Training

first_imgTrainingOn 29 Jan 2002 in Personnel Today Previous Article Next Article Related posts:No related photos. Comments are closed. This week’s training newsArts seek diversity A consortium of 40 organisations led by Metier, the NTO for the arts andentertainment sector, has been awarded £2.5m European funding to help remove barriersto employment. The Equal project will look at ways to improve the sector’sdiversity. Around 30 research and development projects are seeking to find aninnovative approach to equal opportunities. www.metier.org.ukBank on e-learning The Nationwide Trust, a subsidiary of the building society, is rolling out anew e-learning project following a successful pilot scheme. The course,designed by Fullard Learning, uses an interactive, reality-based storyline toteach IT skills. Over 100 employees have signed up for the course, which willreplace existing trainer-led schemes.  www.fullard.co.ukHR packs a Punch The Punch Pub Company has given staff free membership to an online personaldevelopment website for a year. The firm’s 318 employees have been given accessto soulpower.com which features a personality guide, an online journal andcoaching sessions. The site has been developed by Adrian Gilpin, director ofthe Institute of Human Development.  www.soul-power.com last_img read more

Be seen and heard or face extinction

first_imgIrecently read a report, which, while not hugely scientific and a bitAmerican-centric, made worrying reading for HR the world over. Theresearch by online career centre Execunet indicates that job demand for seniorHR executives fell in 2001 by more then 36 per cent on the previous year. OnlyIT had a bigger drop. Since the firm started tracking such data in 1997, HR haseither trailed the averages in growth or led them in contraction every year. Whenthe CEO calls in the finance director to talk about reducing cost structures,the dialogue frequently raises two key questions: “Where can we afford tomake cuts?” and “Where can we not afford to make cuts?”.Usually, those departments not seen to be adding value – particularly if theyhave failed to market themselves – are brought up in those discussions. In manycases it is HR.Ofcourse, there are many organisations where HR is doing a stellar job, but it istoiling in the background and going dangerously unnoticed. I believe HR has an obligationto itself and its company to market and position its work and its successes ina visible way.Itis typical that as personnel data is established and improvements documented,monthly updates are sent out to the HR team. But does the team then share theseresults with their line managers? Just as quarterly numbers are circulated fromthe finance team, quarterly statistics and highlights should be circulated fromHR.WhenJ Randall MacDonald (now at IBM) was head of HR at telecoms giant GTE, he introducedone of the most robust HR scorecards I’ve seen. It took clear measures fromevery corner of HR and rolled them into a four-page report which wasdistributed around the company. It meant that when discussions took place onwhich areas of the business were adding value, there was never a question aboutwhat HR did, what its value was, and how it was improving.IfHR fails to market its value, business could well marginalise it, orrationalise it completely. The administrative function of HR’s remit is alreadybeing outsourced to the Accentures and Exults of this world. Furthermore, manyemployee-centric areas of ‘traditional HR’ are being redirected to intranetsites, where employees are given self-service privileges. In manyorganisations, primary manager tools are now Web-based, no longer requiring HRinvolvement.Thisleaves the profession with highly specialised areas such as employment law andemployee relations – these are hard areas to quantify. So,HR has to become more adept at voicing the value of good HR, proving to theboard that HR actively participates – and leads – in the company’s mission.This is essential to its survival as a profession.ByLance Richards, member of the board of directors for SHRM Global Forum and the EditorialAdvisory Board of Personnel Today sister publication GlobalHR Previous Article Next Article Be seen and heard or face extinctionOn 19 Feb 2002 in Personnel Today Related posts:No related photos. Comments are closed. last_img read more

Taskforce criticises Government for adding to the legal burden

first_imgRelated posts:No related photos. The Government’s insistence that it understands the employment law pressureson business do not ring true after an internal taskforce report claims it istoo happy to wield the regulatory sledgehammer. The independent Better Regulation Taskforce, set up by the Cabinet Office,said it could find little evidence that departments gave serious considerationto non-regulatory options when considering how to achieve their policyobjectives. Ian Peters, chairman of the group which carried out the review, said:”The taskforce believes there needs to be a constructive discussion aboutall the options available to meet an employment policy objective, withlegislation as a last resort.” Departments should give better consideration to softer alternatives such aseconomic instruments or codes of practice, he said. The report also recommends a package of measures to help employers complywith new regulations. It said departments and agencies should attempt to group start dates ofchanges together, rather than scattering them throughout the year so employersmust constantly be on the look out. It also called for more accessible information and advice, including morehands-on guidance on dealing with specific situations rather than complexregulation descriptions, and one-to-one advice visits by Acas. “We will keep up pressure for improvement,” said taskforcechairman David Arculus. Employers group, the CBI, welcomed the report and the “sensible packagefor delivering much needed improvement in guidance and advice”. But deputy director general John Cridland said the group “would bedeeply disappointed if the report turns out to be another false dawn. “The Government must show it is capable of turning fine words into realaction.” Previous Article Next Article Comments are closed. Taskforce criticises Government for adding to the legal burdenOn 1 Jun 2002 in Personnel Todaylast_img read more

Responsibility index to set benchmarks

first_img Comments are closed. Companies are being invited to sign up for a new Corporate ResponsibilityIndex. The index aims to define what corporate responsibility means in practice andform a benchmarking system. It has been developed by Business in the Community, working with 80companies, including Aviva, Diageo, HBOS, Powergen, Severn Trent and Unilever. All companies in the FTSE 350 have also been invited to join. It is hoped the index will collate a benchmarking service that covers allsectors, operating on a worldwide scale. Companies will be able to go online and compare their management processesand performance with others in their sector, measure their level ofresponsibility, and identify any potential gaps in their performance. Business in the Environment’s senior adviser Derek Higgs, said: “Seniorbusiness leaders realise now more than ever that corporate responsibility ispart of running a successful business.” www.bitc.org.uk/crindex Related posts:No related photos. Previous Article Next Article Responsibility index to set benchmarksOn 15 Oct 2002 in Personnel Todaylast_img read more

Triumph over complexity

first_imgGaryLuck gives an insight into how to build managers’ confidence in handlingprojects across international boundariesMost managers are responsible for managing projects. Their job title mightmake no reference to their project responsibilities and their professionaldevelopment might never have included training in project management, or inhard or soft skills, yet, they are commonly found in positions of leadership inmajor technology or change initiatives. Sometimes they manage a trained projectteam, or they are reliant simply on their general management skills. The challenges faced by modern managers are made even more complex by thefact they are increasingly called upon to operate in multi-project,multi-partnered, multicultural environments. Project environments are increasingly international and multinational interms of markets, stakeholders, customers and suppliers. Managers typicallyhave to build, manage and motivate new teams across cultures, often where theyhave no formal authority. It is small wonder that delivering on time, within budget and tospecification, seems an ever more unattainable goal for many managers. How canbreakthroughs be achieved in the success rate of projects? Is it simply areality of modern business life that projects fail or overrun on time andbudget? Does the complexity of an international project environmentautomatically reduce a project’s chance of successful delivery? Dynamic environments Success or failure of a project can determine the success or failure ofcompany strategy. The outcome of a project can often be determined by theleadership styles adopted in the early stages of the project. It isincreasingly accepted that strategy is a dynamic process. So too, are projectenvironments. The unforeseen events, developments and opportunities that emerge in aproject life cycle will be multiplied by many factors in a multicultural,multi-partnered, multi-project environment. From our experience, it is clear that projects where team members embracewide cultural diversity are likelier to encounter higher levels of uncertaintyand lower levels of agreement. Instead of a ‘one-size-fits-all’ approach to project management, managersshould be encouraged to heighten their awareness of diversity and address itthrough appropriate styles of management and leadership, so that the tensioninherent in the diversity results in creative outcomes. The model below, adapted from an idea by Ralph Stacey2 is used to helpmanagers consider the styles they need to adopt for their project, and isparticularly beneficial in a multicultural project environment. A typical project with high levels of agreement and certainty is where theoutcome of the project is already known and predictable, such as the buildingof a new factory. Projects of this type resemble a jigsaw puzzle – where the picture is on thebox and even on the jigsaw itself, but might still be quite complex to puttogether. While we accept there will be some areas within this type of projectthat are uncertain and with low agreement, the overall objective of the projectis more certain. In this type of environment, a project leader will find iteasier to plan, monitor and control outcomes. Conversely, in some projects there are low levels of agreement and lowlevels of certainty. This type of project resembles more of a problem than apuzzle, and the nature of the problem may not even be known. In this scenario, a project leader needs to be more facilitative. Ifundertaken in a multicultural environment, a project leader must create anenvironment of trust, openness and collaboration. They must engage people todefine the problems and co-create the solutions. If achieved successfully, stakeholderswill find experimentation stimulating, and bottom-up change can be created. While perceptions may lead managers to believe their situation correspondsto a ‘top right’ position (on the diagram below), by an innovative combinationof technical and softer skills, new knowledge can be co-created, moving theprojects into the familiar arena of plan, monitor and control. ‘Soft’ project management skills can be used with great effect throughoutthe project process. When Ashridge Consulting works with organisations, its prime purpose is totransfer consulting skills such as facilitation, principles of working withchange, conflict resolution, influencing without authority and individualexecutive coaching, to build high-trust relationships and a learning community.This approach creates sustainable learning and ensures the learning loop iscompleted. Reasons for uncertainty Research has demonstrated that uncertainty in projects can arise from: – Difficulty in estimating task time – Student syndrome (not starting the task until the last minute) – Parkinson’s law (work expands to fill the time available) – Unsynchronised integration of dependent tasks – Bad multi-tasking All of these reasons for uncertainty are addressed by Dr E H Goldratt’s3critical chain methodology, which creates a common language suitable forcross-cultural teams. It not only produces collaborative ways of producing arobust project network, but provides visual ways of accurately monitoring theproject’s status . This methodology has a proven track record of reducing the time of projectsby up to two-thirds. In strategic terms, this often involves introducing a newproduct into the marketplace faster, reducing large-scale set-up times infactories and boosting the strategic implementation ability of theorganisation, thereby gaining a competitive advantage. Cross-cultural communication Good communication that enables all teammembers to understand and learn is essential to a project’s success. Barriersto understanding are too often created, even within a single culturalenvironment, if the learning styles and preferences of various team members arenot taken into account. For example, if a project manager explains theproject’s content, or the ways of working on a project, in a highly theoreticalor technical way to a team member whose learning style is more experiential orpractical, there is likely to be a barrier to understanding. This is likely tobe experienced even more frequently when linguistic barriers compound the difficultiesin understanding. A strong antidote to theoretical approaches that run into communicationproblems, particularly useful in cross-cultural environments, can be the use ofexpressive forms. These can be used to promote the understanding of current reality vital toany project scenario. Stories and artistic representations can often buildpictures more effectively than formal language. For example, a cross-cultural team within a multinational client as recentlyworking to understand and describe the project environment at the company.Storytelling, drawing, body-sculpture and poetry were all used to portray ascenario, which emerged in a far more meaningful and broadly understood formatthan could have been created by any word-bound analytical approach . Given that the present is the stories we shall one day recount, this more‘whole self’, playful approach should not be discounted. It breaks downcultural barriers and facilitates good communication. Every learning stylewithin a cross-cultural team can be engaged by these more experiential ways ofworking, because they have to think, participate, experience and then reflectupon their learning. Cross-cultural understanding Apart from appreciating problems caused by linguistic barriers and multiplelearning styles in cross-cultural groups, the project manager has to befamiliar with the less visible aspects of cross-cultural work that cancomplicate the project. Many such examples are cited by Fons Trompenaars4, asoften projects involve multi-stakeholders, including suppliers. The type of situation that might arise is a case where a contract is signedbetween an Arab supplier and a US contracting firm. If the individual whosigned the contract leaves the US organisation, the Arab supplier may considerthe contract void. Clearly, this would be counter to the understanding of theUS contractor. Similarly, there are different cultural views about where decision-makingpower lies. The United Arab Emirates, in line with Poland, the US, Sweden andCzechoslovakia, is likely to believe it is vested in the individual. This is instark contrast to France, Italy, Spain and Japan, where people believedecision-making power is vested in the organisation. Project managers must heighten their awareness of these issues in theirparticular cross-cultural working context. Multicultural project working will be created by a diverse group ofparticipants in the forthcoming Ashridge PMA programme, on 7-11 July 2003. Asubsequent programme will start on 3 November. For more information, see www.ashridge.com/pma or contact GaryLuck on 01442 841183References1. Guide to Strategic Positioning in The Strategy Process,Mintzberg and Quinn, Prentice Hall, 1997 (reference to Mintzberg on figure 1)2. Stacey, Ralph D, Strategic Management & OrganisationalDynamics, Financial Times Pitman Publishing, 2nd Edition, 1993 (reference to this in figure 2 and in text above)3. Critical Chain, Dr EHGoldratt, 1997, North River Press,Mass. USA4. Trompenaars, Fons, Riding the Waves of Culture:Understanding Cultural Diversity in Business, London, The Economist Books, 1993 Comments are closed. Previous Article Next Article Triumph over complexityOn 1 Jun 2003 in Personnel Today Related posts:No related photos.last_img read more

Watch out: Thai grads are ready for your job

first_img Previous Article Next Article Related posts:No related photos. I’m writing from the Sasin Graduate School in Bangkok, where I’m watching 22bright Thai Master of HR Management (MHRM) candidates complete an exam. It isexcellent news that the course I teach, which focuses on metrics andmeasurements in HR, is a core requirement for the MHRM degree here. Yes, to get your Masters degree in HRM in this school, you must pass acourse in measuring HR contributions and alignment with the enterprise. I thinkthis speaks well of the growth and spread of cutting-edge HR practices, as wellas the impact that multinationals have on emerging market economies. Most of my students are from household-name companies, including Body Shop,Nestlé and Prudential, among others. Their roles range from HR assistant andattorney, to MD of a large manufacturer. These corporations are driving thecurriculum content at Sasin and other schools in Thailand. HR’s role and validation in the Thai enterprise is well understood andclearly pursued. Managers prowl about with an eye towards demonstrating HR’salignment with the business, and validating HR’s successes. I’ve witnessedsimilarly fast-moving HR practices in China. These may be called ’emergingmarkets’, but they are demonstrating the HR practices of established markets. A few years back, Thai HR metrics may have been more focused onactivity-tracking than on results and alignment. Now, it is crystal clear thefocus is moving towards understanding activity, and tracking and reportingrelevant results. This is an important point, as it is far too easy to get caught in a loop ofmeasurements that only validate that an activity has occurred, without anyregard for the results. This tendency to measure and report activity isdangerous as HR moves further up the value chain. While it’s important to show that we are doing things right, it is far moreimportant to show that we are doing the right things. It is essential that weare able to draw a link between HR activity, HR results, and the enterprise’sgoals. The frequent failure of HR managers to demonstrate what they do fortheir business is probably their biggest boardroom challenge. Ask yourself: Do you differentiate between measuring activity and measuringresults? Can your business compete, using the results coming out of your own HRshop? Can you truly compete with what my Thai friends are doing here? Are you managing results and reporting your successes? Are you showing HR’salignment with and contributions to the business? If not, these sharp youngThais may be in line to take over your job. By Lance J Richards, Senior director, International HR for KellyServices, and a director for SHRM Global Forum Comments are closed. Watch out: Thai grads are ready for your jobOn 14 Oct 2003 in Personnel Todaylast_img read more

International news

first_imgInternational newsOn 15 Jun 2004 in Personnel Today Previous Article Next Article This week’s international newsCalifornia spends $10bn on low-pay subsidies California’s tax-payers are spending US$10.1bn (£5.5bn) a year subsidisingthe state’s growing low-wage economy, according to a study from Berkeley’sCenter for Labor Research and Education at the University of California. Itclaims that of the families receiving social assistance in California, 53 percent of funds went to working families to cover health and childcare costs,rather than to unemployed and retired people. About $5.7bn (£3.1bn) of themoney went to families with workers earning less than $8 an hour (£4.36), whilethose with workers earning between $8 and $10 (£5.44) an hour used $1.9bn(£1bn) of the subsidies. Retail workers received $2bn (£1bn) in aid, more thantwice the amount in any other sector. The study said that by raising the minimumwage to $8 per hour from the current $6.75 (£3.68), the state could save $2.7bn(£1.5bn) in benefit payouts. It added: “Some assistance programmes may beserving as de facto subsidies for low-wage employers, pushing down wages andproviding disincentives.” Confidential information ‘can be passed to unions’ Employee-elected company board members can pass confidential informationlearned from meetings to trade union chiefs and expert advisers, as long asthey can demonstrate the disclosure helps them carry out their job, a EuropeanCourt of Justice (ECJ) advocate general has advised. Miguel Poiares Maduroadded union secretary-generals could discuss this information with colleagues,but had to ensure it was “necessary for [them] to be able to perform hisduties”. Maduro was advising on a Danish case involving the generalsecretary of financial worker union Finansforbundet, and a RealDanmark employeeboard member, whose company was being merged with Dansk Bank. The employeeinformed the union boss about the deal, who told colleagues. One bought andsold shares in RealDanmark and was subsequently convicted of insider trading.The secretary general and board member were later prosecuted for illegallytransferring confidential information. Wal-Mart chiefs risk bonuses over diversity targets Senior executives at US retail group Wal-Mart will lose up to 15 per cent oftheir bonuses if the company fails to meet employment diversity targets. CEOLee Scott told shareholders at the annual company meeting that bonuses,including his own, would be cut by up to 7.5 per cent this year and 15 per centnext year if the company doesn’t hit goals on the number of women andminorities it employs. The company employs 1.3 million staff, making it thebiggest single private employer in the US. Wal-Mart, which owns supermarketchain Asda, has been beset by legal challenges and could soon be hit with aclass action suit alleging the company denies promotion and equal pay to femalestaff. The company has created a compliance office in the US that now has 140people working to ensure the company follows the rules and its own procedures. ‘Europass’ CV system launched to cover all of EU A comprehensive European Union (EU) CV system, helping EU workers andstudents gain recognition for their qualifications across the Continent, hasbeen approved in principle by the EU Council of Ministers and the EuropeanParliament. The ‘Europass’ – a passport-style document – will contain personaldetails presented in a common format (in a major European language). It willinclude: – A commonly formatted European CV, containing a harmonised presentation ofqualifications and competencies, including extra-curricular activities,academic qualifications and work experience – A European Diploma Supplement describing the nature, level, context,content and status of a graduate’s studies – A ‘MobiliPass’ recording any training or studying on a recognised EUcourse, stating which institution was involved – A European Language Portfolio recording language learning and abilities,plus cultural experience – A Certificate Supplement, attached to a vocational certificate, explainingwhat skills have been gained. Each EU country will set up a Europass National Agency (ENA) to manage thesystem, which should be launched next year. Comments are closed. Related posts:No related photos.last_img read more

Internal communications: Speaking to the people

first_imgInternal communications: Speaking to the peopleOn 14 Mar 2006 in Personnel Today A decade ago, internal communications, in all but the largest of organisations, amounted to one writer turning out reams of staff newspapers that were swiftly consigned to the bin.Now, the function has become so sophisticated and widespread that universities offer postgraduate diplomas in internal communications. Gone are those dog-eared newspapers, replaced by e-mail, poster and plasma TV campaigns planned by career communications specialists.At the same time, it has become fashionable for the heads of organisations to cite in their annual reports that the business is almost entirely dependent on the spirit and motivation of its employees, and that effectively communicating with them is the key to this. Nowhere is this more prevalent than in retail and service businesses, where a large contingent of customer-facing staff effectively act as the company brand.As the internal communications function has matured, it has grown in power and responsibility and, in the process, has been moved out of the HR department. The majority of FTSE 100 companies now have a separate internal communications department, reporting to a corporate communications director or a marketing director. At food and personal products conglomerate Unilever, for example, internal communications used to be spread across the HR and corporate relations departments. But last May, internal communications began to report into a newly streamlined global communications department.At mobile phone company O2, internal communications reports to corporate communications. But it works closely with the marketing department, enabling the mobile phone company to integrate what it says to its customers with the messages it sends to employees.Brand republicThe fact that internal communications is no longer part of the HR function does not mean that HR can’t get stuck in. HR still has an important role in maintaining the employer brand through the way it recruits, retains and deals with staff, but communications experts are arguably better placed to gain employee buy-in for it. Mark Beedon, group communications and engagement director at Cable & Wireless, describes his primary role as that of a “broker between the aims of the organisation and the aspirations of our people”. He says: “It’s more subtle than just telling employees what the company’s policies are. In an organisation where HR is focused on policy issues, it is often seen by employees as the mouthpiece for management. A separate internal communications department has the advantage of being seen as a little more independent.”One area where internal communications has grown in prominence is through its crucial role in cultural change projects. Frequently, it’s the people in marketing who plan the customer advertising and drive these messages home to employees. The recent Barclays brand relaunch, for example, was headed by group chief executive John Varley and group brand and marketing director Jim Hytner. The duo starred in staff roadshows around the country to explain how the bank’s ‘Now there’s a thought’ advertising campaign centred on employees having good ideas for customers.Talking shopBut should HR departments take charge of workplace communications, since they are closest to staff developments? Dan Bobby, managing director of brand consultancy Dave, believes not. He is critical of internal communications as an addendum to HR, because he sees this structure as encouraging a one-way style of communication.“HR people know all about reward and recognition policies, but they’re not always the best communicators,” he says. “Internal communications should be about engaging employees in a dialogue to involve them, especially if you want to change how they think about their job, their relationship with customers, or their relationship with the company.”Cable & Wireless attempts to pursue this ‘dialogue’ strategy by setting up ‘listening groups’ – focus groups that aim to discover how employees feel about an issue before starting to alter behaviour or opinion.Centrica, the owner of British Gas, is another company where HR no longer controls internal communications. Its internal communications director Philip Ashley reports to the corporate affairs director, who sits on the board of directors.Ashley believes it is crucial for internal communications to be independent for the kind of tasks he is involved in. Public controversy is at an all-time high following announcements of another 22% hike in gas prices and its 11% rise in operating profit to £1.5bn for 2005. So Ashley works closely with marketing to ensure that the messages that are going out to customers – that the prices are justified by the fact that gas costs have risen 70% in the past year – chime with what staff have been told about the same issue.“We need to make sure that our 17,000 staff, many of whom work in customer-facing roles, are all aware of the issues and Centrica’s point of view, in case customers ask them about it,” he explains. That is not to say HR is shut out of the process entirely. Another internal communications task at Centrica had everything to do with HR. The company closed its final salary pension scheme to new recruits to be able to fund the scheme for its existing engineers. This required careful collaboration with the pension specialists in HR and the unions to communicate the company’s strategy on the issue. The fact this led to a one-day strike shows that you can’t always win the battle even when you’ve planned a persuasive communications campaign.Smarter workingThe reality of internal communications, says Helen Purdey, a consultant specialising in internal communications at recruitment agency Michael Page, is that it requires a set of skills and attitudes that are closer to those used by marketing rather than HR people. “Good internal communications people are primarily good communicators. They need to be able to write and edit well, and build strong relationships with others across an organisation,” she says.Beedon believes that, eventually, the term ‘internal communications’ will cease to exist as a separate discipline; it will become subsumed into a general communications department which will plan to send out messages to audiences concurrently for maximum impact.“As organisations get smarter,” he says, “we’ll all be finding ways of working together better, so that the different agendas between HR and marketing won’t matter.”02 finds the personal approach rewardingMobile phone company 02 is in the early phases of rolling out a new total rewards programme. The scheme requires a substantial internal communications effort so that employees understand the individual value of holiday and other rewards, and make their choices based on the value they are allocated.The project leader for the scheme, head of pensions Tina Stanley, believes that having an internal communications unit separate from HR only improves the effectiveness of getting her message across.“I don’t profess to be a communications specialist. It’s fair to say that HR can sometimes be a little blinkered in that we assume everyone else will understand something just because we do,” she says. “I’d thought, for example, that we should put up posters and send e-mails to let people know about the total rewards scheme, but our internal communications people told me that wouldn’t work. Posters get ignored and people get so many e-mails anyway because we’re a technology company.” As a result, she decided to adopt a more personal approach to the communications, with notes on people’s desks, managers doing group briefings and roadshows, and broadcasts on the plasma TV screens around the company’s offices.The other advantage of having an independent internal communications department, according to Stanley, is that because it is the only group sending out messages to staff, it can avoid any clashes between various departments’ agendas. “The last thing I’d want is for another department to be making a major announcement the same day as our programme launches and take all the attention,” she says. Comments are closed. Previous Article Next Article Related posts:No related photos.last_img read more

HFZ, Marble Collegiate Church lose NoMad development site

first_imgRepresentatives for HFZ and the Marble Collegiate Church were not immediately available for comment, and a representative for the Vanbarton Group declined to comment.ADVERTISEMENTThe tug-of-war over ownership of the site, where HFZ planned to develop a 34-story office tower, came to an end after HFZ made a last-ditch effort to retain control. The developer on Thursday applied for a temporary restraining order to delay the auction and, earlier Friday, threatened to throw the project into bankruptcy to gum up the works.A judge felt the borrowers were in disarray and denied the restraining order, a source familiar with the case said.In addition to HFZ and Marble Collegiate Church’s efforts to halt the auction, a trio of EB-5 investors also pursued a temporary restraining order in an attempt to avert foreclosure proceedings. Attorneys for the Marble Collegiate Church argued against the EB-5 investors’ application for a TRO.Friday’s UCC auction was the latest blow for HFZ, which has been embattled by lawsuits and financial problems, including foreclosure proceedings on multiple other development projects in Manhattan, since late last year.Contact Rich Bockmann Share via Shortlink foreclosureHFZ Capital GroupVanbarton Group HFZ Capital Group’s Ziel Feldman, a rendering of 29th&5th and Marble Collegiate Church (Getty, HFZ)After an 11th-hour effort to stave off foreclosure, HFZ Capital Group and the Marble Collegiate Church have lost control of their NoMad joint venture.Mezzanine lender Vanbarton Group took control of the development site at Fifth Avenue and West 29th Street, where the church has stood since 1854, in a UCC foreclosure auction Friday afternoon, according to Matthew Mannion of Mannion Auctions, which conducted the auction.Read moreZiel Feldman, Nir Meir accused of fraud over $30M loan Foreclosures tied to 4 HFZ condo buildings halted, for nowFaith alone: How one Manhattan congregation got caught in HFZ’s downfall Email Address* Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Full Name* Message* Tagslast_img read more

The respiratory metabolism of some Antarctic fish

first_img1. The metabolic rates of four Antarctic fish have been measured, including the haemoglobin-less Chaenocephalus aceratus.2. The respiratory rates of the fish are discussed in relation to body weights.3. C. aceratus has a respiratory rate as high as other Antarctic fish despite its lack of a respiratory pigment. The calculated rate for a 1 kg fish was 45·6 mg O2/hr.last_img