in the three weeks prior to this we used a seriesof teasers designed to whet employees’ appetites. These consisted of computerstart screens, poster teasers and internal communications, all aimed at gaininginterest. The strategy worked and by the time of the launch we had had a massiveamount of hits to the site indicating enormous interest from managers and otheremployees. A leaflet presentation went to the executive board of Orange and thelaunch climaxed with each site/region organising a roadshow. Fifteen-ft displayboards were used at the roadshows along with a range of activities designed topromote wellbeing. There were demonstrations of chair aerobics, information onalternative health initiatives and on-site physiotherapists and osteopathstalking about their role in maintaining employee health. The roadshows allowed employees to meet the wellbeing team for theirregion/site and proved to be a very useful exercise in the promotion ofoccupational health issues. It allowed us to be seen as fresh and exciting. Theinterest from each roadshow surprised even the most cynical of us and formed astarting block for the launch of orange wellbeing. As a team, we feel that in a short time we have learnt to talk the rightlanguage and that the initiatives we run seem to have a more appreciativeaudience and a better response. Our policies and documentation reflect Orange’slook and feel, they are clear, simple and easy to follow, and most importantthey deliver the message. The Intranet All of us, however, feel the intranet site has been our most excitingdevelopment. We are now looking at wellbeing communications in 2002. This willtake the form of greater control over the material that is published, includingon the intranet site. We also aim to develop a quarterly newsletter which will allow staff whocannot access the intranet the opportunity to tap into wellbeing and becomemore familiar with occupational health issues. Conference presentation This has been an amazing year for us and we were extremely proud to presentour new identity to the RCN’s Society of Occupational Health Nursing Conferencein November. As a team, we are passionate about occupational health. We all have our ownareas of interest which support the strategy and delivery to the business. Thishas greatly helped to form the innovative team we are today. We are currently working on a self-awareness training module for managingmental health issues. We have our own interactive document cabinet where we cansource information, ensuring that we are a united team delivering andpractising consistently. Much work has been done on the development of a monthly reporting system sothat we can start to look at trends and provide evidence for futureinitiatives. We have also compiled a very comprehensive audit document uponwhich we will be examining performance against written service level agreementsand seeking to deliver continuous improvement in everything we do. We believe that we have become one of the first in-house occupational healthteams to deliver a service that fits completely with the company’s image andbeliefs, adopting its brand values and mission statements into our ownpractice. The results so far have been encouraging and we are looking forwardto a future where we can continue to develop. Sarah Davison is Orange’s Occupational Health Adviser for Tyneside Related posts:No related photos. The future is OrangeOn 1 Mar 2002 in Personnel Today Previous Article Next Article
This is the third Annual Report published by David Bolt since he took up the post of Independent Chief Inspector of Borders and Immigration in May 2015. Between 1 April 2017 and 31 March 2018 the Chief Inspector conducted 20 Inspections and made 91 recommendations.Independent Chief Inspector of Borders and Immigration, Annual Report for the period 1 April 2017 to 31 March 2018
Press release: New system launched to maintain environmental standards on harmful gases in No Deal Brexit scenario
Businesses looking to secure an F Gas quota for the first time would need to wait until after 12 April 2019 before they can use their quota to import gas. Anyone registering after 12 April 2019 would not get a quota for 2019; Businesses that produce or import F gas or ODSs in the UK must register to the new UK system. Businesses are able to register between 11 February and 12 April 2019. UK businesses which are already registered on the EU system will receive an email from Defra about how to register. Other businesses can also register online; The government has launched a new system to ensure the UK maintains current restrictions on the use of fluorinated greenhouse gases in the event of a no deal Brexit.The new online system, launched today, will control the use of these harmful greenhouse gases that contribute to global warming. This includes Fluorinated gases (F gases), powerful greenhouse gases used in refrigerators and air conditioners, as well as Ozone Depleting Substances (ODS), which damage the Earth’s ozone layer.If the UK leaves the EU on 29 March without a deal, UK businesses that produce or trade in these gases or products that contain them will have to register on the new system by 12 April 2019. This will replace the current system which controls emissions for all EU Member States.The new system will enable the UK to continue its ambitious commitment to phase down the use of F gas by 79% between 2015 and 2030 to combat climate change.Environment Minister Thérèse Coffey said: Under the new requirements, if the UK leaves the EU without a deal: UK businesses that export F gas or ODSs, or products containing them, to the EU would need to set up an office in the EU or appoint an Only Representative to meet EU regulations; and Delivering a negotiated deal with the EU remains the government’s top priority, but it is the job of a responsible government to ensure we are prepared for all scenarios, including no deal. The new system is part of the government’s commitment to maintain environmental standards once we leave the EU. The continued phase out of harmful greenhouse gases is critical to the global fight against climate change. Businesses and members of the public that use products that contain F gas or ODSs should continue to operate as they do now as regulations and supply will remain the same. Businesses that register before exit day (29 March 2019) will be able to operate as normal from 30 March 2019. Anyone who registers between 30 March and 12 April 2019 would have to wait for their registration and quota application to be approved before they can trade; UK businesses that import products containing F gas or ODSs must be authorised under the new UK system; Technicians qualified in the UK to service products that use F gas or ODSs, such as refrigerators and air conditioners, will continue to be authorised to operate in the UK but not in the EU.UK certified technicians who work in the EU should monitor decisions made by the EU Commission and Member State governments.Businesses and technicians that may be affected should read the latest guidance on using and trading in F gas and ODSs after the UK leaves the EU.
Rail passengers spent more than £11m in coffee shops at Britain’s biggest railway stations from April to June this year. The figures from Network Rail showed a 6% rise compared to the same period last year.Those commuting via London Victoria forked out more than at any other station, parting with £1.6m. London Waterloo followed with a spend of £1.5m and London Liverpool Street with £1.1m.Network Rail (NR), which runs 18 of Britain’s busiest stations, said the spending helped the company achieve a 13th successive quarter of retail growth, according to the Express & Star.Hamish Kiernan, NR director of retail, said: “These figures are further evidence of Network Rail’s success in modernising and transforming stations into destinations in their own right.”We aim to enhance the overall passenger experience and continue to cater to the demands of the modern traveller as well as generating retail profit to reinvest in our railway.”