News UpdatesCovid19- Services Rendered By Doctors, Health Workers & Policemen During COVID Appreciable; Expect Govt. Would Consider Their Demands: Madras High Court Sparsh Upadhyay2 Dec 2020 1:59 AMShare This – x”This Court places its appreciation and applauds to the services rendered by the Doctors, Health Workers and Police Officers during the pandemic time.”, remarked Madras High Court on Tuesday (01st December). The Bench of Justice N. Kirubakaran Justice B. Pugalendhi was hearing a petition filed praying for a direction for State Of Tamilnadu, and Director Of Medical Education…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?Login”This Court places its appreciation and applauds to the services rendered by the Doctors, Health Workers and Police Officers during the pandemic time.”, remarked Madras High Court on Tuesday (01st December). The Bench of Justice N. Kirubakaran Justice B. Pugalendhi was hearing a petition filed praying for a direction for State Of Tamilnadu, and Director Of Medical Education to prohibit the President, Tamil Nadu Government Doctors and the Secretary, Tamil Nadu Government Doctors Association and its members from going on or organising or participating in any kind of strike, in all the Government Hospitals in the state of Tamil Nadu. Direct was also sought for the Respondents to ensure all kind of uninterrupted treatment and medical services in all the Government Hospitals in the State of Tamil Nadu. The Counsel appearing for President, Tamil Nadu Government Doctors (respondent number 3) and the Secretary, Tamil Nadu Government Doctors Association (respondent number 4) stated before the Court that he would circulate a comparative statement of the pay scale, promotional avenues and other benefits available to the Doctors in various other States. In this backdrop, the Court said, “Considering their contributions during the health crisis to the Government and the people, this Court expects that the Government would consider the demands, not only the Doctors, Health Workers and also the Policemen” The Court also said, “The Doctors’ role in the Covid-19 pandemic is very laudable and risking their own lives, they worked round the clock in the interest of people and many Doctors lost their lives in the fight against the pandemic.” Further, Additional Advocate General appearing for the official respondents was directed to get instructions as to the action taken report pursuant to the One Man Committee report and Departmental Committee, with regard to the issues raised by the Doctors and also other Health Workers. On the other hand, the counsel for the petitioner submitted that MRI Scan and CT Scan facilities though are available in Government Medical Colleges, the same are not available in many of the District Head Quarters Hospitals. To this, the Court directed the Additional Advocate General appearing for the official respondents to get instructions with regard to the availability of MRI Scan and CT Scan facilities in the District Head Quarters Hospitals. The matter has been posted for further hearing on Tuesday (15th December) Case title – S. Mohamed Yunnis Raja v. The State Of Tamilnadu [WP(MD) No.24194 of 2018] Click Here To Download Order [Read Order]Subscribe to LiveLaw, enjoy Ad free version and other unlimited features, just INR 599 Click here to Subscribe. All payment options available.loading….Next Story
Covid19- Services Rendered By Doctors, Health Workers & Policemen During COVID Appreciable; Expect Govt. Would Consider Their Demands: Madras High Court
LettersOn 16 Sep 2003 in Personnel Today Comments are closed. This week’s lettersHR needs to stop counting sicknotes It is interesting to see, in the continuing debate about rogue GPs andstress, Julia Fraser suggesting that ‘when work is enjoyable and rewarding, thehours fly by’ (Letters, 9 September). Consider this in relation to another letter writer, who asks where is thestress in a manual task involving the ‘repetitive stacking of product’, thebasic requirement being ability to count to 10? The fortunate ‘stressed out personnel manager’ who writes has clearly neverdone this type of job. I have, and can assure him that it is extremelystressful to be treated as a robotic moron with no initiative – and I thoughtthe Hawthorne Studies, as long ago as before the Second World War, hadindicated that work might be more than performing repetitive tasks for lowwages. There are very few ‘meaningful’ jobs these days and those who are fortunateenough to have one might give thought to the others who don’t. Fraser is surely right that if people are fulfilled, the result is a prosperouseconomy and ‘unstressed’ people. But to achieve this requires a major culturalshift in the Western world, which currently looks not to improve the lives ofthe many but to enrich the lives of the few – usually those working in bigmultinationals. If HR people really want to make a difference they should stop counting sicknotes and start to see how they can really serve their fellow human beings aswell as their organisational paymasters. Mary Louise Brown Department of Human Resource Management, Aberdeen Business School Barometer poll was a ‘smoking gun’ Your poll on whether there should be a blanket ban on workplace smoking wasbias and aimed at the converted (News, 9 September). I would wager that most participants are non-smokers and naturally will voteto ban smoking. Organisations are not run as democracies, so if the vote is massively infavour of banning smoking, it does not mean it is right, or expedient, or goodpractice, or proper in any other way to do so. It merely means the majority ofthe people polled voted that it should be banned. I have no doubt that given apoll about salary levels, we would all vote that they needed increasing. History is littered with failed examples of bans from those who have triedto impose their will upon people who simply enjoy whatever it is that is beingbanned. I am an HR manager in a factory employing 400 staff. Before we implementedanything we undertook a survey and found that 50 per cent of the workforce weresmokers and most of those who did not smoke preferred to sit with those whodid. We segregated the canteen into two parts, smoking and non-smoking, and weimplemented a non-smoking policy by designating a small number of specificareas. These areas are properly ventilated and as comfortable as any non-smokingrest areas, thereby ensuring that smokers do not feel like lepers. They are allpart of the workforce team. I have been a non-smoker for seven years now, after suffering a heartattack. Unlike the many ex-smokers I know – often the biggest advocates ofsmoking bans – I believe that, to get employees to comply, compromise is moreeffective than coercion. John Haynes HR manager, TRW Share responsibility to move forwards Further to Dr Peverley’s insight into the frustrations facing GPs (News, 2September), while the article was certainly interesting, what HR managersreally need to know is not why certificates are granted, but what happens ifthey are refused? Are GPs required to report these incidents and if so what are theramifications? If we are given an insight into this side of the problem then wemight be able to understand the true dilemma facing GPs. While I agree with Mark Godfrey’s opinion that organisations should take aproactive approach (Letters, 2 September), there needs to be some kind ofshared responsibility that could lead to a win-win situation for GPs andemployers. It appears that GPs who frequently sign off individuals at will are simplyallowing their own medical expertise to be undermined by malingerers. As result, employers and the NHS are being stretched to the limit. Name supplied Public sector HR officer Dismayed by a lack of understanding While we fully understand the problems illness can bring, especially tosmall firms, we were dismayed at the comment “We cannot force them back towork before their sicknote runs out. Very frustrating” (Letters, 2September). Surely no well-led UK company would even consider employing thatverb? In great places to work, it is far more difficult to ensure that loyal andconscientious staff take the recovery time they need, and return fit, feelingtheir employer has shown appreciation by supporting them when they most neededit. George Edwards Head of strategic development, Institute of Leadership & Development Previous Article Next Article Related posts:No related photos.
Sandra Robertson, the head of Oxford University Endowment Management, has sharply criticised the standards of the private equity business.Ms Robertson manages £1.4bn for the university, its charitable trusts and colleges. Speaking at the Private Equity & Venture Capital Association conference in London last Thursday, she called the self-justification and ethics of the industry into question.She argued that if the industry wanted to continue to raise money, it would have to demonstrate its worth and stop taking undeserved fees. Ms Sanderson said that in the last decade private equity had on generated an average return of only 8.5pc despite buoyant credit markets.She commented that the industry was comparatively unsuccessful compared to other asset classes such as credit or equities. The difference, she said, was that private equity contained more hidden fees and charges.“You make it so hard for us to invest and you can’t pretend to be exceptional any more. Times have changed, and in the West we live in a lowgrowth deleveraging environment.“The industry is at an inflection point. It has gone from a cottage industry to a global industry. Entrepreneurs have been replaced by brands, and partnerships replaced by organisations.“The industry supports a huge ecosystem, from M&A advisers, debt advisers, layers, accountants, consultants, debt providers, and much more – that is a lot of mouths to feed and that means a lot of fees.”She described herself as “quite frankly disgusted” by the way in which large companies make money from management fees and not through ‘carried interest’ — payment from investment profit.Ludovic Phalippou, Lecturer at the Said Business School and expert in private equity said Ms Robertson’s basic message was “clear and correct”, though he suspected her comments had been taken out of context by the media. He explained “in large private equity companies hidden fees are extremely big so they don’t have the incentive to work hard and get bonuses.”Ms Robertson told the paper the speech “was designed to be heard by an audience who are very knowledgeable about private equity”.She added, “The comments from the general press seem to have taken things out of context. I do believe that private equity done well is a useful part of portfolios.”
This report analyses male to female birth ratios in Great Britain for the period 2012 to 2016, alongside a breakdown by mother’s country of birth and ethnicity of the child.The report should be read alongside the complete data set.This analysis will show whether any group is found to have a birth sex ratio that is different from the naturally expected range, to indicate evidence or absence of evidence of sex selection occurring in Great Britain.
Gunns Bakery has opened a new site on a revamped high street in Bedford.The bakery has moved from its existing location in St Paul’s Square to 51 High Street, part of the town which has received £1.95m in lottery funding as part of a new initiative. The scheme aims to repair the structure of the High Street’s buildings, restore traditional shopfronts and lost architectural details and bring the upper floors into productive use.On its website Gunns, which claims to be ‘Home of the Bedfordshire Clanger’ – a traditional two-for-one style pasty with a savoury and dessert end, said: “At last we are in a bigger, cooler shop much better suited to our trade and far more comfortable for our customers.”The Bedford Townscape Heritage Initiative hopes to revive the fortunes of its High Street. As part of the National Heritage Lottery’s Townscape Heritage Initiative, Bedford has received £1.95m in grants from the Heritage Lottery Fund and Bedford Borough Council to carry out the restoration work.This figure has been bolstered to £4.5m by private sector contributions from landlords and business owners.Gunns has two other shops in Sandy and Biggleswade and a wholesale business.
By Andréa Barretto/Diálogo March 17, 2017 The Office of Program Management (DGePM, per its Portuguese acronym), responsible for directing activities as important and challenging as the development of a system for monitoring Brazilian waters, is now under new leadership. Rear Admiral Petronio Augusto Siqueira de Aguiar assumed the role on January 16th. Established in 2013, the DGePM went into service in January 2014 and oversees 10 programs. In an interview with Diálogo on February 22nd, Rear Adm. Petronio discussed his new responsibilities and the office’s priorities for 2017. Diálogo: Admiral, you just left the 6th Naval District Command, where you were responsible for managing the Navy’s activities, such as operations, patrols, etc. How has the move been to such a wide-ranging project management unit? Rear Admiral Petronio Augusto Siqueira de Aguiar: Despite the disparities in operational activities that I recently experienced in the 6th District, the DGePM’s scope is highly compatible with operational activities, given that its tasks are designed to offer the best solutions for the Navy’s materiel director’s decision-making process, and consequently, for the Navy’s top administration, with the goal of keeping our force modern, steady, and balanced, with well-equipped naval, naval-air, and marine resources that are compatible with Brazil’s political and strategic involvement on the world stage. Diálogo: What are your main responsibilities as director of the DGePM? Rear Adm. Petronio: The director’s main duties can be summed up in actions to develop the constant, sustainable capacity for designing, procuring, and maintaining new naval resources. They also involve developing a real capacity for an operational overhaul of our current naval assets, especially our large surface ships and submarines currently in use. Finally, but no less important, one of the director’s duties is to set the tone for integrating the logistical support of a modern naval platform and its combat system, from the design phase all the way through to disposal. Diálogo: What programs is the DGePM overseeing? Rear Adm. Petronio: This office was recently restructured. At the time of that change, the DGePM was overseeing the Blue Amazon Management System and the procurement of future Ocean Patrol Vessels. [The Blue Amazon is a vast, strategically important area of the ocean off the Brazilian coast comprising nearly 52 percent of the country’s continental territory. The region holds such a wealth of resources that it is compared to the Amazon Forest]. In addition to these duties already in place, the directorate is now in charge of projects to procure Tamandaré class corvettes; escort ships [frigates]; aircraft carriers, and amphibious craft. It is also going to manage the naval force’s current vessels and the upgrade of Niterói-class frigates and Barroso-class corvettes. This set of projects also includes a submarine modernization project and the responsibility of managing the lifecycle of naval resources and the systems that are going to be acquired in coordination with several other Navy units. Diálogo: When you refer to ship procurement, does that mean just purchasing ready-made units, or does it also include the idea of developing these resources? Rear Adm. Petronio: The idea is always to try to build domestically. Diálogo: Among the naval procurement projects that you have mentioned, which ones are priorities? Rear Adm. Petronio: The Brazilian Navy has two priorities. The first is our submarine procurement program, which was established before the DGePM was set up, and therefore is being carried out by another organization, the General Coordination Office of the Nuclear-Powered Submarine Development Program. Our second priority is to acquire four Tamandaré-class corvettes. As far as that goes, we are now finalizing our first call for bids, in which we lay out some of the project’s features, enabling companies to demonstrate their intention to be involved in this process. Afterward, we will publish another document in which we will open this up so that the marketplace can learn more about the project’s technical specifications. From there, we will really begin the process of negotiating with companies. Diálogo: Why are Tamandaré corvettes the priority? Rear Adm. Petronio: A corvette is a heavily armed escort ship that every navy possesses. They are military vessels, also called warships. The Brazilian Navy is now in need of this kind of equipment, given that our current surface ships are coming to the end of their useful life. Diálogo: In what development phase is each of the programs managed by the DGePM, and what are the development expectations for 2017? Rear Adm. Petronio: There are quite a few projects and thus, we are at different levels of development among them. At this point, our expectations are to complete ongoing planned activities. The major factor that might impact that timeline is the budgetary and financial availability. Diálogo: Can creative solutions be found to cope with the budgetary constraints imposed on the Armed Forces? How do you deal with that issue? Rear Adm. Petronio: At no point have the current budgetary constraints and an unfavorable economic climate with belt-tightening and cutbacks hindered the Brazilian Navy. Under such conditions, we must deal realistically with this issue, but also view it as an opportunity to improve our efficiency in carrying out our duties, from the simplest to the most complex. Diálogo: The Blue Amazon Management System was put on hold during current budget cuts. Is there any likelihood that the project might resume in 2017? Rear Adm. Petronio: It’s important to emphasize that the Blue Amazon Management System was designed for rollout in three distinct phases: design, contracting, and development. The design phase is the one in which the issues of monitoring, command, and control of territorial waters and those of interest to Brazil, have been carefully studied and detailed in a set of documents that describe the functioning and capabilities that the system should have, without recommending any technology in particular. That phase was completed without any obstacles. The contracting phase is the one in which the most advantageous proposal for developing and implementing the Blue Amazon Management System was to be selected. That phase was put on hold, a fact widely published at the time. In 2017, the Brazilian Navy is evaluating the possibility of resuming this project. Diálogo: How do you view the importance of these projects for the Brazilian Navy, in terms of the advances that will enable Brazil’s defense? Rear Adm. Petronio: The Brazilian Navy’s exclusive programs and projects will enable the nation to secure a high level of regional cooperation, international deterrence, and credibility in civil society, given that the force will be more effective in fulfilling its constitutional mission and legal obligations. These achievements will contribute to our nation’s development in multiple sectors. For example, building the Naval Power Core [one of the Navy’s strategic projects, consisting of modernization programs such as the development of both conventional and nuclear-powered submarines], with new surface ships, submarines, and aircraft will contribute to the development of the defense industry and its related sectors. The naval industry is considered a base industry, and its increase leads to growth in other sectors, such as electronics, metallurgy, and information technology. On the social side of things, I would point to the considerable number of jobs directly or indirectly created by naval and civil construction, especially in the southern, southeastern, and northeastern regions of the country.
Additionally, the facility said they have implemented extensive isolation and infection protocol in line with the CDC and New York State Department of Health’s guidelines. Elderwood at Waverly said they have contacted the families of residents who tested positive for the virus, giving them the status of their current condition. The facility also said they have distributed additional devices such as iPads to allow resident to connect with their loved ones. Elderwood at Waverly said residents will be monitored closely for symptoms and will continue to get tested. They also said that all communal activities have been canceled and extra precautions have been put in place by clinical staff. In addition to residents, the facility said 11 employees have come down with the virus since March. Elderwood at Waverly said the people who came back with a positive test for the virus are now staying in isolation units. The facility said they have been in close contact with Tioga County health officials as well as the New York State Department of Health about the new cases. The facility said they have been in close contact with local and state health officials to ensure that they get access to adequate personal protective equipment. The facility said they have conducted additional testing in collaboration with Guthrie Laboratory Services, and they will be partnering with Guthrie to help with follow-up procedures including telehealth visits. As of Saturday, 11 new cases were confirmed, which brings the total number to 25. The new positive cases were revealed as a result of a new initiative conducted by Elderwood involving widespread testing of asymptomatic residents. Elderwood said that through this new initiative, there were 28 negative tests. WAVERLY (WBNG) — Elderwood at Waverly said Saturday there are now more than two dozen cases of coronavirus in residents at its facility. Learn more about the facility here.
Read also: Medics dying, infections soaring — it’s still the economy?Furthermore, some patients have found themselves unable to self-quarantine properly since they share their house with other family members, he said.“So, the [Jakarta] administration is currently drafting [the regulation],” Anies said. “Those exposed to the virus are required to isolate themselves.”Jakarta — home to some 10 million people and the country’s virus epicenter — has recently been grappling with the rising number of hospitalizations among COVID-19 patients.According to the national COVID-19 task force on Monday, bed occupancy rates in isolation rooms and intensive care units (ICUs) in Jakarta had reached 69 percent and 77 percent, respectively. The current rate — which task force spokesperson Wiku Adisasmito said was “no longer ideal” — needed to drop to 60 percent to reduce the burden on healthcare workers.Jakarta currently has 67 COVID-19 referral hospitals and 170 hospitals providing services for COVID-19 patients.As of Wednesday, the city recorded at least 41,250 confirmed COVID-19 cases, with 8,764 active cases and 1,219 deaths linked to the disease. Among the active cases, 3,341 patients are currently hospitalized.Topics : “Going forward, every [COVID-19 patient] will be quarantined in state facilities so that we may be able to break the chain of infection more effectively.”He went on to say that patients with medium or heavy symptoms would be required to check into hospitals, whereas those with light symptoms or no symptoms at all would be isolated at the athletes village.“Alhamdulillah [Thank God] we have prepared everything together,” Anies added.Anies went on to say that the regulation was a response to the lack of discipline among self-quarantining individuals who occasionally failed to abide by the existing health protocols. The Jakarta administration is set to issue a policy that will require COVID-19 patients in the capital to be quarantined at coronavirus referral centers, including the emergency hospital at the Kemayoran former athletes village in Central Jakarta.Under the new regulation, self-quarantine will no longer be an option for COVID-19 patients regardless of whether or not they exhibit coronavirus symptoms, Jakarta Governor Anies Baswedan said.“All this time, those who have been urged to isolate themselves in state facilities have been those who resided in densely populated areas,” Anies said during a field inspection in Sunter, North Jakarta, on Wednesday.
Fixing it would have required a system restart that “would have created confusion among investors and market participants”, said TSE president Koichiro Miyahara at a Thursday press conference.”After discussing with market participants, we decided to stop the market for the whole day.””We caused great inconvenience to many market participants and investors… We sincerely apologise,” he added.Officials said the faulty hardware had been replaced and personnel would be deployed to monitor the system to avoid a repeat.The impact of the system glitch on Friday’s trade was limited, with “shares seen rebounding, supported by rallies on Wall Street”, Yoshihiro Ito, chief strategist at Okasan Online Securities, said in a commentary.Rakuten was up 8.03 percent at 1,223 yen in the second trading session after it announced a 5G wireless service priced much cheaper than those of its domestic rivals.Its rival SoftBank Corp. was up 0.42 percent at 1,182.5 yen.Airlines were among the winners, with Japan Airlines gaining 1.83 percent to 2,002 yen and ANA Holdings rallying 1.35 percent to 2,463 yen as Tokyo was incorporated into the government’s domestic tourism campaign, intended to revitalize travel and hospitality industries hit hard by the coronavirus.The dollar fetched 105.59 yen in early Asian trade, against 105.50 yen in New York late Thursday.On Wall Street, the Dow ended up 0.1 percent at 27,816.90.Topics : “We would like to express our sincerest apologies for the inconvenience caused by the system failure of Tokyo Stock Exchange, and we would like to ask for your continued support and cooperation in the operation of the market,” it added.Late Thursday, TSE officials said the shutdown had been caused by a hardware malfunction that they said was fixed.The problem was discovered before Thursday’s opening bell and meant the entire trading day was lost on Tokyo’s two leading indexes, as well as smaller exchanges in Nagoya, Fukuoka and Sapporo.Officials said there was no indication of a cyberattack, and the problem had been traced to a memory breakdown that failed to properly trigger a switch to a back-up system. Tokyo stock markets successfully reopened on Friday after a hardware failure caused an unprecedented day-long halt to trade on one of the world’s biggest exchanges.The benchmark Nikkei 225 index was up 0.52 percent or 121.63 points at 23,306.75 in early trade while the broader Topix index was up 0.49 percent or 7.93 points at 1,633.42.In a statement, the Tokyo Stock Exchange confirmed trade “will be conducted as usual”.
Enjoy the many sitting areas throughout the gardens. Entertain in style on your terrace. “It’s a steep block so we’ve tried to make it a lovely journey to the water so it’s not a chore,” Mrs Marsden said. “The gardens have matured and the longer time goes on the more beautiful the gardens get.”Inside, a coastal vibe is paired perfectly with high-end interiors while Mrs Marsden’s eye for detail is on show.The kitchen stands out with its custom rangehood, stone island bench and butler’s pantry. Soaring VJ panelled ceilings and louvre windows in the kitchen, dining and lounge area allow plenty of light to filter through.More from news02:37International architect Desmond Brooks selling luxury beach villa8 hours ago02:37Gold Coast property: Sovereign Islands mega mansion hits market with $16m price tag1 day ago MORE NEWS: Gold Coast house dubbed one of Queensland’s most popular sells One of the bedrooms. Style at every turn. Relax on the terrace. There is a fish pond in the garden. 25 Bellara Street, Ashmore. MORE NEWS: Interstate buyer makes Gold Coast day trip to attend house’s auction All bedrooms are ensuited while the main wing is a tranquil haven overlooking trees and the river. “I actually designed the master retreat around a tree – I didn’t want to chop it down,” she said.Other features include a media room, billiard room with wet bar, 200 bottle wine cellar and office.Mrs Marsden said it was impossible to choose just one favourite feature.“I enjoy the whole house, I really do,” she said. “There are so many places to sit and relax, and they are all different. It’s a bit of a journey throughout the whole house.” But the house wasn’t always like this – Mrs Marsden and her husband Tom owned the neighbouring house before they decided to buy No. 25. “We loved the street,” Mrs Marsden said. “I remember when we sold our house this one came on the market two weeks after. The volleyball court was a big buying point for us.”The house at the time had a Balinese theme to it with a grass hut and statues at the entrance. “This house was a little more difficult (design wise) because I had to work within the parameters of what was already here,” she said. “It was just deciding what we wanted and trying to get a style to the house.” 25 Bellara Street, Ashmore has sold in a multimillion-dollar dealShe’s designed homes across the world so it’s no surprise Michelle Marsden’s Gold Coast house was snapped up in a $3.75 million deal after just six weeks on the market.The sale price is the highest paid for a property in Ashmore and matches 11 Kootingal St which sold in 2018 for $3.75 million.Mrs Marsden, who owns Michelle Marsden Design, is known for her quality and design and those attributes are on show at her Ashmore property. Five years ago the “master plan” for the house went into effect. “My daughter decided she was going to get married and she wanted to get married here so that is what pushed us to create the big project,” she said.A huge renovation soon followed with the finished project exceeding their expectations.From the moment you step onto the property you feel a million miles away from the hustle and bustle of city life.The lush green gardens, waterfall, fish pond, pool and various sitting areas grab your attention. Enjoy cooking and entertaining in this kitchen. The showstopper kitchen. 25 Bellara Street, Ashmore.Reluctantly selling to move to the Hinterland, Mrs Marsden said she hoped the buyers would enjoy the property as much as her family had.Jamie Harrison and Michael Kollosche of Kollosche handled the sale of the property.It was on the market at $3.95 million.