Norwegian Ministry of Culture to consult on new gambling laws

first_img Topics: Legal & compliance Subscribe to the iGaming newsletter Norwegian Ministry of Culture to consult on new gambling laws 30th June 2020 | By contenteditor The Norwegian Ministry of Culture is to launch a consultation on consolidating the country’s gambling laws into a single piece of legislation, while maintaining Norsk Tipping and Norsk Rikstoto’s monopolies in the market.The new bill would bring together the existing Lottery Act, the Gambling Act and the Totalisator Act under a group of gambling laws that would apply to the entire Norwegian market.The consultation will run through to 29 September, with a range of stakeholders invited to give their opinions on the proposals.“The purpose of the bill is to improve responsible gaming [standards] and to prevent problems and other negative consequences of gambling,” Minister of Culture and Gender Equality Abid Q. Raja said.“We still want voluntary and non-profit purposes to benefit from the profits that gambling generate, and the bill facilitates this, but at the same time also demands more efficiencies from Norsk Tipping.”Among the key proposals in the bill are for Norsk Tipping and Norsk Rikstoto to retain the exclusive right to offer gambling. Both operators would be subject to strict state control, including the government having a final say on board appointments to each business.The bill would also have the Ministry of Culture assume responsibility for all elements of the gambling market, including rules governing the horse racing sector, which is currently overseen by the Ministry of Agriculture and Food.Remote operators would still not be permitted to offer gambling in Norway if the new bill were to pass into law, while a ban on foreign operators marketing their services to consumers in the country would also remain in place. This goes against the wishes of the Norwegian Industry Association for Online Gaming, which in May called on authorities to consider ending the current gambling monopoly, after research showed an increase in gambling addiction in the country.New marketing regulations would be established for the monopolies with operators would required to ensure their adverts do not target children or people who have excluded from gamblingNorsk Rikstoto and Tipping would also need to carry out regular risk assessments and establish measures to ensure they are operating in a responsible manner, and that their services cannot be used for criminal activities. The country’s regulator Lotteri-og Stiftelsestilsynet (Lotteritilsynet) would also be given more power to ensure that gambling is taking place legally. This would include ordering internet service providers to notify users that when they see marketing from offshore operators, this is both unlicensed and illegal.Aside from traditional gambling, the consultation will also gather opinions on loot boxes in video games and whether these features should be covered by the new set of laws.The new consultation comes after the Lotteritilsynet earlier this month also said it was to launch a survey of the country’s banks to ascertain the approach taken by financial institutions to block payments to offshore sites, and investigate how they support customers with gambling problems.The survey is to be sent out to 170 Norwegian banks during the summer, with all submissions to be anonymised to ensure no enforcement action is brought against respondents. Legal & compliance Tags: Online Gambling The Norwegian Ministry of Culture is to launch a consultation on consolidating the country’s gambling laws into a single piece of legislation, while maintaining Norsk Tipping and Norsk Rikstoto’s monopolies in the market. Regions: Europe Nordics Norway AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter Email Addresslast_img read more

New grants for community media projects in S Yorkshire

first_imgNew grants for community media projects in S Yorkshire Howard Lake | 8 June 2005 | News Advertisement AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis  12 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Community Media Association, which provides access to the media for people and communities, has announced two new grants for new and existing media projects in South Yorkshire.The new grants are available to certain areas of South Yorkshire. 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.last_img read more

Many pubs and restaurants in Limerick close due to COVID-19 concerns

first_img TAGSCommunityCoronavirusCovid 19healthLimerick City and CountyNews People photo created by freepik – www.freepik.comMANY of Limerick’s pubs and restaurants have closed to help tackle the spread of COVID-19, however, some were remaining open while they “closely monitored” any new developments.The Locke Bar and Restaurant, a multi-award winning establishment, owned by retired Irish rugby star Richard Costello, was one of the first to shut its doors on “moral grounds”.Sign up for the weekly Limerick Post newsletter Sign Up A post on from the pub’s Facebook page read: “Due to the unprecedented events of the last few days and after much consideration, we have made the decision on moral grounds to close the Locke for the safety of our staff and customers  until further notice.”A spokeswoman for the pub which has won accolades including Ireland’s Best Tourist Bar, Irish Music Pub of the Year, and Dining Pub of the Year, said they had closed the pub until at least “the 29th of March”.Pharmacia on Sarsfield Street also shut its doors leading to the “cancellation of upcoming events”.A spokesperson for the pub said they would “revisit the situation at the end of the month and operate under the guidelines set out by the HSE”.Former Limerick hurling legend Dave Clarke, shut his pub in Bruff, Co Limerick, “until further notice”.The proprietor urged “everyone in our community to take care and staff safe in this time of uncertainty”.Long-term fast food haunt, Chicken Hut, which enjoys a cult following in the Treaty City, was offering a take-away service only.Others who took the decision to close included tourist pub Katie Daly’s Pub and Kitchen; The Riverside Restaurant, Croom.Restaurants that announced closures to combat COVID-19 included Marco Polo and Jasmine Palace, both located on O’Connell Street.Popular eatery Texas Steakout, stated on its Facebook page that it was open for business while “closely monitoring new developments regarding COVID-19”.“The health and safety of our customers and employees is of the utmost importance. We are committed to doing everything we can to make the Texas Steakout a respite when you visit our eatery.”The restaurant said it was “raising our usual standards of cleanliness and health & safety even higher”.“We have implemented several new policies and procedures with Hand Sanitisers located throughout public areas and back of the house.”Cleaning of surfaces is taking place “multiple times throughout the day” and “all tables, condiments & chairs are throughout cleaned after every use”.The restaurant stated it “will endeavour to space our customers as far apart as possible and our restaurant layout is broken into 11 segregated areas with stone walls between. The restaurant is fully air-conditioned and ventilated to a very high standard.”They added: “All our staff fare fully versed on all procedures and are fully supportive of all measures that are being taken for the health and protection of our customers and families.” Linkedin RELATED ARTICLESMORE FROM AUTHOR Mass COVID testing to take place at University of Limerick following fresh outbreak of virus among student population Email Covid antibody testing opens to public at Shannon Airport NewsCommunityHealthMany pubs and restaurants in Limerick close due to COVID-19 concernsBy David Raleigh – March 15, 2020 1978 Facebook Advertisementcenter_img Twitter WhatsApp Previous articleSinn Féin President asks for measures to be taken as Social distancing advice not being heededNext articlePieta’s Darkness Into Light postponed David Raleigh Print Limerick health chiefs urge public not to withhold information on virus contacts, as they investigate “complex and serious outbreaks” across midwest region Institute of Public Health addresses loneliness as a challenge to national health in light of Covid-19 restrictions Limerick Post Show | Careers & Health Sciences Event for TY Students Government announces phased easing of public health restrictions last_img read more

Presence Of Arbitration Clause In Contract Between State Instrumentality & Private Party Does Not Oust Writ Jurisdiction Under Article 226: Supreme Court

first_imgTop StoriesPresence Of Arbitration Clause In Contract Between State Instrumentality & Private Party Does Not Oust Writ Jurisdiction Under Article 226: Supreme Court LIVELAW NEWS NETWORK17 Feb 2021 4:30 AMShare This – xThe Supreme Court observed that presence of an arbitration clause within a contract between a state instrumentality and a private party is not an absolute bar to availing remedies under Article 226 of the Constitution.The bench comprising Justices DY Chandrachud and MR Shah observed that the State and its instrumentalities are not exempt from the duty to act fairly merely because in…Your free access to Live Law has expiredTo read the article, get a premium account.Your Subscription Supports Independent JournalismSubscription starts from ₹ 599+GST (For 6 Months)View PlansPremium account gives you:Unlimited access to Live Law Archives, Weekly/Monthly Digest, Exclusive Notifications, Comments.Reading experience of Ad Free Version, Petition Copies, Judgement/Order Copies.Subscribe NowAlready a subscriber?LoginThe Supreme Court observed that presence of an arbitration clause within a contract between a state instrumentality and a private party is not an absolute bar to availing remedies under Article 226 of the Constitution.The bench comprising Justices DY Chandrachud and MR Shah observed that the State and its instrumentalities are not exempt from the duty to act fairly merely because in their business dealings they have entered into the realm of contract.In this case, the Division Bench of the Telangana High Court had upheld the order of the Single Judge on the liability of Telangana State Industrial Infrastructure Corporation to refund an amount of Rs 165 crores to Unitech (Case pertains to a contractual dispute between TSIIC and Unitech). This order was passed while allowing a writ petition filed by Unitech.  Modifying the single bench order, the Division Bench confined the liability to pay interest only with effect from 14 October 2015. TSIIC approached the Apex Court mainly contending that the High Court ought not to have entertained a writ petition under Article 226 of the Constitution “in a pure contractual dispute” which also contains an arbitration agreement.While addressing this contention, the bench observed that the public law remedy is available for enforcing legal rights subject to well-settled parameters. The court said:Therefore, while exercising its jurisdiction under Article 226, the Court is entitled to enquire into whether the action of the State or its instrumentalities is arbitrary or unfair and in consequence, in violation of Article 14. The jurisdiction under Article 226 is a valuable constitutional safeguard against an arbitrary exercise of state power or a misuse of authority. In determining as to whether the jurisdiction should be exercised in a contractual dispute, the Court must, undoubtedly eschew, disputed questions of fact which would depend upon an evidentiary determination requiring a trial. But equally, it is well-settled that the jurisdiction under Article 226 cannot be ousted only on the basis that the dispute pertains to the contractual arena. This is for the simple reason that the State and its instrumentalities are not exempt from the duty to act fairly merely because in their business dealings they have entered into the realm of contract. Similarly, the presence of an arbitration clause does oust the jurisdiction under Article 226 in all cases though, it still needs to be decided from case to case as to whether recourse to a public law remedy can justifiably be invoked. The jurisdiction under Article 226 was rightly invoked by the Single Judge and the Division Bench of the Andhra Pradesh in this case, when the foundational representation of the contract has failed. TSIIC, a state instrumentality, has not just reneged on its contractual obligation, but hoarded the refund of the principal and interest on the consideration that was paid by Unitech over a decade ago. It does not dispute the entitlement of Unitech to the refund of its principal.The court added that even in the domain of contract, State and its instrumentalities cannot claim an exemption from the public law duty to act fairly.The State and its instrumentalities are duty bound to act fairly under Article 14 of the Constitution. They cannot, even in the domain of contract, claim an exemption from the public law duty to act fairly.14 The State and its instrumentalities do not shed either their character or their obligation to act fairly in their dealings with private parties in the realm of contract. Investors who respond to the representations held out by the State while investing in public projects are legitimately entitled to assert that the representations must be fulfilled and to enforce compliance with duties which have been contractually assumed.The court, allowing the appeal filed by Unitech, also set aside the the direction of the Division Bench of the High Court which confined the liability to pay interest only with effect from 14 October 2015.Case: UNITECH Limited vs. Telangana State Industrial Infrastructure Corporation [Civil Appeal No. 317 of 2021]Coram: Justices DY Chandrachud and MR ShahCounsel: Sr.Adv C S Vaidyanathan, Adv Anuroop Chakravarti,Citation: LL 2021 SC 92Click here to Read/Download JudgmentRead JudgmentNext Storylast_img read more

Authorities refocus search of missing 5-year-old boy on family home near Chicago

first_imgABC News(CHICAGO) — The search for a 5-year-old boy from Illinois who went missing on Wednesday continued into the weekend as police re-focused the investigation on the boy’s family home.Andrew “AJ” Freund, a blond boy who is approximately 3 feet, 5 inches tall, was last seen wearing a blue Mario sweatshirt and black sweatpants in his home at around 9 p.m. — his bedtime — on Wednesday, according to Crystal Lake Police Department detectives.“In reviewing all investigative information thus far, there is no indication that would lead police to believe that an abduction had taken place,” A Crystal Lake Police Department statement said. “At this point, the police department has no reason to believe there is a threat to the community.”The FBI and the National Center for Missing and Exploited Children are also investigating Freund’s disappearance.Jassen Strokosch, spokesperson for the Illinois Department of Children and Family Services, confirmed to ABC News that the agency has been in contact with Freund’s family since AJ was born in 2013. He added that AJ’s younger brother has been placed in a different home.In front of media gathered outside the family home on Friday, Andrew Freund, AJ’s father, said, “AJ, please come home. You’re not in any trouble, we’re just worried to death.”Separately, Freund’s mother, Joanne Cunningham, sobbed in front of reporters during a press conference outside the family home on Friday afternoon but did not speak. In her hand, she held a plastic Goodwill bag that contained pictures of her children.George C. Kililis, her defense lawyer, spoke during the press conference, saying, “Ms. Cunningham doesn’t know what happened to AJ and has nothing to do with the disappearance of AJ. Ms. Cunningham is worried sick, she’s devastated.”He added that he does not know AJ’s father, Andrew Freund and is only representing Cunningham.“Ms. Cunningham cooperated with the police extensively yesterday,” Kililis said. “Until at some point, we got the impression that she may be considered a suspect. I don’t know if she is or not and I don’t know how serious that consideration is. As an attorney, once I realized that, I advised Ms. Cunningham to remain silent from that point on.”Kililis did not immediately respond to a request for comment from ABC News early Saturday.By Thursday, an exhaustive search, including 15 police departments and four drones, covered hundreds of acres of public areas and yielded nothing. A sonar search of Crystal Lake also turned up nothing.Police canine teams “only picked up Andrews ‘scent’ within his home, “indicating that Andrew had not walked away on foot,” the Crystal Lake Police Department statement said.Copyright © 2019, ABC Radio. All rights reserved.last_img read more

Banks push up profits on staff claims Unifi

first_imgRelated posts:No related photos. Comments are closed. The wave of mergers andtakeovers in the banking sector and ensuing job cuts have increased employeeprofitability, according to finance sector union Unifi’s figures.High street banks are makingup to £50,000 profit per employee – in some cases more than three times theirsalaries – according to a report in the union’s in-house journal Fusion.Recently releasedfigures from the big five banks reveal an average 20 per cent jump in pre-taxprofits for last year, despite continuing job losses. It shows that Barclays,for example, made over £40,000 profit from each of its 77,000 employees lastyear.Abbey National’s29,000 staff produced nearly £70,000 profit each, according to the figures. Unifi researcher DavidCowie said continued cutbacks of staff numbers were a key factor behind thegrowing profit-per-employee figures. His research suggests the five largesthigh street banks shed 40,000 jobs between 1994 and 1999.Abbey National iscurrently at the centre of a takeover by Lloyds TSB which, if it went aheadwould result in 9,000 job losses over a four-year period according to thebanks. A spokes- person for Abbey National said, “We don’t have a strategyto make profits at the expense of staff. We pay at market rates, and awardappropriate benefits.”Unifi made asubmission last month to the Government’s Competition Commission opposing themerger because it claims it would reduce jobs, branches and ultimately choice.A Barclaysspokesperson claimed that its staff share in its profitability through sharepurchase and bonus schemes.www.unifi.org.uk Banks push up profits on staff claims UnifiOn 24 Apr 2001 in Personnel Today Previous Article Next Articlelast_img read more

Mission plausible

first_imgMission plausibleOn 1 Oct 2002 in Personnel Today Comments are closed. Previous Article Next Article Mismanagementof international assignments can lead to some assignees feeling they have beendropped in at the deep end by employers. But, with better planning and support,this doesn’t have to be the case. Dennis R Briscoe explainsEver since firms first sent employees overseas to establish and run theirforeign operations, their HR planning has been limited – often because theterminology used to describe the options for overseas assignments has also beentoo limited. Firms have operated as though there was only a limited set of options forinternational assignments. Basically, the terminology used only includedexpatriates (employees sent from headquarters to foreign subsidiaries) andrepatriates (expatriates when they return home) and recently, inpatriates(employees posted to headquarters from foreign operations). Occasionally analternative terminology has been used: PCNs (parent-country nationals), HCNs(host-country nationals) and TCNs (third-country nationals). Recently, terms such as ‘international assignee’ and ‘transnationals’ havebeen used in an effort to more accurately describe the types of employees onoverseas assignments. It also has been an effort to move away from the use ofthe term expatriate, since some people either see it as being a negativedescription or it is used so generically that it describes anyone who is livingin a country other than their own. In the last few years, it has become obvious that these terms do notadequately describe the many types of employees being used to conductinternational business, even though most of the literature in international HRmanagement continues to rely on only this limited set of terms. Because all the HR planning and managing of employees on foreign assignmenthas been oriented to the traditional concept of expatriate, it has made theproblem of deciding how to select, prepare, and manage these new types ofinternational employees increasingly difficult. In addition, managers who arenew to international HR are often constrained in their global staffing becausethe limited terminology used in seminars, books, and articles, doesn’t clarifythe many possibilities. However, as global business has become more pervasive and complex, so hasthe management of the global workforce. It is clear that global firms are nowusing many forms of ‘international employees’, to carry on their internationaloperations. Making international assignments has become more complex and difficult.People are increasingly turning down international assignments for reasons suchas potential negative impact on their families or on their spouse’s careers oreven on their own careers, recognising that such assignments have not alwaysresulted in better assignments when assignees return home. Potential assignees look around their companies and realise their firms don’treally value the overseas experience and don’t provide the necessarypreparation or support to help the assignee and their family cope with theforeign experience. And with the constant pressures to reduce the high costs of traditionalexpatriate assignments, HR departments are being asked to find less-costly waysto service the firm’s overseas business needs. The box lists 21 types of international employees working in multinationalcompanies. Because of this large set of staffing, global HR managers need toaddress a number of questions when making international staffing decisions: – When is it appropriate to use whichever type of international employee? – Do different recruiting and selection strategies and criteria apply tovarying staffing options? How do they differ and which strategies and hiringcriteria apply to the various types of international employees? – Do all international employees require similar cross-cultural training andpreparation to work effectively in international business? Or can the trainingand preparation be varied? According to what? Which type of training and/orpreparation is most appropriate for which type of international employee? – For which business purposes (such as transfer of technology, management orcontrol, management development, project team membership, or contractnegotiation) are the types of international employees best suited? – Which type of international employee delivers the best business results inwhich international setting (such as subsidiary, joint venture, sub-contractoror licensee, or alliance)? – Are there generalisations that can be determined which can help IHRmanagers make their global staffing decisions, as well as helping them decidewhen to use which of the various staffing options listed? The use of a wider set of staffing options will help global HR managers andtheir multinational firms better utilise their global workforces. And answersto these types of questions will go far towards helping global HR managerscarry out their responsibilities for contributing to the global businesssuccess of their firms. International employee options 1. Domestic internationalists –employees who work at the home office but conduct international business (withforeign customers or suppliers, via telephone, fax, and e-mail)2. International commuters –employees who live at home but make daily or weekly trips from home tointernational sites for work or who live at foreign locations during the weekand commute home on weekends3. Long-term business trips –employees who travel for periods, from a few days to a few weeks, and even upto a couple of months, to meet with suppliers or customers or to meet withforeign subsidiary colleagues4. Short-term foreign assignment(less than a year) – typically involves relocation to foreign site (withoutfamily) for technology transfer, contract negotiations, subsidiary start-ups,or to gain international business exposure for management development5. Intermediate-term (12 to 36months) foreign assignments (the traditional PCN) – typically for subsidiarygeneral or functional management or control (eg, accountant), or for managementdevelopment or development of global business perspective6. Long-term – for foreignassignments lasting a minimum of 36 months and up to five years, usually forsubsidiary general management or posting to regional headquarters7. Permanent transferee (oftenreferred to as localisation) – usually for expatriates that stay in foreignassignment longer than five years, in which time an individual is converted to‘local’ status8. International transferee(subsidiary to subsidiary) – used to develop foreign subsidiary employees andto educate them about the culture and international business of the firm(usually the transferee returns home)9. Permanent cadre – individuals whospend most or all of their careers on foreign assignments10. Local hire (the traditional HCN)– increasingly used at all levels of foreign subsidiaries to save costs and todevelop the local workforce11. Immigrant (A) (traditional TCN) –person from a third country hired to work in a foreign subsidiary12. Immigrant (B) – person with workvisa or Green Card status hired on relatively permanent basis to work in parentcountry (eg, nurses, doctors, professors, and IT professionals recruited inforeign countries to fill workforce shortages in the country of the parent firm)13. Internships – temporaryimmigrants, primarily students, on short-term assignments (sometimespreliminarily to possible later hiring)14. Returnee – immigrant employee who is returned to homecountry on assignment15. Second-generation expatriate –immigrant employee sent on assignment to third country to take advantage oftheir expatriation learning from their original emigration16. Just-in-time assignee – recruitedfor just a specific limited-term assignment; hired as an independentcontractor; no long-term commitment, either in foreign assignment or back inparent country 17. Self-initiated foreign workexperience (SFE) – usually describes students who look for work while travelling18. ‘Reward’ or ‘Punishment’ foreignassignments – reward assignments for senior employees near retirement toincrease their salary basis for pension (due to expatriate compensationincentives); punishment assignments for individuals who’s firm wants to ‘getrid of’ for a period of time19. Outsourced – hiring oftemporaries from an employment agency or use of Global Employment Companies (firm-basedcompany used to employ all employees on international assignment in order tocentralise all compensation and assignment management)20. Virtual foreign ‘assignments’ –cross-border teams, increasingly used for product development, projects of manykinds, etc. Employees meet primarily via e-mail, telephone, and video- andaudio-conferences21. Retirees – for example,International Executive Service Corps (retired executives who are willing totake on international assignments, primarily in developing countries) andformer employees ‘called out’ of retirement specifically for foreign assignmentsThe authorDennis R Briscoe teachesinternational HR management at the University of San Diego’s School of BusinessAdministration Related posts:No related photos.last_img read more

SHL Award for Global HR Strategy

first_imgThis award looked for excellence in human resource management acrossborders. Entrants had to demonstrate an effective and innovative approach tointernational HR issues. This might include, for example, managing aninternational team, achieving high quality and consistency in HR policiesinternationally, or global recruitment strategies.Category judgeRalph Tribe is vice-president atGetty Images, a global e-commerce business with 1,700 staff. He joined the firmfrom DA Consulting Group where he was European head of HR, responsible forbuilding an employer brand which helped it become market leader within itsniche. Prior to this, Tribe specialised in business critical HR strategy inhyper growth environments at consultancy QtabCB Hillier ParkerManagement Services TeamAbout the company CB Richard Ellis is a global real estate company with more than 10,000 staffworldwide. However, in the UK the firm is known as CB Hillier Parker. It beganfacilities management operations in 1999 and now operates in 31 countries The challenge The team wanted to create and deliver a high quality HR service forcorporate facilities management clients What the company did – Created consistent processes to manage remote site employees – A model project plan for the transfer of staff – A communication plan to use with clients – Core employee documentation including welcome packs and templates forone-to-one meetings Benefits and achievements – 99 per cent retention rate for transferring employees – Cohesive and stable on-site teams – Well trained and motivated employees – Career progression and mentoring schemes Ralph Tribe says: “A great example of how to build aninternational HR management model with limited resources. The beauty of thisproject is its close connection to the organisation’s growth strategy. Theresults speak for themselves: a thriving business quickly seizing theopportunity to build its international presence on a solid HRinfrastructure.” The teamNo. in HR team 35Staff responsible for 5,000Debbie Walters HR directorSarah Glover HR adviserLouise Huckle HR adviserClaire Hasselby HR assistantCatherine Hitt HR assistantDeloitte & ToucheUK National HRAbout the company Deloitte & Touche UK is part of Deloitte Touche Tohmatsu, the globalprofessional services organisation with 95,000 staff in more than 140countries. The group services a fifth of the world’s largest companies andpublic institutions The challenge To create a fully integrated global organisation capable of deliveringseamless service to its clients. The development of a global HR community witha framework for ensuring the consistency of staff around the world What the company did – Implemented the Global Excellence Model (GEM) – Identified and developed high flyers – Performance measurement – Promote and reward the best people Benefits and achievements – Sharing global ideas and resources through HR community – More motivation and support for individuals – Improved graduate recruitment – Annual 360 degree feedback for all staff – 10.7 per cent revenue growth – 19.3 per cent fee income growth in UK Ralph Tribe says: “An excellent example of how programmes whichintegrate many HR disciplines can quickly put good people management right atthe heart of business processes. The team has developed a living, breathingsystem which has played an important role in delivered significant businessgrowth.” The teamNo. in team 4 head up project, 100 in HR teamStaff responsible for initially 6,000 now 10,000Steve James Partner of HRAnne Walraven Senior manager, Deloitte LearningCelia Evans Personnel manager, Deloitte LearningChristine Dyer senior HR managerSarah De Carteret graduate recruitment managerStandard Chartered BankHR and training re-engineering projectAbout the company Emerging markets bank Standard Chartered operates in more than 50 countriesemploying 28,000 staff. The bank serves both consumer and wholesale bankingcustomers from its 500 global offices The challenge To re-engineer the HR and training function to support a new business modelof growth, merger, e-commerce and acquisition What the company did – Simplified HR and training structure – Improved information via a global database – More efficient and consistent training – Less paper-based training – Web-based system allowing self-service access to employment data Benefits and achievements – Greater access to learning and more learning activity online – Technology enabled managers with more in-depth information – Improved reporting capability – Access to personal and employment related data online – $6m saving this year, with expected future savings of $10m annually Ralph Tribe says: “A hugely ambitious project that serves as asuperb example of just how important teamwork is when it comes to successfullyimplementing large, global, change programmes. What might seem impossiblycomplex at first glance has been transformed into clear and easily understoodstrategy by an HR team spread across 17 different countries.” The teamNo. in team 8Staff responsible for 30,000PK Medappa Project directorNick Jackson Head of technologyCaroline Sharley Head of change managementMohini Subhedar Resourcing team leaderAileen Wong Reward team leaderMiranda Holland Organisation learning team leaderPaul Wiltshire Project managerRU Srinivas Head of shared service centreEwa Lazar Project managerThe sponsorA world-leading organisation operating in more than 40 countries and 30 languages,SHL applies leading-edge psychological practice to design effective, innovativeand transparent evaluation that enables clients to access the power in peoplethrough every stage of their talent management process Previous Article Next Article SHL Award for Global HR StrategyOn 15 Oct 2002 in Personnel Today Comments are closed. Related posts:No related photos.last_img read more

Prosecutor pushes for more LLC transparency

first_img Message* The law mandates that corporations, limited liability companies and even limited partnerships report the name, date of birth, address and a unique identifying number for each beneficial owner.The companies must file the information with the Financial Crimes Enforcement Network. While it would not be public, financial institutions could request it with the consent of the company that reported it. Existing companies have two years to comply with the new rules.Vance also called for Treasury to expand the “Know Your Customer” rules in the Patriot Act, which require banks to make an effort to verify the identity of those they do business with. Vance wants the agency to expand that requirement to private equity firms, the real estate industry and lawyers involved in large transactions.Terri Adler, who chairs the real estate practice group at law firm Duval & Stachenfeld, said Vance should let the Corporate Transparency Act roll out before expanding it. She said additional reporting requirements, particularly those that make personal information public, could drive investors to markets which provide more anonymity.“If you want to use a special purpose entity to buy your Florida condo, and you don’t want people to come to your home and stalk you, that should be okay,” said Adler. “A chill on real estate transactions will happen if this becomes some expansive witch hunt.”The attorney said the phrase “shell company” has taken on an undeservedly negative connotation.“In reality, every real estate transaction on the commercial side is done through a special-purpose entity that creates an isolation of liability and bankruptcy risk so that the lender knows there aren’t other liabilities and other risks, and so it can accurately assess ownership and predict value,” she said.The reporting requirements mandated by the Corporate Transparency Act would curb the use of LLCs to launder money, Adler said. The law also provides some important carveouts — for banks, publicly traded companies, insurance companies and nonprofits, as well as any company that employs more than 20 full-time employees in the U.S. or has a physical office here, or generates more than $5 million in gross receipts annually.Contact Georgia Kromrei Share via Shortlink Cyrus Vance (Getty, iStock/Illustration by Alexis Manrodt for The Real Deal)A month after a federal law required more transparency on real estate transactions, Manhattan District Attorney Cyrus Vance wants it expanded.Vance is requesting the Treasury Department mandate more reporting from special purpose entities — notably limited liability companies — which are commonly used in commercial real estate deals.Vance also asked Treasury on Monday to end anonymous, all-cash purchases of homes. He said the agency could do that by requiring Geographic Targeting Orders on all such transactions. GTOs require title insurance companies to collect and report information about the people behind the deals.Vance said that information has been used to expose money-laundering schemes in a dozen metropolitan areas, including New York, but the Treasury Department should make it possible to get names faster and more easily.“Implementing these measures would signal a new era of anti-corruption, equal justice, and accountability for white-collar criminals in America,” said the district attorney.Vance’s push for expanded reporting comes on the heels of the passage of the Corporate Transparency Act, which became law on Jan. 1.Read moreCourt ends DA’s push to prosecute ManafortLeaked bank documents show South Florida real estate’s alleged ties to money launderingCongress re-examines bill that would expose beneficial owners of LLCs Full Name* Tags cyrus vanceLLCsMoney Laundering Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Email Address*last_img read more

Founder of Carphone Warehouse invests in HouseSimple

first_imgHome » News » Founder of Carphone Warehouse invests in HouseSimple previous nextProducts & ServicesFounder of Carphone Warehouse invests in HouseSimple28th January 20150672 Views Sir Charles Dunstone (right), founder of Carphone Warehouse and Chairman of TalkTalk and of Dixons Carphone, together with his business partner, Roger Taylor, last week committed a substantial investment of £5 million into online estate agents HouseSimple, Online Agency of the Year winner at The Negotiator Awards 2014.The investment highlights the increasing appeal of the online estate agency market, with many analysts projecting room for growth over the next few years, supported by the low cost nature of online estate agency.HouseSimple provides a full estate and letting agency service, from valuation guidance, photography, floor plans, hosted viewings, negotiation and full management of the sale or rental, through to completion, with costs starting from £290 which is generally cheaper compared the cost of a high street agent.Charles Dunstone said: “We believe estate agency is going to change considerably, with the future increasingly belonging to online estate agents. We like HouseSimple, we like its management and we like the idea of saving Britain’s home sellers billions of pounds, with a better experience. HouseSimple has the potential to be one of the industry’s real online winners, and we intend to be a core investor to help it achieve its full potential. That is what our investment today signals.”Alex Gosling (left), CEO of HouseSimple, added: “Online estate agency is a market whose time has come. People are fed-up with the expense and poor customer service of the High Street agents. We sell more of our properties than High Street agents, we achieve a higher asking price, less of our sales fall through, and we have much higher customer satisfaction ratings. To top it all, we only charge one tenth of the price they do. With Charles’ and Roger’s backing, we can now turn on the growth tap and save our customers an enormous amount of money and hassle.”Meanwhile, eMoov.co.uk has received a significant boost, securing a £1.5 million financing round led by London venture capital firm Episode 1.The funding comes amid growing interest in property tech companies among venture capital investors.Episode 1’s Managing Partner, Simon Murdoch, who was an early backer of numerous success stories including Betfair, LoveFilm and Zoopla, commented, “We love to invest in innovative companies who are obsessed about providing a fantastic service for customers in large markets. In our view, eMoov is just such a company. The company has the team, product and customer-centric approach to win in this exciting sector and we’re really looking forward to being part of that journey.”HouseSimple investment Carphone Warehouse January 28, 2015The NegotiatorWhat’s your opinion? Cancel replyYou must be logged in to post a comment.Please note: This is a site for professional discussion. Comments will carry your full name and company.This site uses Akismet to reduce spam. Learn how your comment data is processed.Related articles 40% of tenants planning a move now that Covid has eased says Nationwide3rd May 2021 Letting agent fined £11,500 over unlicensed rent-to-rent HMO3rd May 2021 BREAKING: Evictions paperwork must now include ‘breathing space’ scheme details30th April 2021last_img read more