January 28, 2016 – Updated on March 8, 2016 Government uses draconian law to ban newspaper for good Organisation RSF_en Tanzania has fallen 34 places in the Reporters Without Borders press freedom index since 2010 and is now ranked 75th out of 180 countries. Neither the print nor online version of Mawio has been available since the ban was announced on 15 January. The police arrested the two journalists, Jabir Idrissa and Simon Mkina on Monday 18, interrogated them at length and then released them on bail.Mawio was shut down because of its coverage of the political crisis in the semi-autonomous Zanzibar archipelago, which has been tense since the cancellation of its presidential election in October. The Tanzanian government does not like the media covering the story, especially as part of the population favours more autonomy for Zanzibar and it was the pro-autonomy Civic United Front that was proclaimed winner of the election later declared invalid by the government.Information minister Nape Nnauye said Mawio was banned under the 1976 media law, which empowers the government to ban any publication.“The government regrets taking this decision but it was compelled to act due to the newspaper’s continuous writing and publication of content that is inciteful and threatening to the peace, stability and security of our country,” Nnauye said.RSF already criticized this law in 2013, when two daily newspapers, Mwananchi and Mtanzania, were temporarily closed.“It is very disappointing that Tanzania’s new government has banned a newspaper just a few months after its election,” RSF secretary-general Christophe Deloire said. “We reiterate our appeal to the Tanzanian legislature to replace the 1976 law, which endangers freedom of information.” News Reporters Without Borders (RSF) condemns the government’s decision to permanently ban the privately-owned Swahili-language weekly newspaper Mawio and the brief detention of two of the newspaper’s journalists. Help by sharing this information
Organisation November 27, 2020 Find out more Niger: Two journalists arrested in disturbing setback for press freedom Help by sharing this information RSF_en Follow the news on Niger NigerAfrica NigerAfrica News July 3, 2009 – Updated on January 20, 2016 Judge tells radio and TV group it can resume broadcasting News May 11, 2021 Find out more The conviction of Niger newspaper editor Moussa Aksar is an attack on investigative journalism News Reporters Without Borders is relieved to learn that a Niamey judge has quashed the order issued by the High Council for Communication (CSC) on 29 June suspending the operations of the Dounia radio and TV group for broadcasting a statement “calling for an insurrection by the defence and security forces.”“We believe that justice has been done,” Reporters Without Borders said. “This is a reassuring decision because it means there are checks and balances limiting arbitrary behaviour by the state’s most senior officials.”The ruling quashing the suspension order was issued in summary proceedings late yesterday afternoon by a judge who said Dounia could resume broadcasting immediately. The group, which has said it will bring a lawsuit against Daouda Diallo, the head of the CSC, was expected to resume operations later today.The supreme court meanwhile issued a ruling on 30 June overturning an August 2008 decision by the CSC that suspended Dounia’s broadcasts for a month.———————————————————————————–30.06.2009 – Radio and TV group suspended for broadcasting opposition call to the peopleReporters Without Borders firmly condemns the order issued unilaterally yesterday by the head of the High Council for Communication (CSC), Daouda Diallo, suspending the operations of the Dounia radio and TV group “until further notice” for broadcasting an opposition coalition’s call to resist a presidential bid to amend the constitution.“People in Niger are outraged by this biased and unfair decision,” Reporters Without Borders said. “The head of the CSC is clearly acting on the orders of the country’s highest authorities, discrediting this regulatory body and exposing the lack of independence of many of its members.”The press freedom organisation added: “It is astonishing that only the Dounia group has been suspended although all the privately-owned media broadcast the same call. It shows yet again how the authorities have hounded this media group. We urge the head of the CSC to reverse this decision and to allow Dounia to resume operations without preconditions.”The CSC directive ordering Dounia to suspend activities “until further notice” was received by the group’s director general, Abibou Garba. The order, a copy of which has been given to Reporters Without Borders, is signed by Diallo. Six of the CSC’s 11 permanent members immediately disowned it, saying they were not consulted and that “the principle of shared decision-making was not respected.”The Dounia group is accused of “calling for an insurrection by the defence and security forces” because – like all the local radio and TV stations – it broadcast a statement by the opposition coalition known as the Front for the Defence of Democracy (FDD) on 27 June urging the population to block President Mamadou Tandja’s attempt to hold a referendum on a constitutional amendment that would allow him to run for a third term.The FDD statement called on the country’s citizens “to mobilise using all legal means to thwart this attempt to destroy the rule of law and democracy.” It also called on the security forces “to refuse to obey the orders of a man who deliberately chose to violate the constitution and who has now lost all political and moral legitimacy.”Tension is mounting in Niger. Yesterday the president dissolved the constitutional court, which rejected his referendum project three times. Three days before that, he granted himself “exceptional powers” under article 53 of the constitution, allowing him to govern by decree. On 23 May, he dissolved the national assembly. to go further Reports Receive email alerts The 2020 pandemic has challenged press freedom in Africa July 16, 2020 Find out more
Print This Post The Week Ahead: Nearing the Forbearance Exit 2 days ago Top 10 States for Inbound Migration in Daily Dose, Featured, Market Studies, News January 6, 2021 2,409 Views Sign up for DS News Daily Governmental Measures Target Expanded Access to Affordable Housing 2 days ago About Author: Christina Hughes Babb 2021-01-06 Christina Hughes Babb Subscribe Demand Propels Home Prices Upward 2 days ago The Best Markets For Residential Property Investors 2 days ago American homeowners’ documented decisions to move westbound and southbound has accelerated during the COVID-19 pandemic, according to a 44th annual migration study by United Van Lines published in early January.”United Van Lines’ data-driven insights uniquely point to national trends and, this year particularly, the resounding impact of COVID-19 on moving choices and the moving industry,” said Eily Cummings, Director of Corporate Communications at United Van Lines. “For example, as more people experience job and lifestyle changes amid the pandemic like remote working, we’re seeing they have more flexibility in where they can live—many choosing to move from urban to more rural areas.”Idaho was the state with the highest percentage of inbound migration (70%) among states experiencing more than 250 moves with United Van Lines for the second consecutive year, according to the study, which tracks the moving company’s proprietary data for customers’ 2020 state-to-state migration patterns.What states are families fleeing in the greatest numbers? New Jersey, which, with 70% outbound in 2020, has held the top spot for exits for the past three years.According to the Van Lines information, top states for inbound migration included South Carolina (64%), Oregon (63%), South Dakota (62%) and Arizona (62%), while New York (67%), Illinois (67%), Connecticut (63%) and California (59%) were among the states experiencing the “largest exoduses.”In addition to numbers, United Van Lines collects information about customers’ reasons for leaving.”This year’s survey results indicated 40% of Americans who moved did so for a new job or job transfer (down from prior years), and more than one in four (27%) moved to be closer to family (which is significantly up over prior years).”For customers who cited COVID-19 as an influence on their move, March to October 2020, the top reasons were concerns for personal and family health and wellbeing (60%); desires to be closer to family (59%); 57% moved due to changes in employment status or work arrangement (including the ability to work remotely); and 53% desired a lifestyle change or improvement of quality of life.“United Van Lines’ data makes it clear that migration to western and southern states, a prevalent pattern for the past several years, persisted in 2020,” Michael A. Stoll, Economist and Professor in the Department of Public Policy at the University of California, Los Angeles said. “However, we’re seeing that the COVID-19 pandemic has without a doubt accelerated broader moving trends, including retirement driving top inbound regions as the Baby Boomer generation continues to reach that next phase of life.”New to the 2020 top-10 inbound list are Tennessee at No. 7 and Alabama at No. 8, both with inbound percentages of 60, and Arkansas at No. 10 with 59% inbound, Van Lines reported.Here’s the top ten states for inbound moves:IdahoSouth CarolinaOregonSouth DakotaArizonaNorth CarolinaTennesseeAlabamaFloridaArkansas Previous: Automated Valuation Models: Benefits and Unexpected Challenges Next: The Automatic Stay—The Ultimate Creditor Protection Home / Daily Dose / Top 10 States for Inbound Migration Servicers Navigate the Post-Pandemic World 2 days ago Governmental Measures Target Expanded Access to Affordable Housing 2 days ago Demand Propels Home Prices Upward 2 days ago Servicers Navigate the Post-Pandemic World 2 days ago Data Provider Black Knight to Acquire Top of Mind 2 days ago Share Save The Best Markets For Residential Property Investors 2 days ago Related Articles Christina Hughes Babb is a reporter for DS News and MReport. A graduate of Southern Methodist University, she has been a reporter, editor, and publisher in the Dallas area for more than 15 years. During her 10 years at Advocate Media and Dallas Magazine, she published thousands of articles covering local politics, real estate, development, crime, the arts, entertainment, and human interest, among other topics. She has won two national Mayborn School of Journalism Ten Spurs awards for nonfiction, and has penned pieces for Texas Monthly, Salon.com, Dallas Observer, Edible, and the Dallas Morning News, among others. Data Provider Black Knight to Acquire Top of Mind 2 days ago
Working from home: How HR can deal with the daily dilemmasBy Jo Faragher on 24 Mar 2020 in Working from home, Coronavirus, Latest News, Personnel Today, The HR profession, Flexible working, Teamworking, Teleworking, Work-life balance Previous Article Next Article No comments yet. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website Related posts: With schools potentially out for summer, the practical challenges of managing a remote workforce and supporting managers to deal with their own teams have just got even more difficult. From dropped video calls to managing expectations around working with children at home, how can HR professionals cope? For HR departments across the UK, Monday (23 March) will have been one of the busiest and most testing days they have experienced in a long time. On top of the existing impact the coronavirus has had on policies, staff sickness and workforce redeployment, school closures mean that hundreds of working parents are now juggling remote work with virtual classrooms and breaking up arguments over the TV remote.Coronavirus: policies and proceduresCoronavirus: Temporary changes to workplace policies and procedures Homeworking policy Most employers will have advised widespread working from home from Monday last week, when prime minister Boris Johnson stepped up the UK’s response to the spread of the virus by advising against all unnecessary travel. Commuter train and tube services have been cut as office workers set themselves up at home.As work shifted online, tools such as Slack and Microsoft Teams took the strain; both have reported spikes in the number of new users – Slack’s group messaging tool has gained 40% more users since February than it typically has in a whole quarter, according to its CEO. Microsoft said the number of people using Teams on a single day last week was 44 million, compared with a usual peak of around 20 million.But as workers replaced face-to-face meetings with video calls and email and file-sharing applications became busier than usual, users complained of home broadband systems unable to cope and unreliable connections leading to frustration. Vodafone and TalkTalk reported a 30% and 20% rise, respectively, in internet traffic last week as homeworkers moved online and others binged on TV streaming services while stuck at home.Emergency provisionsFor many HR professionals, simply getting to grips with some of the practical adjustments of managing teams remotely – whether their own or supporting managers, has been a challenge. “We’ve always considered that we have really strong business continuity plans in place – all of our employees have the hardware and software they need to work away from the office, and many work remotely on a regular basis,” says Claire Williams, director of people and services at software company CIPHR.“So it’s been surprising how many things we’ve had to make emergency provisions for. There’s just a really big difference between working from home from time-to-time, and working at home full-time.” One recurring issue has been employees’ office set-up at home, she adds. “Desk equipment is one example – more of our people are realising that their home setup is far from ideal, and they need additional monitors, keyboards, mice etc. Some have even come into the office and taken their desk chairs home with them.”On Friday, Acas issued guidance for employers about managing remote workers. It urged organisations to be “practical, flexible and sensitive” to employees’ situations, and to put any agreed working arrangements into writing so everyone is clear about what is expected. Managers should also consider which tasks can be done from home but not fall into the assumption that certain roles cannot be performed remotely.The CIPD echoed this advice. Peter Cheese, chief executive, called for employers to “make allowances [for the school closure] and take a flexible approach, especially for people with younger children who will inevitably need more care.“There may be limited space and limited equipment to manage both parents and children working from home each day. There will be disruption,” he continued.“Employees should speak to their line managers and HR teams to understand how they can best balance family and work commitments, especially as this stands to be for a prolonged period of time.”Work and childcareWilliams says she has already had a lot of queries from staff about how they should juggle working from home with childcare. “We have policies in place for business as usual, but this is potentially a long-term situation that we’ll need to adjust to,” she adds. “So we’ve had to kind of think about it in a far more flexible way. Our approach has been: we’ll be asking for a lot of goodwill from our staff over the next few months, so wherever we have the opportunity to show that flexibility and goodwill back to them in return, we have to do that. We’re taking a pragmatic approach, offering employees the option to shift their working hours, or break up their hours, for example.”But where do employers stand legally when it comes to balancing someone’s work commitments with looking after children? It is not unusual for employers, for example, to demand that working from home days should not be used as a proxy for childcare for preschool children. Does this still hold true? When Johnson announced stricter lockdown measures yesterday, staff were told they could only travel to their usual place of work “only where work absolutely cannot be done from home”.Beverley Sunderland, managing director of Crossland Employment Solicitors, explains that in more usual business times, an employee’s only real entitlement here would be to take emergency time off unpaid. But these are, of course, not typical circumstances. “Employers in the short-term are being much more relaxed about it,” she says. “They’re happy if joint parents timeshare [one works in the morning, the other in the afternoon, for example], and make things up in the evening. They’re fine as long as you’re available if a client has an urgent question and keep them posted.”We’re taking a pragmatic approach, offering employees the option to shift their working hours, or break up their hours, for example” – Claire Williams, CIPHRThey also need to be mindful of expectations, she adds. Asking someone to take emergency time off for dependants “while they sort out other childcare options” – something they might have done under different circumstances – is not really an option at the moment because doing so would go against government social distancing guidelines.Getting the balance rightManagers are also having to get to grips with new ways of communicating with employees they typically see every day. Hannah Prince, a business psychologist at Insights Learning and Development, says it’s important not to overwhelm employees by barraging them with constant communications via different channels.“One of the best ways to manage this is to generate a few options and vote on it as a team. Giving your team members a voice and empowering them to shape decisions is an important part of creating a healthy team, particularly during difficult times,” she advises. “Have open conversations with each colleague, co-create strategies and flex these strategies as much as needed. You know your industry, work and team best so consider what will be best for your own business, team and location. What tools do you currently use, what could you potentially use and what would be the best fit?”Prince urges managers to consider alternatives to email, as inboxes will overflow and meanings can be lost in translation. “Only communicating via email is not always the most effective way to work, as sentiments can easily be misconstrued and it’s not the quickest way to share ideas in real time,” she says. “Also remember that individuals are entitled to say, ‘not right now.’ Employees should be able to set their status to ‘do not disturb’ or ‘busy’ so they can be contacted when they’re available, rather than be expected to stay switched on all the time.”Dan Tesjnak, head of EMEA at learning platform company Degreed, says employees have been given the option to order additional tech facilities such as screens so they can build an environment that suits them at home. But it’s not just about the technical support, he explains: “As Degreed’s executive team we have been mindful to continually communicate and ensure that employee’s mental and physical health is the number one priority. Plus our team shares regular updates on the pandemic, our company’s evolving situation, how employees should be dealing with it and the ways Degreed is exploring to support local communities and charities through the crisis.”Making the transitionGamiel Yafai, founder of D&I consultancy and coaching company Diversity Marketplace, says the transition to doing absolutely everything online has been an exhausting one. “I’m used to using Skype and Teams perhaps once a month and now it’s constant; one day last week I did video calls back to back for five-and-a-half hours,” he says. “When I work face-to-face with people I space things out or there is time in between to get from A to B. I’m now booking in time between appointments – as a coach it’s important that clients’ conversations don’t start to merge into one another.”An advantage of getting used to widespread remote working has been learning new things about the platforms he uses, adds Yafai. “You can do break-outs, pair people up, take notes – I’m lucky I have a network of people I can ask questions or share my learnings with. This has never been so important.” And while virtual coaching may feel like certain things would get lost in translation, this has not been the case, he says: “Sometimes it’s more empowering to [coach virtually] as people don’t feel as though they have to hide themselves. You can still get to know each other and ask questions.”Day-to-day HR activities such as onboarding have also had to change radically. “Where we can, we are onboarding people remotely, and thinking a bit creatively about how we make them feel part of the team,” says Williams at CIPHR. “But for others – where the roles require a lot of face-to-face training or job shadowing, which we can’t do while social distancing applies – we’re having to postpone start dates.” Anyone who is already in the interview process for a role will continue to go through that process, but remotely.For some roles, interviews have been deferred altogether. “The message to candidates in those situations is, ‘we really would like to continue this conversation but because we’re not able to onboard right now, can we just stay in touch?’,” she adds. “So we’re working on building up a really strong talent pool that means we can kick-start hiring again at the appropriate point.”Setting out a structureEstablishing a loose daily routine among teams can help, both in practical terms of getting things done and giving employees some structure at a time when anxiety levels will be peaking. A daily stand-up meeting, for example, is useful for teams to see where they are up to, so tasks aren’t missed or replicated.“Remote working can lead to employees feeling the need to justify themselves or prove their worth by slipping into an unhealthy pattern of long hours” – Hannah Prince, Insights Learning and Development“Short core team meetings can help identify progress on projects, plus any blockers and solutions. Blockers may now be things related to our current world of uncertainty with coronavirus, so it’s important to raise issues as soon as they come up and not dwell on them,” Prince adds. Don’t forget to book in some ‘water-cooler’ time where colleagues can chat to each other openly without an agenda, she adds, perhaps adding a message board or non-work stream on a tool such as Slack.A sense of feeling together even though the team is not together could be one way to beat a sense of isolation many workers may feel from being stuck at home. STATS. Prince says the “simplest and most effective thing to do is be direct and ask” employees about how they are feeling, as different people will handle the new situation in different ways. “Remote working can lead to employees feeling the need to justify themselves or prove their worth by slipping into an unhealthy pattern of long hours,” she says.Williams says that CIPHR’s employees have welcomed social interaction. “We’ve been doing regular formal communications through email, Yammer, and weekly team briefings, but it’s the informal communications that people are saying they need to help them feel less isolated and build morale,” she says. “We’ve seen people taking the initiative – one of our employees started a group chat in Microsoft Teams (which a third of the company has joined), we’re making more use of a mobile engagement app called Totem, and from next week we’ll be doing a Friday company quiz. There’s still more to do, and it’s something that we’ll be continuing to work on.”Friday quizzes and coffee chats aside, there may well also be a contingent of employees who are resistant to their new working circumstances. Alex Efthymiades, founder of mediation consultancy Consensio, argues that it’s important to practise empathy – the knock-on effect of the coronavirus will have touched every single employee in some way. “Change is really hard for most of us so we need to allow people time to adjust. And this is multiple changes all happening at once – people are suddenly working from home, with a partner and/or kids – there are so many adjustments all at once,” she says. “Coupled with that is the fear of not knowing when this will end, or whether their work is even secure.”Where managers feel as though there are delicate conversations to be had, these should not be done over email or text message, she adds. “If you are going to speak to someone about a difficult issue do it over telephone or something like Zoom. Consider whether it’s the right time now, too – for many people this is the first real week of working from home, many with children. Wait until they have settled into that reality.”With new developments to come to terms with every day, HR teams face unprecedented challenges in the weeks and months ahead. But Efthymiades is hopeful that the way organisations manage the coronavirus crisis will lead to positive changes, too. “Things that might have led to a conflict or concern a few weeks ago now don’t seem like priorities, and people’s perspectives are changing,” she says. “I think we’ll see more empathy as we come out of this.” How working from home is levelling the playing fieldHome working and the absence of ‘office power’ has led to major cultural shifts that will benefit the goals of diversity and inclusion.
Axxis Geo Solutions awarded a letter of intent. (Credit: Gerd Altmann from Pixabay) Axxis Geo Solutions (AGS) has signed a Letter of Intent (LOI) with a major international oil company to commence an Ocean Bottom Node (OBN) survey in the North Sea.Subject to fulfillment of certain conditions, the work is expected to commence in the second quarter of 2020. The scope of work will include acquisition of 67 km2 of receiver area, comprising of approximately 30 days of operation for an OBN crew consisting of two seismic vessels.“This LOI confirms AGS’ ability to continue to be awarded work by utilizing it’s unique asset-light operational model coupled with best in class operational excellence demonstrated in recent campaigns by our dedicated crew personnel”, says Lee Parker, CEO of AGS.This information is subject of the disclosure requirements pursuant to section 5-12 of the Norwegian Securities Trading Act. Source: Company Press Release Subject to fulfillment of certain conditions, the work is expected to commence in the second quarter of 2020
“Year 2007 and the start of 2008 have been incredibly difficult. Our performance has been more affected by price rises and the ability to pass them on than ever before. Without the award, it may have been more difficult.”
The QR code process, together with the NHS COVID-19 app, contributes towards the effective management of the coronavirus pandemic.The QR code process is part of NHS Test and Trace, which is overseen by the UK Department of Health and Social Care (DHSC).
Tesco will be focusing on turning around declining UK trading profit with a £1bn investment plan for the next 12 months.It comes as the supermarket chain announced its preliminary results for 2011/12 this morning (18 April) for the 52 weeks ending 25 February. These revealed that UK trading profit dropped 1% to £2.5bn, while its international business’ trading profits grew extensively by 17.7% to £1.1bn. Overall, group trading profit increased by 1.3% to £3.8bn.Group sales, including VAT, came to £7.2bn with a 7.4% growth, and group revenue, excluding VAT, increased by 6.8% to £6.4bn.Philip Clarke, chief executive of Tesco Group, said: “The last few months have seen us drive a faster pace of change in Tesco, particularly in the UK, reflecting our determined focus on the immediate objectives for the group that were set out last April. This pace of change will accelerate further over the next 12 months. We have already taken important steps to renew and strengthen management in the UK and across the group in key areas, to support this programme of change.”While our international business is delivering excellent growth, contributing £1.1bn of profit to the group, we fully recognise that we need to raise our game in the UK.”The company’s £1bn investment plan is set to focus on a number of elements, including the recruitment of more than 8,000 new members of staff, refreshing its stores nationwide to give them a ‘warmer’ feel, reducing new property activity by 38% and the continuation of its Price Drop promotional campaign.It mentioned that, in addition to its recently relaunched Everyday Value range, it would be reviving its standard range, which consists of over 8,000 products and accounts for around 40% of UK food sales. Tesco has implemented a plan to upgrade it range-by-range, as well as adding over 2,000 new lines, through to April 2013.Clarke added: “Together, these steps are the right things to do both to improve the shopping trip for customers and to secure a return to profitable growth in the UK.”
This Saturday, Marco Benevento and Joe Russo will re-form as The Benevento / Russo Duo this Saturday night for one of their first shows since 2010. The Joe Russo’s Almost Dead bandmates reunited back in December for a tiny “secret” show at Three’s Brewing in Brooklyn, NY, and played their first proper show in seven years during this year’s JamCruise. Now, finally, The Duo will perform a proper, headlining show on American soil, in the most fitting location and on the most fitting of occasions: Freak’s Ball at Brooklyn Bowl. Of course, the show sold out in 30 seconds.However, fans who missed the on-sale or got shut out need not fear, as The Bowl has announced that the show will now be webcast, courtesy of nugs.tv. There are HD and Standard options to choose from, and the broadcast will also include opening act Wolf!, which features fellow JRAD band mate Scott Metzger. Find out all the information for the webcast at this link.
The Faculty of Arts and Sciences has recently awarded the Thomas T. Hoopes Prize to 89 Harvard College seniors, in recognition of outstanding research or scholarly work. The prize is funded by the estate of Thomas T. Hoopes ’19. To view the list of recipients, including their research and advisers.