Comments are closed. Pub chain SFI Group has slashed payroll costs by bringing the functionin-house using an e-HR system. SFI HR director Sue Hodder said the move from an outsourced HR system to anin-house, integrated payroll, time and attendance programme, had achieved suchsignificant savings that the system will pay for itself within 18 months. Hodder said managers at the group’s 170 outlets are now able to input datadirectly into the main system. She said the new system would for the first timeprovide the company with information on staff turnover and sickness absencerates. Hodder is optimistic the system will help manage staff more effectively andreduce high turnover levels, which across the industry run at between 40 and 50per cent for managers and up to 200 per cent for bar staff. Hodder said managers are being trained to use the system on a one-daycourse. Related posts:No related photos. Previous Article Next Article Pub chain cuts costs with e-payrollOn 19 Feb 2002 in Personnel Today
Previous Article Next Article DonnaYurdin, assistant vice-president of organisational effectiveness at US hospitalgiant HCA, describes how a fresh approach to management skills increased staffretentionInteraction Management and Targeted Selection Designed and delivered by: DDI, Keystone Place, Building B, Sefton Park,Stoke Poges, Buckinghamshire, SL2 4JS Phone: 01753 616000 Fax: 01753 616 099 E-mail: [email protected]: www.ddiworld.comHCA is one of America’s leading providers of healthcare services, with anannual revenue of $18bn and 168,000 employees. From its Nashville headquarters,HCA owns or operates 200 acute care, general and psychiatric hospitals in theUS, UK and Switzerland. Achieving its aim to provide the highest quality careto its patients is highly dependent on finding and retaining nursingprofessionals and other key staff. Staff retention is a pervasive problem in the healthcare industry. Goodpeople who can fill certain clinical positions are in short supply, enablingthose with the right skills to change jobs frequently as healthcare facilitiescompete fiercely for their services. HCA’s mid-America division, covering Tennessee, Kentucky and Indiana, wasparticularly aware of the need to stabilise staff turnover so as to maintainthe highest standards of care as well as achieve favourable business results.Data obtained from an employee survey, focus groups and formalised exitinterviews showed that while compensation and benefits packages were certainlyimportant in retaining employees, most of those who had left HCA did so becauseof their relationship with their supervisors, who were in many cases unsuitedto and ill-prepared for leadership roles. HCA would promote people for their technical ability, expect them to beeffective and learn on their own, but then lost them because of their poormanagement skills. The company needed to identify people who would be suited toleadership roles, who could help HCA attract people to work at its hospitalsand stay with the company. Poor communicationThe research showed that its weak performance management system was a majorfactor in high staff turnover, leading to insufficient professional developmentopportunities, absence of clear ‘career tracks’, poor communication and littleconnection between pay and performance. Looking at research, it was clear that the best way to reduce turnover wasto give managers and supervisors the knowledge and skills they needed to createa work environment that would attract motivated and engaged employees. Theyneeded not only to manage the career development of existing employees moreeffectively so as to improve their commitment to HCA, but to select the rightpeople to work for them in the first place. HCA called on global HR consultancyDDI to help implement a new retention strategy encompassing leadershiptraining, performance management and selection. The first step was to launch a development initiative to provide managerswith basic knowledge and skills. The core curriculum included legal aspects ofHR, finance for non-financial managers, productivity and information systems.In addition, DDI provided leadership skills training that would familiarisepeople with the new performance management system. This included four modulesfrom DDI’s leadership development system – Interaction Management: tactics foreffective leadership; Performance Planning: setting expectations; PreparingOthers to Succeed; Facilitating Improved Performance; and Performance Planning:reviewing progress. A module on effective communication was included in theleadership curriculum to help participants apply those principles within thecontext of the new performance management and compensation systems. The leadership training was implemented in all the mid-America sites byDDI’s certified instructors and also certified instructors from Nashville-basedconsulting firm CG&A, LLC. The training modules were reinforced on anongoing basis by DDI’s e-learning tool, OPAL, which provides just-in-timecoaching and instruction. With DDI, HCA designed a competency-based performance management processthat allowed employees to become more involved in determining the course oftheir current jobs and professional development. In the new process, each employee has their own personal development plan toguide professional growth and prepare for future jobs or roles. This representsa dramatic departure from the previous process which was driven bybackward-looking annual review discussions that focused on past behaviour andcontributed little to the support of individual development. DDI provided HCA’smanagers with training to build their confidence in driving performance andemployee development. Job familiesTo improve HCA’s ability to select individuals who would fit in with the jobspecifications and organisation, DDI worked with the company at corporate levelto conduct job analyses and categorise positions into multiple job families.Competencies and success profiles were assigned to the job families to drive amore accurate selection process. With the competency framework and job families in place, the mid-Americadivision then set about teaching HCA hiring managers how to interview moreeffectively using DDI’s behaviour-based interviewing system, TargetedSelection. This makes the interviewing process more consistent by setting outtechnical and behavioural competencies against which candidates are assessed.Customised interview guides, distributed electronically to interviewers througha web tool, make the interviewing process more standardised. Hiring managerswere then given training in the new competency-based interview techniques. Targeted Selection is a visible success. Those attending classes had neverbeen trained to interview. They arrived sceptical but left incredibly excitedabout their ability to interview effectively. “In the past, when it came to hiring, we had missed so many timesbecause we found somebody we liked or somebody was referred to us, and wewanted to do right politically,” says Paul Rutledge, president of themid-America division. “With this process, you interview for a job on the technical andbehavioural competencies, and use a specific interviewing methodology. We areable to improve the quality of the job match by reducing variation in theinterviewing process. Those same behavioural competencies are then integratedinto the personal performance management plans.” The mid-America division has sent all of its 1,000-plus managers through theleadership education and preparation modules and is in the process ofsuccessfully implementing its new performance management and selectionprocesses. Results from the first year of implementation are extremely positive.”We’ve gone from 29 per cent staff turnover to 23 per cent turnover in 12months for the whole division,” says Rutledge. “And we’ve seensignificant improvement in our ability to retain registered nurses.” One facility in particular – Nashville’s Southern Hills Medical Center – isa prime example of the impact of the DDI programme. Staff turnover has droppedto 27 per cent from a high of 43 per cent in the late 1990s. A new positive culture is emerging at Southern Hills, making it an employerof choice within the Nashville healthcare community. Southern Hills HR directorConnie Yates is able to make new hires an unusual offer. “I tell them, ifyou don’t like Southern Hills after three months, come back and tell me,because you are going to like it. No-one comes back,” she says. “Our HCA leadership effort is more than just an HR matter, it’s amanagement issue,” concludes Paul Rutledge. “It has operationaloutcomes that affect the company’s bottom line. This is about management beinggiven tools that make them more effective – and the company moresuccessful,” he says. The results achieved in the US have been so impressive that HCA in the UKhas also rolled out a leadership development and performance managementprogramme in partnership with DDI UK. HCA runs some of the most famous privatehospitals in the UK, including The Harley Street Clinic, The Lister, LondonBridge, The Portland, The Wellington and The Princess Gate. DDI has been ableto draw upon its experiences in the US and bring intimate knowledge of thebusiness issues HCA faces to the UK roll-out. The outcome has been similarly successful. Staff turnover has fallen from 29to 20 per cent, and sickness absence from an average of eight to 10 days perperson to 2.5 days. UK HR director Jasy Loyal says: “Working with DDI hasbrought HR to the forefront and helped us to achieve strong goals.” Comments are closed. Related posts:No related photos. Healthy approach to skills crisisOn 1 Jun 2003 in Personnel Today
December 2, 2015 View post tag: ESPS Victoria Authorities View post tag: Op Atalanta Back to overview,Home naval-today ESPS Victoria Assists Somalian Fishing Boat ESPS Victoria Assists Somalian Fishing Boat Spanish Navy frigate ESPS Victoria, integrated into the counter-piracy operation Atalanta in the Indian Ocean, assisted a fishing boat off the coast of Somalia on November 29.The ship was informed that the boat was running out of fuel and water.The rough weather prevented the use of the warship’s RHIBs and the Commanding Officer decided to dispatch the SH-60 helicopter.The boat was ordered to change course to facilitate the delivery of the requested help which subsequently enabled the fishing boat to continue sailing towards her homeport.With a crew of 200 people, the ESPS Victoria will remain in the area of operations for five months. This is the third time she participates in this EU deployment in the Indian Ocean.[mappress mapid=”17486″]Image: Spanish Navy Share this article
Local farmers bring fresh produce to the grounds of the Ocean City Tabernacle between Fifth and Sixth streets off Asbury Avenue 8 a.m. to 1 p.m. every Wednesday. The Ocean City Farmers Market opened for the season on June 24 and will return 8 a.m. to 1 p.m. every Wednesday through Sept. 9.Local farmers sell fresh produce on the grounds of the Ocean City Tabernacle, and Asbury Avenue is closed to traffic between Fifth and Sixth streets so crafters can sell their wares.The market drew a big crowd on Wednesday with cool and sunny weather.
UK aid to help 5,000 young Kenyan girls who have dropped out of school due to early marriage, motherhood and gender-based violence get back into education UK will also improve affordability and accessibility to voluntary family planning and vocational skills training for millions across Africa This will save girls’ lives and allow young people to plan their families, stay in education and get better jobs to support Africa’s future prosperity Telephone 020 7023 0600 If you have an urgent media query, please email the DFID Media Team on [email protected] in the first instance and we will respond as soon as possible. Email [email protected] It is a tragedy that so many young girls are needlessly robbed of their education and career aspirations. We will only lift people out of poverty by ensuring that every child can access quality education, healthcare and employment regardless of circumstance or gender. By tackling these issues together, UK aid will save countless girls’ lives, while allowing young people to plan their families, stay in education and get better jobs, building better lives for millions of young Africans for now and the future. Family Planning in Kenya Skills for Prosperity General media queries (24 hours) The UK is investing £200 million in a new flagship programme ‘WISH’ which will ensure three million extra girls, women and men, to consistently gain access to life-saving voluntary contraception in some of the world’s poorest countries. Globally there are an estimated 214 million women who want to delay or prevent pregnancy but who are not able to access or use contraception. Unintended and early pregnancy is a key cause of high maternal death rates in Africa. Having access to contraception is critical for women continuing their education and being able to take up employment opportunities. The programme will operate across at least 18 countries in Africa and Asia, to ensure previously unreached people, especially young and poorer women, are able to access contraception and have the choice on whether, when and how often to have children. This includes more accessible sexual reproductive health and rights (SRHR) sites, mobile clinics into rural and poorer areas, community outreach services and family planning commodities. To ensure sustainability beyond the life of the programme, WISH will work with national governments to bolster their own capacity to provide longer-term services. Voluntary family planning – with women’s choice at the centre – contributes to wider development by bringing down fertility rates. This could enable African countries to unlock economic growth and prosperity. Africa’s young people tell us exactly what they want: opportunities, choices and jobs. We want to empower them with the means to ensure greater prosperity for themselves, their families and their country. The Kenya Catalytic Job Fund will invest £5 million over the next four years with a focus on creating jobs for young people in agriculture and manufacturing; for the most marginalised such as youth with disabilities; and those outside of the formal economy, such as in small-scale farming and microenterprises. The programme will provide technical assistance and grants to test innovative business ideas with the most potential to create jobs at scale and remove barriers to growth, such as start-ups providing new solutions to unmet problems or technologies that will overcome current barriers to growth. By the age of 19, 18% of girls in Kenya have had or are pregnant with their first child. Early pregnancy carries significant health risks and limits girls’ life choices and their ability to fulfil their potential. The Government of Kenya recognises family planning as an essential tool in reducing poverty, particularly by stabilising population growth and allowing young people to choose when to finish school and get a job, which will help to stimulate economic growth and prosperity in Kenya. The UK will provide £36 million between January 2019 and January 2024 to support the Government of Kenya to increase access to modern family planning services in 19 counties (out of 47) where fewer than 45% of women use any modern contraceptive. This will support at least 320,000 additional users of safe, voluntary, modern contraception in Kenya. Countries with growing economies are often frustrated by a lack of skilled workers. Young people in these economies are at risk of being left disenfranchised and unemployed because they cannot access the skills they need to get quality jobs. The UK is investing up to £75 million in the Global Skills programme to support nine countries to tackle the key skills gaps in their most important areas, which are holding back growth and prosperity. These countries will include Kenya, Nigeria and South Africa. The programme will look to improve the affordability, quality, relevance and equity of Higher Education (HE) and Technical and Vocational Education and Training (TVET). Leave No Girl Behind is a UK aid project (up to £6.6 million) that will support up to 5,000 out-of-school girls get the vital education they need to lift themselves and their families out of poverty – and to play a transformational role in their communities and societies. It will help an estimated 2,000 girls get back into mainstream primary or secondary school, and help give a further 3,000 girls education and training opportunities. Up to 1,000 of the girls supported by the project in Kenya will have disabilities. The UK is also strengthening Kenya’s education system, through support to the Global Partnership for Education. This will make Kenya less dependent on aid, as it moves towards a modern partnership with the UK. This is part of the UK’s commitment to ensure every girl across the globe can receive 12 years of quality education. Getting girls into school, and then into good employment, allows them to play a transformational role lifting their communities out of poverty, growing their economies and shaping the future of their countries. Globally, if all women had a quality primary education we could: Reduce maternal deaths by 2/3, saving 98,000 lives Reduce the number of child deaths by 15% Save 1.7 million children from stunting Avert 14% of child marriages Minister for Africa Harriett Baldwin said: Kenya Catalytic Job Fund UK aid will help millions more young people across Africa to access vital family planning services, receive a quality education and help them get better-paid jobs, it was announced as the Prime Minister was in Kenya today (30 August 2018).This will empower young people to have better control of their health and futures, allowing them to choose whether to have children and when, while tackling inequality and improving youth education and employment for a strong and prosperous continent.New UK aid programmes through the Department for International Development will: WISH In Kenya, 18% of girls have had or are pregnant with their first child by the age of 19. Improved access to family planning services will empower girls and women to plan when or whether to have a child, giving them the opportunity to complete their education and pursue a career, while contributing to sustainable economic growth in Kenya. It will also save thousands of lives by averting preventable maternal deaths.Leave No Girl Behind will tackle other common barriers to girls’ education by helping girls that cannot afford to go to school due to poverty or poor accessibility for girls with disabilities. Up to 1,000 of the girls supported through the programme in Kenya will have a disability.Skills for Prosperity will not only improve employment rates among young people, including in Kenya, Nigeria, South Africa and Egypt, it will also strengthen core industries in those countries and allow them to trade more prosperously with the UK.Kenya’s young tell us they want opportunities, choices and jobs; we want to empower them with the means to ensure greater prosperity for themselves, their families and their country. The Kenya Catalytic Job Fund will support better paid, sustainable employment for Kenya’s youth by providing technical advice and grants to innovative business ideas with high potential to create a large numbers of jobs. This will give the country’s young people opportunities to leave poverty behind and stimulate economic growth and investments that will benefit the UK too.A huge number of African women want to use contraception but do not have access to it, with 58 million women in sub-Saharan Africa wanting to avoid or delay pregnancies. WISH will prioritise the poorest and most in need, particularly young and marginalised women, increasing the number of ways and places they can access the vital family planning services they need, and helping to avert tens of thousands of maternal deaths.This will empower millions of women with control over their bodies and support the future prosperity of young people in some of the world’s poorest countries by allowing them to plan when to have children, stay in education and get better jobs, to contribute to their country’s economic development.This is why, as part of the UK’s new and distinctive offer to work alongside, invest in and partner with African nations, we will be bringing in more specialist health advisers to work with African governments and civil societies to enable women and girls to access the voluntary family planning that is right for them.Notes to editorsLeave No Girl Behind support up to 5,000 girls to start or get back into school for a brighter future – including girls who have dropped out due to early marriage or motherhood, or being the victim of gender-based violence – through UK aid’s new Leave No Girl Behind programme in Kenya; help hundreds of thousands more Kenyans access to safe, voluntary modern contraception over the next five years – particularly young people who want but currently struggle to access family planning services; help to create much needed, high quality jobs for young Kenyans by providing advice and grants to innovative start-ups or technology ventures that have most potential to create high numbers of jobs through the new Kenya Catalytic Jobs Fund; launch the Women’s Integrated Sexual Health (WISH) programme that will ensure six million couples can use voluntary contraception every year of the programme, and prevent the deaths of around 20 women every day; and launch a global Skills for Prosperity programme, including major investment to help young Africans access skills training and vocational courses focused on getting them into better paid, future-proof jobs in industries struggling with skills gaps.
This is a significant achievement, and today’s panels will seek to build on this progress.Because, we want to see businesses make year-on-year progress. Whether they are already industry-leading in their approach, or mapping their supply chains for the first time.We also want to see more businesses supporting their suppliers to introduce key protections for workers, from the implementation of the Employer Pays Principle to tackle exploitative recruitment fees, to the global brands we have seen sign up to IndustriALL’s ACT initiative.Legislation, alongside growing consumer awareness, has transformed business culture.Across all industries, senior business leaders are engaging with the fight against forced labour for the first time.But we cannot be complacent.Businesses need to be more vigilant than ever to understand their risks, undertake targeted interventions and measure progress.They are not alone. The scale of the challenge means that it can only be tackled by government, business and civil society working together.In November, the Prime Minister announced a joint agreement with the fashion sector in the UK to work together to eradicate forced labour in their supply chains.And crucially, at last year’s G20 summit, she committed to publishing a statement on the steps the UK government is taking to eliminate exploitation in our own supply chains.Fundamentally, though, the reach of government extends only so far.It is up to individual businesses to take steps to eliminate forced labour in their own supply chain.There is a moral – and commercial – imperative to ensure that products are made by people living in freedom, working with dignity, and earning a fair wageConsumers care about how their products are made, and more so in the fashion industry than many others.There is a growing number of responsible investors who want to make sure the right protections are in place.By being here today you have shown that, like us, you want to improve your approach.I ask you all to take what you learn today and share it with your suppliers, your clients and your competitors.The British government will do everything in our power to eliminate the scourge of modern slavery and human trafficking.We remain resolute in our commitment to strengthen our response to this threat and improve protections for the most vulnerable workers across the globe.I welcome the determination and work of our friends and allies in Europe and across the worldWith our European friends, we are acting in defence of the values that we as nations hold dear.Nothing will change that.We will remain as committed to the eradication of modern slavery and human trafficking as we are today.Together, we can build a future where forced labour and exploitation are, truly, a thing of the past.Merci Beaucoup. ensure transparency their supply chains start to map suppliers beyond tier one identify high-risk areas and introduce tailored steps to support the most vulnerable workers Welcome everybody, I am absolutely delighted to be here and thank you so much to the Ambassador to the British Embassy for hosting today’s event and it is a very fitting time in terms of the UK and its battle against modern slavery and human trafficking to hold an event this month because this month marks a milestone I the Uk’s fight against human trafficking.This month marks the 15th anniversary of the Morecambe Bay disaster.In one night, more than 20 people drowned when they were cut off by the tide, while picking cockles off the Lancashire coast in the North West of England .The workers were Chinese nationals, trafficked into the UK in shipping containers.By the time they realised that the sea water was rising, it was pitch black, and extremely cold. They could not speak English, and were unfamiliar with the area, or the tidal patterns on the treacherous mud flats.For each pound of cockles that they picked, they received less than 9 pence.The disaster was a wake up call to many that forced labour, human trafficking, and slavery are not evils of the past.They are with us today, and their victims are hidden in plain sight.In England, Morecambe Bay is known as a nature reserve and holiday resort.The fact 20 people could be trafficked there from the other side of the world and forced to work – with no one noticing until it was too late – brought home to us all the awful reality of slavery and human trafficking in the 21st Century.Globally an estimated 40.3 million people are victims of modern slavery and human trafficking, including some 16 million in forced labour in the private sector.Overall, labour generates $150 billion in illicit profits annually.No sector is immune. Workers in labour intensive industries like manufacturing, agriculture, construction and manufacturing are particularly vulnerable to abuse.And as we gather in Paris ahead of fashion week, we must remember that the textiles sector, with its complex global supply chains, is also a susceptible trade.The industry faces significant risks, but also with clear opportunities for innovation to improve the lives of workers.Since the collapse of the Rana Plaza building in Bangladesh in 2013, which killed over 1,000 workers, much of this work has accelerated, but there remains a tot to do.We know that women – who make up 75% of the workforce in fashion supply chains – are particularly at risk.That is why the UK is investing in programmes to improve protections for female textile workers.The Department for International Development’s Work in Freedom initiative has now reached half a million female textile workers in India and Jordan.Through our gender equality at the Workplace project we are partnering with brands including Marks & Spencer, SuperDry and Levis to promote worker’s rights and tackle forced labour and sexual violence in the Indian garment sector.This project has now benefitted more than 14,000 women.We should take a moment to recognise the good work fashion companies are doing as well.Many are already changing their purchasing practices to reduce pressures on their supply chain that can lead to exploitation.Companies like H&M have developed a Fair Wage strategy and commissioned the Ethical Trade Initiative to review their work and publish the findings.We’re also seeing new innovations that are helping to accelerate progress and I’m delighted that we have the Open Apparel Registry here today.Tools like their transparency map are crucial in enabling collaboration between different brands to identify risks in the supply chain.As Minister for Crime, Safeguarding and Vulnerability, I am proud that the UK is a world-leader in tackling modern slavery and human trafficking.In 2015, we introduced the Modern Slavery Act to tackle slavery, servitude, forced and compulsory labour, and human trafficking.The act gives law enforcement agencies the tools to deal with offenders and provides enhanced protection for victims.And, of particular relevance to this conference, the UK is the first country to require businesses to report on how they are preventing forced labour in their global supply chains.Under the landmark ‘transparency in supply chains’ provision in the Modern Slavery Act we have seen thousands of transparency statements published.And I am pleased to announce that today we have appointed Sara Thornton as the UK’s new Independent Anti-Slavery Commissioner, to lead our work and help the UK eradicate modern slavery and human trafficking.Ms Thornton is one of the most senior police officers in the country and brings her wealth of expertise, experience and independence in seeking justice for victims of crime.Effectively tackling forced labour requires leadership not just at home, but internationally as well.At the UN General assembly in September last year, the UK launched the ‘Principles to Combat Human Trafficking in Global Supply Chains’, with the U.S., Canada, Australia and New Zealand.These principles commit governments to implementing a range of measures that help address modern slavery and human trafficking in global supply chains.And, as we meet in Paris, I am proud that the French government stands alongside us in their determination to eliminate human trafficking and labour exploitation.Here, there is a legal requirement for companies to publish their mechanisms to identify, assess and mitigate exploitation risks.And, since legislation was introduced on both sides of the Channel, we have seen businesses:
Cuckoo’s Bakery has announced plans to expand in 2013, after opening its first concession stand in Waterstones in Edinburgh.The Scottish-based firm, located on Dundas Street, said the launch into the national bookshop’s Princes Street outlet will be the first step in growing the business, with plans to open a second bakery within the next 12 months.Vidya Sarjoo, co-owner of Cuckoo’s Bakery, said: “We are delighted that our cupcakes will now be sold in Waterstones, which is a major shopping destination in the capital and is a place in which we felt our brand would be accessible to the type of customers we normally get in our Dundas Street store.“It was a major bonus that we were able to launch our partnership with Waterstones just before Christmas, as it is a time when it is likely to see the most footfall. This partnership is the first step in the Cuckoo’s Bakery expansion and is one which we hope to replicate as the company gets bigger.”Cuckoo’s Bakery will be supplying its range of cupcakes into the Waterstones Princes Street café, including its Christmas Dessert range, consisting of varieties such as Pear and Almond Crumble and Chocolate Hazelnut Tart.Other products, such as brownies and layer cakes, along with Cuckoo’s range of cupcakes, will also be available in the concession outlet all year round.Ian Webster, manager at Waterstones Princes Street, said: “It’s with great pleasure that we welcome Cuckoo’s Bakery into our West End store. We like to provide our shoppers with the best shopping experience possible and when the opportunity arose to team up with them, we felt that this was one of the ways we could do this.“We look forward to having Cuckoo Bakery’s cupcakes in our café and hope our customers will enjoy having them as much as we will.”Cuckoo’s Bakery, which launched in early 2011, is run by Sarjoo and her business partner Graham Savage, who featured in British Bakers’ video masterclass on how to make Cranachan cupcakes.
In an email sent to students Friday, Holy Cross President Fr. David Tyson said beginning Monday, Aug. 3, all students, faculty and staff will begin completing online daily health checks.The health check will be made available through a daily text message communication.“This health check will be used to assess the health of individuals and the community proactively,” the email said.Non-compliant members of the community will face accountability measures, which the College will announce at a later date.Individuals who wish to receive the health check assessment through email should contact the IT department. A complete list of protocols can be found at the College’s return to campus website.“This daily health check, along with being mindful about physical distancing, wearing masks and practicing good hygiene will keep our campus healthy and safe,” Tyson said.Tags: COVID-19, daily health check, Holy Cross College
Anwar Abbas said the declaration was not a fatwa (religious order by a Muslim leader), but instead his personal opinion after consulting the Quran, the hadith, and other fatwas issued by the MUI.Annually, some 20 million people from Greater Jakarta travel to their hometowns to celebrate Idul Fitri.Despite the fact that Greater Jakarta is the epicenter of the COVID-19 pandemic in the country, President Joko “Jokowi” Widodo has decided not to impose a ban on mudik for economic reasons.“[The President] underlines that there is no official ban on people going mudik during the 2020 Idul Fitri holiday period. The travelers, however, must self-isolate for 14 days, will be treated as people under monitoring [ODP], as per the World Health Organization protocol and will be observed by their respective local administrations,” presidential spokesman Fadjroel Rachman said in a statement on Thursday, shortly after a speech by the President on the matter. The Indonesian Ulema Council (MUI) has announced that mudik (mass exodus) from areas affected by the COVID-19 pandemic is haram – forbidden under Islamic law.”Mudik from one COVID-19-free city to another is OK, but mudik from areas affected by COVID-19 could cause the mudik travelers to spread the disease to other people. Since [the virus] is very contagious and dangerous, it means people who insist on going on mudik will have done something haram,” MUI secretary-general Anwar Abbas said in a statement on Friday.”There’s a hadith that says going to pandemic-affected areas or leaving them is forbidden. Breaking religious rules and medical protocols is clearly dangerous and could endanger one’s own life as well as other people,” he said. Thousands of people from Greater Jakarta have already gone on mudik as they have been deprived of their livelihood due to large-scale physical distancing policies.Several regional leaders have discouraged mudik from Greater Jakarta due to concerns about a possible explosion of coronavirus cases throughout the country in the wake of the exodus.On Thursday, West Java Governor Ridwan Kamil posted on Facebook a news story about a 72-year-old stroke patient from Ciamis who tested positive for COVID-19 after having contact with his child, who had come from virus-stricken Jakarta.“This story is one of many cases of parents in West Java who become COVID-19 positive after being visited by their children or relatives who are unaware that they are carrying the virus to their hometowns,” he said. “Restrain yourselves and love your parents. Don’t go home now.”Central Java Governor Ganjar Pranowo has urged residents working in Jakarta not to return home and has demanded residents of the province not to go to the capital city.“Stay at home unless it’s very urgent. And please end the stigma against COVID-19 patients. They need our prayers and support,” he said.Topics :
69 Seagull Ave, Mermaid Beach.“Standing from our bedroom looking down over the pool, it’s just absolutely gorgeous,” Mr Jurisich said.The couple were reluctant to sell the four bedroom, four-bathroom house they have called home with their children for the past year but were looking forward to starting another project.Mr Ross said it was worth two years of designing and building.“We’ve ended up with an amazing house, which someone else is going to be very happy with,” he said.“We will definitely miss it.” 69 Seagull Ave, Mermaid Beach. 69 Seagull Ave, Mermaid Beach.More from news02:37International architect Desmond Brooks selling luxury beach villa16 hours ago02:37Gold Coast property: Sovereign Islands mega mansion hits market with $16m price tag2 days ago69 Seagull Ave, Mermaid Beach.It is expected to fetch a multimillion-dollar price.Mr Jurisich said in a time where Hamptons-style homes were all the rage, they wanted something different.“The idea is that we wanted something that was quite subtle but when you walk through the front gate, it had that wow factor to it,” he said.“We’re not flamboyant people — it doesn’t have to shout from the street but we wanted the detail on the inside.“Modern architecture is also timeless and it’s quite discrete.”The seamless blend of outdoor-indoor living was one of his favourite parts of the home as well as the master bedroom’s window overlooking the pool. 69 Seagull Ave, Mermaid Beach. 69 Seagull Ave, Mermaid Beach. 69 Seagull Ave, Mermaid Beach.IT may look like your average home from the street but inside is something special.High ceilings and walls of windows make the Mermaid Beach home feel much bigger than it is while bespoke features, including pendant light fixtures and a jaguar-stone kitchen benchtop, draw the eye.Owners Ross and Megan Jurisich have listed the Seagull Ave home they spent a year designing with Gold Coast architect Bayden Goddard on the market.